ABSTRACT
Traditional management approaches often focus on an individualistic approach to leadership and performance management, rewards and incentives, resourcing, and finding the right person for the job. Instead, Chapter 4 explores the inherent dilemma or paradox that we, as interdependent individuals, cannot exist without each other and, in turn, society (the organisation) does not exist without us as individuals. We are inseparable and interdependent. Neurological, psychological, and anthropological research confirms that we are fundamentally social; we are who we are because of our interactions and relationships with others. When both the individual and the community are valued, both are stronger.
At the same time as we perform as individuals, we also perform as a group. It is thus imperative that we keep social considerations such as power and group dynamics in mind as managers. The chapter considers the dynamics of insiders and outsiders and the tendency for us and them thinking in the workplace.
Managers need to be reflexive and responsible for how they relate to others and to groups as well as their role as champions and enablers of the group. The way we work together is likely to affect how we will work together.
