{"id":1780,"date":"2018-08-17T20:20:27","date_gmt":"2018-08-17T20:20:27","guid":{"rendered":"https:\/\/aurelis.org\/blog\/?p=1780"},"modified":"2018-08-17T20:20:27","modified_gmt":"2018-08-17T20:20:27","slug":"open-leadership-diminishes-alienation","status":"publish","type":"post","link":"https:\/\/aurelis.org\/blog\/open-leadership\/open-leadership-diminishes-alienation","title":{"rendered":"Open Leadership Diminishes Alienation"},"content":{"rendered":"

Karl Marx found in capitalism a huge source of workers\u2019 alienation. It\u2019s still a huge issue at present, if not more than ever. Open Leadership de-alienates.<\/h3>\n

Alienation, briefly: not<\/em> being in deep contact.<\/strong><\/p><\/blockquote>\n

Since any true contact with anything \/ anyone starts from deep and goes to deep, one may say that this is primarily a turn inside. No navel-gazing however. Actually, quite the contrary. The navel as one usually sees it is not standing in the way for a broader view on one\u2019s total self.<\/p>\n

Alienation is NOT making such true contact.<\/p>\n

Alienation at work<\/strong><\/p><\/blockquote>\n

lies in not<\/em> feeling that one is doing a deeply interesting, fulfilling job. The result might still be OK but not the job by itself. It\u2019s not something one might ever really<\/em> want to do if not for the result.<\/p>\n

For all the talk about motivation: in case of alienation, in order to keep doing the job, one needs \u2018extrinsic\u2019 motivation. About \u2018intrinsic\u2019 [see: There are no extrinsic or intrinsic motivations.<\/a>\u2019]<\/p>\n

Alienation means: there is no \u2018inner\u2019 motivation. No fountain sprouts from a deeply inner well. Thus, it runs counter to the total<\/em> human being. In the end, people want to make a difference. If they feel no possibility towards this, they feel alienated, utterly de-motivated.<\/p>\n

Does technology alienate by default?<\/strong><\/p><\/blockquote>\n

There is no morality inside machines. However, the way technology is being implemented time and again \u2013 in overshoot of rationalization as opposed to nature \u2013 has lead to many developments that indeed are alienating.<\/p>\n

Social media is an interesting example of this: the way it\u2019s brought-to-use leads to more superficiality, a hardening of \u2018social\u2019 relations and generally: alienation.<\/p>\n

Enters Open Leadership<\/strong><\/p><\/blockquote>\n

Main characteristic: \u2018Opening\u2019. It\u2019s that straightforward? Not exactly, since what is meant here is an opening towards the subconceptual<\/em> [see: \u2018About \u2018Subconceptual\u2019<\/a>].<\/p>\n

Prosaic management-as-such leads to mechanization of things, machines, procedures, then even people, at the cost of those people themselves. In contrast to this, Open Leadership \u2013 in which I see the only<\/em> purpose of any leadership \u2013 has only one major aim:<\/p>\n

to join poetry to already present prose.<\/strong><\/p><\/blockquote>\n

Management (prose) keeps being important, for sake of efficiency. But: efficient towards what? Eventually, without poetry, there is no \u2018towards what\u2019. There is alienation.<\/p>\n

In addition to this, without a \u2018towards what\u2019, efficiency too goes down the drain. [see: \u2018Burnout is a Long and Winding Road<\/a>\u2019]<\/p>\n

Purpose at work<\/strong><\/p><\/blockquote>\n

Outside and inside:<\/p>\n