For an organization to function at its best, micro– and meso-leadership are both embraced. Macro-leadership is the empowerment of an organization from a broader perspective by scanning the business environment and suitably adapting the organization to the dynamics of the external environment, keeping the organization’s vision, mission, and objectives in mind.
Macro-Leadership Illustrations
Figure 1: Kuhn Cycle
Figure 1: Kuhn Cycle illustration showing five scientific periods of the Kuhn Cycle, viz., normal science, model drift, model crises, model revolution, and paradigm shift in a clockwise direction. Normal science is the beginning of applied science until it starts drifting. It continues to experience crises until a paradigm shift occurs after a revolution.
Figure 2: Kuhn Cycle Ultimate Enterprise (KCUE)
Figure 2: Kuhn Cycle Ultimate Enterprise (KCUE) is an empowerment of the Kuhn Cycle. From Kuhn-Cycle, two periods were added. The first is between normal science (invention) and model drift (anomalous), called innovation (puzzle solving or creation), and the second between model drift (anomalous) and model crises, called recuperation (or fail).
From these additions, two important cycles result, viz., the virtuous cycle (Vir-Cycle) and the vicious cycle (V-Cycle). Vir-cycle is the opposite of v-cycle; Vir-cycle is the product of PUER management, and V-cycle is from CUER. In either cycle, they follow distinct and unique loops; a loop from the V-cycle, if governed in the Vir-cycle, is an incumbent retard in the V-cycle. However, if a loop from Vir-cycle is implemented in V-cycle, the loop won’t work, implying an incumbent remains in V-cycle. There are two chances for a V-cycle organization to ascend into Vir-cycle: at model anomalous to re-model towards Vir-cycle, or at model crises to re-engineer the loop. See details in the eBook.
Ultimate Enterprise Thinking
In the Ultimate Enterprise Thinking (UE-Thinking), we distinguish two levels of perception, accommodating macro-leadership, namely:
- Big-picture thinking, and
- Systemic Thinking.
Meshed together the two levels of thinking to get a powerful UE-Thinking starting with the big picture thinking, then we advance to the more detailed systemic thinking, notwithstanding in a system-wise performance. Let us start with the big picture thinking, where famous Kuhn-Cycle thinking comes into play.
Big-Picture View
Seen from UE Anatomy, we note that Ultimate Enterprise has a multidisciplinary nature in its application. It is an entrepreneurial undertaking; it encompasses science, psychology, philosophy, law, engineering, business, sociology, and economics—principally all the human-being undertakings included. Such a multidiscipline enterprise benefits all subsets of its outcomes. One of them is the Kuhn Cycle—a famous invention in science specialism discussed next.
Kuhn-Cycle
Referring to the well-known science breakthrough called Kuhn-Cycle, whereby Thomas Samuel Kuhn challenged the World Science “In Structure, Kuhn challenged the world’s current conception of science, which was that it was a steady progression of the accumulation of new ideas. In a brilliant series of reviews of past major scientific advances, Kuhn showed this viewpoint was wrong. Science advanced the most by occasional revolutionary explosions of new knowledge, each revolution triggered by the introduction of alternative ways of thought so large called new paradigms.”1.
Kuhn Cycle Detailing
According to the quotation, “Thomas Samuel Kuhn (1922-1996) invented the Kuhn Cycle in The Structure of Scientific Revolutions (1962) book,” scientific progress is characterized by stable epochs interrupted with revisionary revolutions.”2. Thomas Kuhn, in his 1996 book The Structure of Scientific Revolutions in 19623, publicized the true historical nature of science and the way science progresses. Thomas S. Kuhn argued that the development of scientific ideas is an oscillation of Pre-Science > Normal Science > Model (Drift (or Model Anomalous) > Crisis > Revolution > Paradigm-Shift; this phenomenon is as depicted in figure 1.
The Ultimate Enterprise refers/borrows and empowers Kuhn-Cycle invention to create a Kuhn Cycle Ultimate Enterprise (KCUE). In this proceeding, I define KCUE:
The Kuhn Cycle Ultimate Enterprise (KCUE) is a sequence of periods of steady growth in science or business separated by revisionary revolutions.
Kuhn Cycle Ultimate Enterprise (KCUE)
Kuhn Cycle was referred to, borrowed, and empowered Kuhn-Cycle by Ultimate-Enterprise invention to create a Kuhn Cycle Ultimate Enterprise (KCUE); pronounce KCUE as K-Kyu. The Kuhn Cycle Ultimate Enterprise (KCUE) is a sequence of periods of steady growth in science or business separated by revisionary revolutions. By small empowerment added Vicious (between model crises and model anomalous by adding recuperation step) and Virtuous (between invention and anomalous by adding innovation step) cycles. The resulting Kuhn Cycle Ultimate Enterprise (KCUE) is powerful in decoding Big-Picture individual or organization view. Refer Figure 2: Kuhn Cycle Ultimate Enterprise (KCUE).
Paradigm
The word paradigm and its meaning, coined by Thomas Kuhn, are used in two different senses. “On the one hand, it stands for the entire constellation of beliefs, values, techniques, and so on, shared by the members of a community. On the other hand, it denotes one sort of element in that constellation: the concrete puzzle solutions that are employed as models or examples, which can replace explicit rules as a basis for the solution of the remaining puzzles of normal science. The first sense of the term, call it the sociological ideal. The second is the deeper of the two.” 4–p. 175.
Kuhn Cycle Ultimate Enterprise (KCUE) Details
Kuhn Cycle Ultimate Enterprise (KCUE) is an empowerment of Kuhn-Cycle showing the organization situation at a particular time, that means showing the preceding problems and solutions available to leadership. In the figure we identify three cycles,
- Kuhn-Cycle,
- Virtuous Cycle, and
- Vicious Cycle, discussed below.
Kuhn-Cycle comprises Pre-Science > Normal Science > Model (Drift (or Model Anomalous) > Crisis > Revolution > Paradigm-Shift.
Virtuous Cycle
Virtuous Cycle is a helpful situation that oscillates around innovation by utilizing new inventions, remodeling or re-engineering, that outperform competitors or exceed performance expectations indefinitely. This is the dream of all top-notch leaders from PUER, leaders of high performance. Organizations in this cycle endure continuous innovation from invention and re-modeling.
Vicious Cycle
A vicious cycle is a disadvantageous situation that oscillates around recuperation processes by applying surviving kits (like loans, expenditure cuts) that underperform competitors or lose performance expectations indefinitely. Leaders in this circle are mainly from CUER; most of the time they work on self-deception, blaming others or the environment, etc. They have a scarcity mentality, full-time practicing scarcity conspiracy. However, they have three routes of escape, viz. re-modeling, re-engineering, and model revolution.
System Thinking
System thinking, as defined earlier, consists of creative thinking and lean logical thinking (LLT), discussed below.
Creative Thinking
Creative thinking means planning alternative ways to carry out tasks, solve problems, and meet challenges. This thinking covers both creative systems thinking in an individual plane and creative human thinking in a public plane.
Power
Power is very difficult to define because it is ubiquitous in our social interaction and relationships. However, Dacher Keltner et al.5 defined our aim of discussion in high-performing business as follows:.
“Power is an individual’s relative competence to change others” states by providing or withholding resources or administering punishments. This capacity is the product of the actual resources and punishments the individual can deliver to others; they can be material (food, money, economic opportunity, physical harm, or job termination) and social (knowledge, affection, friendship, decision-making opportunities, verbal abuse, or ostracism). “The value of resources or punishments reflects other individuals’ dependence on those resources.” – ibid.
High-Performing businesses are shown as the business backbone. With these two powers, political stage applies in the same manner discussed next.
High-Performance Politics
Politics is a buzzword and ubiquitous in our society, usually defined differently depending on an individual background. Whatever the case, it is necessary in any organization: it is upsetting when operating from CUER, but is a vehicle for any organization’s success at the moment operating from PUER because it is a medium for power just discussed.
Scarcity of resources within organizations triggers conflicts addressed by leadership/management; no such position: managers and leaders play a political role, viz., a politician.
Organizational Leaders as Politician
As politicians, leaders mostly interact with people on a personal level through the personality tetra-receptor (PTR). This receptor sees any relationship in clear, agreeable points, such as the spiritual receptor, the cognitive receptor, and the moral receptor. It does this by setting the direction privately and publicly and explaining what it means and what it cannot do.
Global Leadership
International Business Center posits Understanding the culture in a country or region in which you are doing business is a critical skill for the international businessperson. Without this knowledge, a successful outcome to the business venture can be in jeopardy6. This is true assertion and crucial to all serious leaders and managers. We have to define culture before we discuss further.
Culture
“Culture is made up of explicit and implicit rules for behavior that are learned and passed on through symbols. It is what makes human groups unique, and it can be seen in the things they make.” The essential core of culture comprises traditional ideas and especially their attached values; culture systems may, on the one hand, be products of action as conditioning influences upon further action.” [4]
This culture definition calls for an PI-Scanner merit, which comprises Individual Spectrum (IS) and Public Spectrum (PS)—the willpower using one’s IQ (intelligence quotient) to regulate surroundings. Therefore, culture deals with pattern’s essence manifested in human group artifacts as values, systems leading to actions. However, IS as a product of Si includes orientation, the correct course of action—a direction pointing to a paradigm. This means that a certain organization’s culture is not necessarily toward the operating paradigm; its discrepancy defines a unique score in the individual spectrum. In this discussion, we recall the organization Personal Influence Scanner (PI-Scanner).
Cross-Cultural Dimensions
In global leadership, an individual or organization pursues business trans-country-wise and transcontinental-wise such that the incumbent has to satisfy the personality tetrareceptor (PTR). Together with PTR, we infer the current trending treatment on the subject, viz., the famous operating paradigm by Geert Hofstede called “cross-cultural dimensions,” as cited above.
Power Distance
Power Distance: power distance is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. “It suggests that the followers as much as the leaders endorse a society’s level of inequality.”7. Hofstede, G. identified two-power distance, viz., small power distance, where a society operates in PUER. The second is large power distance, where a society operates in CUER. PUER is where a society perceives pluralist governments based on majority vote and changed peacefully from one term to another with rare corruption, rare scandals, and political careers, whereas CUER observes autocratic governments based on corruption and usually never gives up power, mostly changed by Revolution 3.
This concludes Leadership Link. The next task is to look at methods of fitting organization into paradigms, i.e., strategy.
- Courtesy of https://www.thwink.org/sustain/glossary/KuhnCycle.htm accessed on July 18, 2020 ↩︎
- Thomas S. Kuhn: The Structure of Scientific Revolutions, 3rd Ed., ©1996 The University of Chicago ↩︎
- Courtesy: https://plato.stanford.edu/entries/thomas-kuhn/, accessed on July 18, 2020 ↩︎
- Thomas S. Kuhn: The Structure of Scientific Revolutions, 3rd Ed., ©1996 The University of Chicago ↩︎
- Dacher Keltner, Deborah H. Gruenfeld, and Cameron Anderson; Power, Approach, and Inhibition; ©2003 by the American Psychological Association, Inc., ↩︎
- Courtesy: http://international-business-center.com/international_culture.html, accessed on 07-12-2013 ↩︎
- Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context, Online Readings in Psychology and Culture, 2(1), from: http://dx.doi.org/10.9707/2307-0919.1014 ↩︎
