Developmental theories from Kegan and Torbert offer maps for how people develop through different stages of meaning-making. More than half of leaders lack a self-authoring meaning structure, which limits their ability to navigate complexity and implement agile systems effectively.
When we encounter conflicting expectations from two sides we want to be loyal to, many of us will be 'in over our heads' — which is the title of a book by Harvard Professor Robert Kegan. The book provides a map of how we humans potentially grow throughout life through stages of structurally different ways of making meaning. The different structures determine how we find direction and meaning, and how we relate to a range of questions: How do we judge what is right or wrong? What do we feel we can take responsibility for? Who and what do we ascribe authority to? How we can set boundaries and relate to collaboration dynamics? All these questions together are crucial to how we appropriately lead ourselves, lead others, and act within a system.
One of the most important stage shifts that most leaders find themselves in, or need to address in their employees, is the transition from a meaning structure that is 'socialised' to a meaning-making that is 'self-authoring'. A socialised meaning structure means, very simply, to create meaning and to live (and lead) in accordance with an 'internalised script'. This script is composed of societal conventions, group loyalties, and expectations, truths and recipes that one has absorbed from external authorities (e.g. parents, role models, experts, professional training, etc.).
When you transition to a 'self-authoring' meaning structure, you take on the authority and responsibility to create your own script, and become the author of your own life and leadership. This means, among other things, that you experience having your own inner standpoint from which to judge and decide. You are aware of how you yourself have been shaped by upbringing and culture, and you let yourself be inspired by many voices and perspectives. But ultimately, you construct your own set of values and success criteria, which you can use to judge and navigate situations where you face conflicting demands and expectations from others.
International studies, and re:lead's own experience, indicate that far more than half of adult leaders as well as employees have not yet fully developed a self-authoring meaning structure. This represents a large untapped potential, because self-authoring meaning-making provides greater capacity to see nuance, take multiple perspectives, and grasp complex and systemic connections and wholes. These are precisely the qualities that matter when we lead in complexity and change. With Kegan's theoretical map in hand, leaders and organisations are better equipped to identify and work with developmental potential, and to better align the outer complexity of roles and tasks with comfort and growth zones in the inner meaning structure.
Have you also gone 'Agile' or are you in the process of doing so? Many organisations are in the midst of implementing the latest trends in agile processes and systems, hoping to achieve a more nimble and developmental organisation. Often such new systems encounter resistance and the hopes for them are not entirely realised. Another map for human development, developed by among others Bill Torbert, can be helpful here. This map is related to Kegan's, but focuses more on how there is an underlying action logic behind our action patterns.
When Agile systems encounter resistance or potentials are not realised, it is often because essential parts of the inner operating system — that is, the way we think and the way we relate and collaborate — have not changed, but simply continue under new agile role descriptions and processes. If the action logic that permeates the organisation stems from a fundamental focus on 'optimising systems', rather than being an action logic that sees the organisation as 'a social co-creative network' — it is difficult to achieve the agility that is desired.
Our personal meaning-making and action logic both develop throughout life, and culturally over time, and are heavily influenced by our daily environment. An environment that best fosters growth offers a combination of appreciative recognition of the meaning structure we currently have and are, whilst we are invited and challenged by expectations and demands that cause us to grow into the next meaning structure and identity. In such a growth environment, we as humans will have a natural tendency to grow into the next meaning structure, even if we know nothing about the maps that describe the movement.
But knowledge of the maps, and the associated developmental methods, gives us entirely different possibilities both for guiding our own development and for consciously creating organisations with an environment that supports employees' personal growth potential. Equally, with maps and the language they offer, we have a better opportunity to discover and influence the prevailing cultural values and norms through transformative conversations. This has a crucial impact on what conversations we are having right now in everyday life, and consequently also what change or transformation initiatives we are able to lift together.