Page 128 - Harnessing the Strengths

Dilemma 5: Specifi c Versus Diffuse ■ 111

parts of a production process have an underlying intercon-
nection that is important. Making a good-quality product
requires joint responsibility. Through a general feeling of
involvement for the end product, a superior result can be
achieved at a lower cost.
People from diffuse cultures begin with the whole and
consider the different elements in a wider perspective. The
whole is thus more than the sum of its parts. Diffuse indi-
viduals have a larger private sphere and a smaller public
space. New people are not easily accepted in either area.
However, if they are accepted and invited into someone’s
private sphere, then this usually counts for all layers of life.
A friend is a friend across the board. The different roles that
people play are no longer separated. Diffuse cultures nourish
quality of style, behavior, empathy, trust, and understand-
ing. Developing a relationship is an absolute prerequisite for
doing business.
The dilemma here really revolves around the question
of what is the organization’s essence: the technical/fi nancial
dimension or the social/community dimension? Depending
on the culture, the balance could tip toward one side or the
other. Unilateral attention to the technical side can lead to a
climate of slavery, while focusing only on the social dimen-
sion runs the risk of degenerating into an unproductive social
club. A healthy company needs both. This is all the more
important because in an increasingly complex world things
that are independent are becoming an exception, so things
need to be viewed more in the light of their connection.
The servant-leaders know that they can only serve the
shareholders if they don’t lose sight of the interests of the
society and the client. Reversed, they know that the society
continues to be served in a sustainable way as long as new
shareholder value continues to be created.