Provoke Others to Jumpstart Conversations That Need to Happen
We are taught not to provoke others. However, a provocation delivered in a constructive manner gets people engaged and inspires action. This can lead to innovation.
What does it take to serve a constructive provocation? These are my takes.
Have a purpose. No one likes a provocation just for the sake it. You should always have a reason for why you want to take a discussion to the edge. I really like the purpose of jumpstarting conversations that need to happen.
Be authentic. A constructive provocation works best if you stay true to your own beliefs and values. This makes it more likely to come out as being authentic and most people respect authenticity even though they have opposing views.
Keep the edge. If you decide to constructively provoke others make sure your message has an edge – and keeps it. Don’t start out with a sharp header and then backtrack all the way though the content. You can ease things out in the comments (if this is a blog) or in the ensuing discussion. For this, it helps if you end your message with one or two constructive questions.
Let me know what you think.
Even though as a leader we maintain the THREE VIRTUES of having a purpose, with authenticity, keeping the edge and ending the message – we find the stake holders/co-owners IGNORE the common good(purpose), bent on negativism and side-steping the factual events and never ever willing to answer inconvenient questions at the end…..to sum up, they do not wish to be lead at any cost…..
This is the real challenge of the leadership who navigates the group as a whole with the END IN MIND…THE COMMON GOOD…
Don't forget the "WIFM" (What's In It For Me?) for every participant and stakeholder. There are two primary ways to get people to follow, cooperation and coercion. I view the term provocation as being more synonymous with coercion.
When people feel they have a personal stake in something (WIFM does not have to about personal gain. It can also be advancement of a common cause, actualization of a desired goal, etc.).
Mobilizing commitment, accelerating change and making change last required strong influence over behavior. The best behavior occurs when people decide for themselves to act in a committed manner. A good leader knows how to motivate such commitment both individually and en masse.