Polyarchy: Are You
Ready for Your Fixer Upper?
Obolensky (2010) poses the
question, “If polyarchy is fast replacing the old oligarchic assumptions, does
this make these old leadership models redundant” (p. 195)? Consider the
numerous television shows spanning just as many cable and satellite stations
that provide viewers with the seemingly simplistic steps of restoration. Both
HGTV and DIY showcase several shows designed to demonstrate how something old
can be used as a foundation from which to create a new function and purpose. Fixer Upper and Flip or Flop tell the story of how two married couples, the former
living in Waco, Texas and the latter residents of California, adapted when the
real estate markets turned south. Many of those who shop for homes want all of
the conveniences of new construction; but, often do not have the financial
wherewithal. Just as Flipping homes begins with the bones of an older,
traditionally constructed home and applies new construction technology and
accounts for individuality through accessories such as paint colors, material
selections, and specific fixtures. Similarly, older, traditional styles of
leadership, “Servant Leadership… ‘Situational
Leadership’ and … ‘Task-Team-Individual’ models are dusted off and freshened up
by applying “Collins’ ‘Level 5 Leadership’ and Badaracco’s ‘Quiet Leadership’
(Obolensky, 2010, p. 195). Complex Adaptive Leadership provides us with the
modern tools from which to modernize tried and true styles. We are able to
identify and keep that which we find solid, reinforce weaker areas, and update
the models to reflect individuality.
By looking
at “Figure B.1 John Adair’s Leadership Model”, and viewing the center area from
Groth’s (2012) perspective, i.e., the center is one’s “core career competency”,
the nucleus of leadership for anyone first requires “delivering and
overdelivering… what you’ve been hired to do”. The nucleus for each of the
married couples from the restoration shows is that of real estate and
consistently delivering to their customers. Because both Chip and Joanna Gaines,
Fixer Upper, and Tarek and Christina
El Moussa, Flip or Flop, had mastered
their core competency, each was able to “pursue peripheral projects” (Groth,
2012). The Gaines help potential homeowners realize their designer home, on a
show-string budget, and help to revitalize older neighborhoods. The El Moussas buy distressed properties,
foreclosures, short sales, and “flip” the property in order to realize a
profit. While each couple had real estate experience, each was pushed “to learn
something entirely new” (Groth, 2012). It is through this pursuit of outside
projects and the push for new skills that a widening of the core, as shown in “Figure
B.2”, is possible as knowledge expands beyond a single leader (Obolensky, 2010,
p. 196).
With each
house flip, there is a task at hand, with a team tasked with completing the job
for an individual. When knowledge is expanded, flexibility and “cross-functional
capability” are added to the dynamic of leadership (Obolensky, 2010, p. 196).
Imagine older floor plans. Rooms were separated by walls. Today, open concepts
are the trend. An open floor plan provides for a feeling of togetherness within
a home, as opposed to separate silos. By taking down walls and reinforcing the
structure with hidden support beams, families are better able to interact. In
the beginning of each show, Joanna Gaines and Christina El Moussa provided the
majority of the design elements for the restoration project. As each show has
continued, their knowledge has been shared with Chip and Tarek such that each
are now comfortable in offering design element suggestions. Much of “Adair’s
Functions of Leadership” still apply with both Joanna and Christina in that
because they provide the main design, each defines the task, plans, briefs,
controls, supports, informs, and reviews each job site (Obolensky, 2010, p.
197). Griffin (2003) states, “people don’t check their individuality at the
door”, neither do leaders (p. 113). The style often exhibited by Joanna Gaines
is a country-chic while Christina El Moussa designs with modern influences.
Each is suited to the customers found in Waco, Texas and Orange County,
California. As polyarchic processes are applied, it’s easy to see that while
the day-to-day tasks of flipping a home are carried out by the individuals from
the various constructions teams; it is primarily Joanna and Christina who
ensure the process of restoration (Obolensky, 2010).
Once a
restoration has been completed, with the exception of bedrooms and bathrooms,
the interiors of homes are transformed such that where once individual boxed
rooms were housed within a larger exterior boxed frame, one box, that now opens
a kitchen to a dining room, family room, and living room, now stands. Likewise,
where three circles, intersecting only at “The Leader”, once represented Adair’s
Model, once it has been renovated and restored with polyarchic designs, the
three circles are now one, indicating a flow from defining the task, planning
and briefing, informing and controlling, and supporting and reviewing
(Obolensky, 2010). Restoration, like leadership, is not for everyone. Each
week, potential homeowners, when shown run-down and abandoned property for Fixer Upper, easily admit they cannot
see what the Gaines see. They cannot see beyond the walls; yet, once the final
nail is hammered, they are simply amazed how a traditional home has been
transformed to meet the needs of homeowners in the 21st century.
Both Fixer Upper and Flip or Flop have provided numerous real estate agencies,
designers, and contractors with a new perspective for older homes. The
challenge will be the inventory of such homes. In the absence of affordable inventory,
will leaders such as the Gaines and El Moussas contemplate a design that is new
construction with the distressed look that provides the character of
traditional construction? Resources could include identifying and employing the
skills of carpenters and trades who still practice hand-craft construction
and/or carpentry. Waco may provide more opportunity to rescue distressed lumber
from demolition projects in order to use with new construction. California
could be a source of art-deco style and provide the chance to future
contractors to learn the skills of the past. Just a Buckingham (2012) tells of
Ralph Gonzalez’s Best-Buy success, Chip and Joanna Gaines, along with Tarek and
Christina El Moussa, found their “whistle” in the form of rea-estate restoration
(p. 88). The concept of flipping a home could be taught to almost anyone;
however, the practice, demonstrated by each couple, as turned into a way of
life for each. The Gaines personally help first time or repeat home buyers
realize their personal dream when faced with a limited budget. The El Moussas
took their knowledge of the real estate market and the desire for high end
finishes, and expanded their real estate business to a construction and design
company. This concept may not work in an area where the housing inventory is
low and household incomes are high. Perhaps in looking ahead, each construction
entity should consider pursuing projects outside of the company and
experimenting with new projects and concepts so that when the housing market
enters a time when flipping becomes more difficult, each will be able to
compensate.
The beauty
of polyarchy is that it helps us dust off those traditional forms of leadership
and personalize them in a way we are better able to expand knowledge so the
onerous responsibility that once sat squarely on the shoulders of one is now
expanded and shared in a way that allows for creativity and communication to
occur to insure survival of not only the organization; but, the individual
seeking to become a leader. Polyarchy, like flipping houses, helps us to tear
down walls, provide support beams, embrace open concepts, apply neutral tones,
create functional spaces, and encourage individuality while still preserving the
character of leadership models, that while distressed, provide a solid
foundation from which to go forward.
References
Buckingham,
M. (2012). Leadership Development In the Age of The Algorithm. Harvard
Business
Review, 90(6), 86-94.
Griffin,
N.S. (2003). Personalize Your Management Development. Harvard Business Review,
81(3), 113-119.
Groth,
A. (2012, Nov. 27). Everyone Should Use Google’s Original ’70-20-10 Model’ To
Map Out Their Career. Business Insider. Retrieved from
http://www.businessinsider.com/kyle-westaway-how-to-manage-your-career-2012-11
Knab,
E. (2016). A633.9.3.RB – Polyarchy Reflections. In MSLD 633 Assignments. Retrieved
from https://erau.instructure.com/courses/44431/assignments/683390?module_item_id=2195434
Obolensky,
N. (2010). Complex Adaptive Leadership. (2nd
ed.). London, UK: Gower/
Ashgate.
No comments:
Post a Comment