Often we hear discussion or see written that the action logics are like a school rating system or some of them are better than other Action Logics in Amara we take a different approach. In this piece of writing, Jane Allen the Co-founder of Amara Collaboration beautifully describes and indicated the need of them all in this world.
The Global Leadership Profile (GLP) identifies the ways in which we make meaning that then drives our behaviour. These are called action logics. The action logics: Opportunist, Diplomat, Expert, Achiever, Redefining, Transforming and Alchemical are too often terms used as labels for individuals in the way many approaches to individual psychological approaches do, like the MBTI and the Enneagram. To label ourselves or others at one action logic is to miss the subtlety and beauty of all of the action logics at play and the way in which, whilst we are likely to have one centre of gravity, we operate within the range of many action logic in a subtle blend. We are all people of many shades and colours.
The profiles provided for people who take the sentence completion test often masks the reality that whilst we may have reached a certain level of maturity, such as Redefining, we are still capable and likely to act in the manner of earlier action logics whether by default or choice. I often hear people say, as if it’s a badge of excellence, that they are ‘an alchemist’ or ‘an achiever’ and whilst there is a reliable truth in this it generally isn’t quite so fixed in our day to day lives. The language we prefer to use is that we operate from within the frame of a particular action logic and that we also act out of other action logics depending on what the situation calls. Our behaviour moves between the different action logics and the colourful beautiful map that the GLP is can powerfully help us understand ourselves and others better as well as assisting us to navigate our own and others development.
This is illustrated by a recent conversation with my business partners about our current challenge of expansion as we talk about the nature of the organisational model we want to co-create. It redefines and transforms the conventional approaches based on our values and vision for a work environment and promotes a community of collaboration and developmental action inquiry. At the same time, we address the technical requirements of finance and organisational efficiency from our ‘expert’ meaning making. We then discuss how to reach our short and long-term goals and the steps we need to take to get there – our ‘achiever’ muscles. We start our meeting in a gracious, warm way with delight at seeing each other and belonging to our joint endeavour – luxuriating for a moment in our ‘diplomat’ action logic. We know with the lens of the ‘transforming’ action logic of our capacity to shift, surf and choose the frame that is needed, however, to notice the value of the different action logics is a crucial aspect of this repertoire as if using a range of spices from a spice rack to produce a rich and tasty dish.
From the perspective of teams and organisations there is great value for the diversity of all the action logics to nurture creativity and enable a creative tension that can militate against group think and habitual responses.
I am living in a small town in the UK that has been devastated by flooding at a scale not experienced before and see the significance of the action logics at play and those that are needed and are in short supply. The emergency services have literally saved lives and the quick and professional responses from the insurance assessors and the environment agency have left their ‘diplomat’ action logic – no time or need for niceties the ‘expert’ is crucial. The local leaders and local businesses are thinking about the goal of recovery and retaining customers and pride within a few months – this ‘achiever’ thinking and behaviour is positive, energetic and hopeful for all. Other’s need to rethink and redefine the future and the options whilst caring for all and bringing people together (‘redefining’). The real issue is global warming and the likely increased frequency of such events that challenge small towns located at the confluence of two rivers. It may lead to a break down of the supply chain of goods and the shadow behaviours of greed and anger also being displayed.
There is a need within businesses and organisations of the presence of ‘redefining’ and ‘transforming’ action logics that give attention to a longer-term horizon, new challenges, coping with uncertainty and confusion and connecting up with many perspectives of what is happening to our world.
The GLP may not solve all our challenges but offers a significant and timely perspective to how we operate as individuals and organisations always valuing the beauty and place of the action logics however they present.
GLP Foundation (Online)
In this workshop we focus on developing transforming leadership through the lenses of Action Inquiry and the GLP. The workshop offers you tools and methods to accelerate your personal development.
Jane Allen is an experienced consultant, facilitator and coach working in public and private sectors, based in the UK. She provides advice and support to consultants and coaches working in the field of organisational and leadership development. Her ambition is to encourage the best of individuals and organisations in pursuit of their highest ideals and … Continued
We often talk about action logics so here is a brief intro by Bill Torbert of what it is. An ‘action logic’ is the way we make meaning of ourselves, our relationships and the wider context which then determines our behaviour in both business and everyday life. The Global Leadership Profile (GLP) is both a … Continued
Seven Transformations of Leadership is an article by Amara’s Co-Founder Bill Torbert in the Harvard Business Review that lead Heidi Gutekunst into founding Amara Collaboration together with Bill and Jane Allen. Developmental Action Inquiry and the GLP are still the base and key frameworks that Amara Collaboration uses today to increase the amount of transformational … Continued