Social studies schooling for leaders: Steering clear of La La Land
“You have to become well versed in the social studies of the organization.”
And I do mean it quite literally - the three main topics under the social studies umbrella - history, geography and civics. Of course, figuratively it refers to the unique triad of insights that come from understanding the past and path dependence of the organization, the politics and governance at play with the current and evolving landscape, all critical to influence decision-making, foster collaboration, and steer the organization toward success. It’s perspective that I have gained in my career, and I often share with those who are embarking on a new role or joining a new company as a leader. Last few months have been filled with many such discussions.
Full disclosure – social studies was my absolute favorite subject in middle school. I was fascinated by what Mrs. Kapoor would teach us – the various landforms and vast variety in the bodies of water that existed around the world. A world, with fascinating tales from the past that felt like fiction but were indeed facts, and not to mention the multitude of formats in which people governed themselves - it was all simply amazing to me. Above all, the subjects seemed contextually rich, they involved people and their relationships with their environment, their heritage and with others around them. I found the content to be much more engaging, and the concepts were more exciting to me compared to my science and math classes. The lessons have stayed with me. I continue to be an avid student of social studies and social sciences in my STEM-based career.
Elementary
It isn’t just my affinity towards these topics that makes me want to highlight the parallels in the contemporary landscape of organizations. In my over 30-year corporate career in R&D I have seen that a robust grasp of social studies, that is the civics, history, and geography can be a bedrock for effective leadership, especially in times of change. These areas provide a solid foundation, enabling leaders to comprehend the historical narrative, the complex landscape and the political structures to be able to move forward effectively. I have also seen the impact when these critical elements are either ignored, or dealt with as an elective, or an ad hoc reference instead of a core subject to be studied diligently, homework completed and learnings assimilated.
An organization can essentially be envisioned as a vast and varied landscape, each function and each division representing distinct features on the terrain. Just as a skilled navigator maps out the geography and surveys the lay of the land before setting a course, a leader must understand the organizational terrain, sub-terrain and the subterranean forces, identify key environmental factors that can have an impact and delve into the understanding of how operational processes function within this geography.
In this social studies context, the history of an organization is its narrative, a tapestry woven with successes, failures, and the journey from inception to the present with all its twists, turns and tweaks along the way. And the organizational civics involves understanding of the internal political dynamics, akin to grasping the political structures and sub-structures of a society. Good leaders understand the geography to help them navigate the landscape, they explore the historical context to uncover the told and untold story of the organization and master the civics to appreciate the way what work gets done, how and why.
Caught in the middle
It is becoming increasingly apparent in the last few years that a critical link in the leadership chain is often overlooked — these are the nuanced sub-topics within social studies. Among them are the understanding of cultural dynamics and social structures that can be key to unlocking the true potential of an organization. It is often the unwritten rules, customs, behaviors and beliefs that are continually impacting the working environment, and these differ from function to function – from finance to manufacturing to R&D. Micro-cultures prevail and rightfully so – they are critical to functioning. I have recently collaborated on an article about the chasm that can exist between business leadership and technical community and its impact on innovation.
Many leaders find themselves grappling with the subtleties of culture juxtaposed with changing workplace norms, while others struggle to grasp the nuances of hybrid team interactions, and yet others fail to recognize the enormous impact of diversity of thoughts and backgrounds. A lack of comprehension of the cultural landscape of an organization can hinder collaboration, stifle innovation, and foster an environment that may not be inclusive or conducive to growth.
Failure to recognize and respect belief systems can lead to misunderstandings, conflict, and an organizational culture that neglects the importance of diverse perspectives. Attempts to change beliefs seldom succeed when a comprehensive understanding of the belief system is ignored.
The social studies of production, distribution and consumption requires a comprehensive examination as well – that is how business gets done. Leaders who lack a solid understanding may find themselves ill-equipped to navigate the complexities of market forces, potentially leading to suboptimal resource allocation, lopsided priorities and strategic missteps.
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High time
In essence, leaders must recognize the pivotal role social studies play in shaping a holistic understanding of their organizational landscapes – it is imperative to understand the history, geography and civics and bridge any knowledge gaps that can render one out of touch with reality, living in some fantasy land.
To be a leader grounded in context and to avoid La La Land, requires being a student of social studies:
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History -- Lore of the land
Geography -- Lay of the land
Civics -- Law of the land
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This knowledge can unlock the secrets by shedding light onto the historical and political tapestry of an organization, giving invaluable insights to drive change while preserving core values. Comprehending the lay of the organizational land allows leaders to recognize cultural peaks and valleys, map resource distribution, and navigate the intricacies of various functions, factions and friction thereof. All this facilitates not just good decision making but effective communication and storytelling as well.
I should emphasize that it is not always that a singular leader needs to be well versed in all of these subjects – a good leader understands the value and strives to assemble a high functioning leadership team with complementary skillsets to cover all critical aspects of the landscape and its evolution.
An effective leader is indeed akin to a skilled navigator, traversing these elements of the social studies curriculum that can converge to form a comprehensive framework and solid grounding for successful leadership.
Extra credit: Making the grade
By systematically studying these areas and asking thoughtful questions a leader can start assembling a mental mosaic and meaningful map of how to navigate change.