The article aims at explicating the emergence of human interactional sense‐making process within educational leadership as a complex system. The kind of leadership is understood as a holistic entity called collaborative leadership. There, sense‐making emerges across interdependent domains, called attributes of collaborative leadership. The attributes give rise to the complex system. They are suggested to be the very agents, i.e. both the source and the outcome of the synergetic sense‐making process. Hence, the agents are not the single persons involved who, however, supply the collective attributes that are modified through human interaction in a holistic way. For studying the emergence process in reality, a long‐term development process within an educational executive team was exploited. The team aimed at co‐creating novel leadership thinking and working practices for its new unit after a merger of separated schools. The emergent sense‐making process was examined through such agent‐attributes that were identified as attractors within the complex system. Moreover, it is argued that illuminating the complex system of collaborative leadership, this can help other leadership teams to better understand their own sense‐making processes in the increasingly complex settings of today.
Research Professor. Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, sustainability, thinkers, ++
Giorgio Bertini does not work for, consult, own shares in or receive funding from any company or organization that would benefit from these papers, and has disclosed no relevant affiliations beyond their academic appointment.
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