Page 140 - Harnessing the Strengths

Dilemma 5: Specifi c Versus Diffuse ■ 123

with a long relationship with the organization along with sound
career advancement. Jack Welch even went as far as asking 10
percent of his employees to fi nd another job outside the com-

pany. However, employees who achieved specific results were
deeply welcomed and integrated within the diffuse GE family.
When working with the diffuse Japanese, the servant-leader
starts with the diffuse father role from which the employees

are addressed on their specific results. The dilemma is the
same, but the starting point is different.

Conclusion

The servant-leader will not be dissuaded by the dilemma
between technical/fi nancial and social/societal. He or she is
not interested in technical knowledge or social relations as
such, but has his or her own more practical angle. For him or
her, the issue is that people are productive. Servant-leaders

who have a preference for a specific orientation would rather
fi rst focus on the specifi c aspects, such as profit and output.

On this basis they develop their people. The more diffuse
servant-leaders will begin with investing in their people. As
a result of their acquired knowledge, these employees will
contribute to the fi nancial success of the organization.
Also, the dilemma is the same all over, but the solution
is culturally predetermined. Specifi c cultures prefer to begin
with a concrete point, with a (executive) summary, while
diffuse cultures rather begin by building a context and there
within fi nd the solution. The servant-leader can, depending
on personal preference, start on either side but will always
keep making the connections. In this way, servant-leaders
will continually test their concepts and ask themselves,
“Does this work in practice?” From the work fl oor, though,
they will also check the theory of what they are doing.