Leadership and Global Governance- The International Leadership Series (Book Two Yazar- Adel Safty

8/6/2019 Leadership and Global Governance- The International Leadership Series (Book Two Yazar- Adel Safty

http://slidepdf.com/reader/full/leadership-and-global-governance-the-international-leadership-series-book 1/76

l e a d e r s h i p

Edited by

ADEL SAFTY



Leadership and G lobal GOJ'e1'1'ItJHc,e

The J l I t e n u : l t i c m ' f J i . L e a d e : r s , ' h i p S eries (B oo k .1'),,0)

Sponsored by:

T h e lm l oom a tmona l Ins tit u te ofLeade :rsh i,p ' and P ub lic A ff'ari.rs

Ba l lc eseb ir Un i,v 'ers~ t y. ls;tallbut Tur,k.ey. 2:(0)~. , . ' ' '' ., .A ; II1 ' ';O '. . .. , '~ ;O t j' l l,W· · ;~L .L~JU. ~~V,r'!JP.iIJ RJI,.I,', ~ill '" _',~~I,.,

T he C a:m eB ,ie Commi5s ;~on OnPoov,e11lting Deadly Conf l i c t ,Wasl l~ng1 :on~DC a, US,A

C o 'pydg h t {~ 2002 Ade[ 8afty

AU dg h Jtsreserv ied. N o pa rt of this, bookmaybe used a r

reproduc ed In a ny m a rm e r w ha tsoever w :~ th ou twrit ten peoojssion

exc ept for b rief ' C i l U o : t a t i c n l s .

P'ublish,ed by:

Un~v,eFsalPl i lb l ishe .rsJupubl ish.eom

USA · 200 .3

" . l I n " , , , , . , , · U 1I ' I :111Ib '~: ,, , , , , 1 1 . . . . . . . . - ( 1 1 . . . 0 " . .. . 11 . ' " j",,,,~ " 2 ~ ·.htm'YF. 'n 'n I~I _. ,r~_~,'~~~,1~vl]HllI', ) " _ "J1\~ ~lll,I!.;l.-' ""I,~_,:



Th e In tem a !tiom ll ln ;stitu te~ o f L ea d ersh ip a nd P u b lic A ffa irs

Baheesehir University. Istanbul. Turkey. :2001

[0eooperationwitb the Carnegie CommissionO n Pf tWenting , D ea dly C onflic t.W :a sh iog ton, D C ., U SA .

Leadership and Olobal ' Oo i vemOO.ce © Copyri:~bt Ade] SaDy . ,

A U rig h ts reserv ed, NO ] pm1 , of th is b ook . m a y b e used or

reproducedin a ny manner whaiseever w ith ou t w rit ten• '. £: brief "~.e rm ISS Ion exc ept l'or'~'Jl']e'-quota t ions ,



I

PA .GE

[ntroducdon

A.del Salty

PART l:~PE,RSPECTIVES O'NLEADERSHIP

Hum anist G lob a l L eadersh ip 24

Adel8afty

Leadership and th e Infonna~ionRevolution 43,

Ha rla .D C 'lev el:aRd.

On Leadership ~.10

Desm . oH ! d Tu. tu .

Leadershipand Ctdtnre[ J 6

Harriet Mayo:rFulbri:lIl1t

Leadersh ip D evetop,m .e.n:t [28

Jobl) . Alexa:Dder

Leadershipand Power in.Democracy 133,

Paul..F.t in.dley

L jea dersh ~ ,p,nd C o nsensu s: T h e C a se of Japan 146 ,

YuMa MS'ls:uya.a



II

P , A , _ ' " R ' T ' , ' " 1 1 ~ . " L ' E - A O - I , . ' E · I R C I ' H ' ~ " I ' P ' A N . ,. • . , ' , ' .' D I I , p · E r A i _ , C . : i E -. . . , . . . , . , .. I l . l ,I;, , . " ." I. I .. .0 I '~ '~ -, ,". '. _ c,. _ •• ' _ - '~

DEVELO PO MBNT A ND GOV E RNAN C E

L 'eadelsh~p and C onflJc tP J even tlon

B0ut,r , l IsBoutrol-G,haU

L ea dersb ip a nd Gov erna nc e:

T o Govern, is to Educ a te

'Os,ea 'rA:rias

C h aU eng es for Eme, r :g ing Leadersfrom , th e Sou th [ 1 6

Hassan B iB T'a l a l

Leadership and Humanitarian ICbtdleoges 186,

C,o roe l i : o Sommarnga

G lob wisa tion" D evelopm ent and Leadersbip 1 '98

,lobo 'O l l i i o : rbeDu,3n

Am.e r l c an Leadership ,a nd th e P reventien of

Dteadly Co,plUc,ts 209

Geor:~eBU l b-1- .- -

T h e e United. 'N 'a t iO onsand P eacefu l

Reso lu .t io ,n o f D ispu tes .232

A lva ro de, SoC o,

OnNon...Violent Leadership 249

MiJi l ia i l G(f~baiclu. ' lI '

;S e :a re ,b in g F O il"Pe a c e 289

,Jkn. :my Carter



H I

A N ew A g e for P eace ,and

Securi ty . in th e M iddle 'East

Sh: im on . 'e res,

3tl

T h e ,OS[O C h annel .P ea c e F a c il ita sion in th e

Middle E a st" Cen t r a l A m eric a , a ndth s B a lk ans 322,.JanEle.~and

'G lob al Leadersh ip, forPeace,

Developm ent a nd Denl0era .cy . . .3 .3 7Bt l.~ :ros B ,ooC :ros-Gb ,sl i



I N TRODUC ' T I O , N

T h i:sb ook oonta ins a ,selec tion ef'preseraations m ade b y

d~ :sdn,g u isb ed lea ders a t th e F ~ rs,t , a nd Sec ond. Intem a tiona l

L ea dersh ip C onferenc es I organized in Amm a n , Jordan, in['991 and '1 99 '8 , a nd essays on lea ders ! b y other

dist ing uish ed lea ders. In th e b ook entit1edl.eadership and,the ,Unit;edN'al'ions~ L rev iew ed th e h ils~ oryof th e init ia tiv e fora n interna lt iona ] lea dersh ip org an:im O on, a nd th e role p layed ,

b y former Jerdanlan P rlm e M inisrer A b del Salam Maj a l i inpersuading 'the United. Nations Universityto endorse 'the

oon.cept"if onlyas an ex perim enta l p rojec t . Queen 'H oa r ofJorda n c ha ired th e A dv isory C omm itteea ed p~ ,(J.y !ed.c ru c ia l

and supportive role! in gu id iogm .e both in th ee!

C 0 1 l 1 . c e p 't n a H s a .d o n , a n d . in th e IO !ist ic a lm a ng em ent:s forthetw o m a jor inte:r.n:adonail conferences fo cusin g on l ead ersh ip .

,Asorg;anizer oftbe Second lotema:tiona[ Leadership

co.nferen.ce m set ,out t.o app l y th e lessons leam .ed, fr-o.m .th eF irst ] nnem a t io ,n a I Leadersh ip conference , F irs.t ~we sel ec t ed

a . ,much . sma l l e r nunlbe.f ' .of , e m , e : r g m g leaders, ,5 0 a s opposed

to more than 165 lor 'the First Internatiena] leadership

C onferenc e. T he sm a ller num b er wou ld 'b e m ore mana t geab l e

~iven the sm,an suppan steff available 'for the conference, ]0

addition, th e lea rn ing opportuniu;e:s would be much more

in tera c t iv e a nd experien tia l in Dcduf\e; ea c h em erg ing lea derwould~Ite,rally ha v e an 0p'port:unltyto interact 'with.~he

dist jng u ish ed J;ea derb o th dU r I D r : a n d a fter th e plenary

sessions. Secondly" the conference a c qu ired th e,charaot:a:isti,cs ofwor.king, graduate seminar sessions,

complete w w t h . discussion groups.,. requi:r-edreadl:ing;s:~ a nd . a

1



final personal !essay on leadership, This was designedtohelp

the participents jnake a ready synthesis of 'the various

discussions onlead,e~rsbipa:nd,global !chaUeng.es, and

a rtic ula te m ore eeneretely som e personal I.eadership skinsand. anl tudea tha t n l a ( y be .he~ ,p!'ful [n .th e pru1 ic .ula r situa ltlon of

each emerging Jeader, Thirdly, the study tour component of

the first cenference. wlrieh proved very populae w~'tbthe

pa rtic ipa nts d:espi~ e it s loglsdcal cllaUenges"was, expanded to

In.c~ude,l:n.add:idontothe Middle East, Sou th ern Eu rope and. -

As i a ,

I postu~a;l ted that leadership oouJd not betaugl l ' l t ! l but that

certain skills eommonly associated. with the activity ofl e a d e r s h i e c O . 1 1 '~ ~ , d ·. 1.. .... learned.. . .F o r l,c'g,'f···· ing ,.,..·-n..CC~' - I I · - ·~~e . · . :~.1.0••.e_ fA ""''''-~-.r' - . gil.. Ut; lUi. . .• 1 0_ JleuDlRt; vpr0.uunld "

!ef fec t ive,. t hey mus t be org anized in suc h away a s to, feflect

sound research-based pedagogical principles, The o.10st

effective pedagogical approach fo learning. is one 'which

combhlesthree essentia] elements: (a) research-based

approac:b to. ~nst,ruction; (b) a subject matter t h a t is

f l leanin,gful and relevant to the learner; and (c) the: active

involvement of' the learner in th e ~ea:rnillgprocess~reoo,gnized.mld strengfhened by positive reinforcements

(Sa lty :! ] 993 ). .T ' be l it era t u re 0:0 effectiveness ininsibItu:don

and education suggests thatthemost effective instruction ~:S

usuaUy one wbi.cb combines direct instruction (lecture

far lna. t ) with indirect instruction , (s luaUs; roup , :fonn3!t~aud

lea rning b y diseevery), I th erefore o . r g ; a n l s e d the: Second

Inte;r.na t i.onal Leadersh ip Conference in s:ucha.w3iY a s to

provide direct i . n te ra , cdve il lst :rucdon" b l terac tt ive sma l l group

discuss~.ons, direct : t ea r , n ing , tb r i Jugb research and paper- ..'" .•' - - . .d · ' '. . d i . '1 - " . .hr ·h·· .•' • ' h _' :-~i··:I' I!:" <1 '1 -:-1 ": ':' reer ,~~·: j"; I ' , I " ' . , " " ' : I - : " ' I " ~ : • " - " " ~ ! r , , : " : I ' i l" , - i _ _ ' - , " , , " ' " °'1wnnng , an... In.. tree! .eammg t. _ .a ug .. .1 .o te ra cU.o n s Wl~,."

le ,....J.".~ . .t. "Q nnw · . . ' emerains Jeaders Q,!:'! 'w· · · . \1; !0~,~ ; ! l S ' exp erien .;'0;11,,IJ<ttU!~.I, g " .lI..i~,lll,v, _ ~,I,',~~~c_ eA~'~e, lI~'"Ui\,;i.IJ,~\~i ,~~ _' _'I~.,~ I M __ ~\A, ".,~1. ,~~,_-,,,,"gl

ieamilli t h r ' O u , l ! ] b . the various study tours ..

L eadersh ip ,a .c tiv ities\ ,~eadersb ip sl;i]~ ,s, a nd leadership

,a t t i tudes rem a ined 'th e pduc ~pa J sub jec t m aU e r oftb J.s sec ond

International leadership c onferenc e. L ea dersh ip, . 'was also th e- .

2



oonte'DuaJl f r ame wi.thin wm c h distinluishedwodd~eaders

and emerging leaders addressed g loba l issues, of concern to

the U nited N a tions ;and, to theintem,wtiomd

'c onnnunjty a s awho~e,, ,In th is respect, m h ave :illlviteddist -lsbed leaders todiscuss tbereladonsldp be tween . leadershipl ,ood ,pea c 1e"

I 'eadem h ip ' a nd developm ent" leadersh ip ad. dem oc ra c y , a nd

I,eadersbipmld the emerging ,global challenges facing the

int em aJd,ona l oom m unit y,.

I h av e discussed in 'the volume devoted to Leadership and

th e U ,ni.tedN adO insth e: em erg ing , of lea dersh ip a s a field,1 1 ~ ' I " " D ' e · l - u " " · o n - . · - · c ~ i m - = - e · . d -- i ' l t " h " e f r~"~ '1 i~~m il ! :l1 ' i j i l f -J'Opm-t:!>Io--I[ Here o : ; ' J l r : i l J O n t h e~ '~ "--J ' ~ , .. .c,; -, ~ -, ,-., . , ..• ),_-. ,._,ll~~,"J.l'-~ ,~._WJl~,e~· _ ,~,_~_J~,i!' '~'"---~.~' I~ _ ~ I.J.I",

- ,-V '· ' '. "~ ' · . · · k · '· '·. ". . - , " " . . . . • • . , . '" . " , ' d W~I"~~' a d.ershie in e u b l i ere .10OS lJOO., w e are cenceme .._ ,lUI, reaaers p mpun It

poney and 'withgloballeaderslli:p,.Wby leadership? Because ,-' -

as Jordanian P r i m e Ministe.r Abdel Salam. Ma:jal i . argued

som e lou -neen yea rs a g o when b e p're,sented,th e 'projec t for !IDIqtmmJt~onaILe'ade:(~hip'A.cadem-y~o' the U'n i t~dN:a t iOD$

Univ,ersity Cooncil,in a world , o , f emerging S]obal civH

:soc i ie ty , , , th e wor ld needed Jea dees c om m itted to br insLns :

peoples a nd c ultu res ' t ose the r . In its 1 995 report ,enntled O u r

O \~ob a l N ,eiSh b ou rb ood T h e C om m issiee on Global ,

Gcvernanee agreed: "Ibe wodd needs leaders made strong

b y visioiIl, sllsminedlby ethics, ,ud revealed bypoHdca] .

eourage" (The Commission an GlebalGovernanee, ] 9'95). ,

T h e ov erw h elm ing , res!ponse we reeeived for partic:ipa:tion a t

'th e lF irs,t a nd, Sec ond Intem a tiona l L ea dersb ip! C oeferenc es

S:U I=~ sts~ ha 'l t th ere is, a remarkable global mt.erest in theactivities of leadership' ,mld in how ' they can leffeicti.vely

emmloe dleWa\ywe t ack le ' the chanenges facing aU of us . .Furth er, tb e com m itm ent in tim e t o . , , and in , ac t ive

' ~Ql r i ! i ,c i~ i t ion_ntbe~ .eade ' rsh ip ' .com eren. ces" dem ons tra t ed the~~ ,r~ " '

eonsensus shared by aU who c am e , t . o > th e eoeferenees th at

leadership in,public po]iqy and issues was ofimmediate and

m em ing fu l relev ancetc .ou r UV'e8.

3



There eanbe no meaningful learning experienc e wH bout th e

active ~nvolv,emen,tof the learner in th e leaming procesa]

proposed therefore to 'the emerging leaders anending the

Second Int'e:rnltionaJLeadersbip Confere:nceaud

representing s om e ! 50 countries, a . set of learningr*," . , . ', (, ~ ', , '.,' I!..,." 't r '" ~'i' ed '. ',,' t - · · " , - - , sd f 1 : , : : _ , c dbil i tvopponunmes, wmen orrerea UDova_lon ,an_, .e:x~ clll ..s

designed to maximize fheir involvement in,the learning

process," T b us ,~ ,wh jlem ak ins; room forth eoretiea l reflec sions

on, a n d r e a d i n g sbout leadership, the p . r os r am emphas izedexperlentia l lea rning th roug h . intera c tion b etweerr

= -_"

experienc ed lea ders a nd emerging lea ders, on file one band,

a nd 't lw ulb th e c ultu ra l a nd lea dersh i,p ' expeeienc es of thestudy tour, on th e oth er hand,

At the same t ime experiential learning in a mu~ticuhural

c on teX ltwit Jh a . div ersit y DO t : only ofcclturalend poli t ica l

views, b u t a lso of lea rning sty]les~,cannot ea sily lend. itself to

a ,c onlpa rtm enta JHzed and neat ly divided set of learning

outo(nlilles,~,asamodern curriculum syHabuswould

tra dido,naU y seek to achieve" . Th i s is, bec ause i n . a world

increa:sin,glyawasb with information and sources of

knowledge, intefdisciplinary knowledge is no longer an

exc,~u8ivle domain av:aUab~eonly to. the cultured elite, Itls

becorning a necessary tool for 'th.ougbtfuI and iateraetlve

decis lon-making, In short , ~nte: ( id isc lpU,r i Iaryknowl ,edge is a n• , , , ' . . , . " " . - 1 1 ' 'd '" , ' · .W ·, · k · , · I J This i s a l l - m . . . ' " ' • " , - 1 : . C olm p o r ta n t: ie a re rs ip s . , I . , , , ' ,U!lS lS ,au tne more so ,m m e race

-, -

of the paradox of cCl: lnplex i ty and simplieity, which the

lnformatton and cemmuaication revolution is bdnglngtob " - h ' f i - - 1 - - f - ' , . ] -, 'V" A '·, : , I- I' ' . 1 - 1 ': : ' ( - . ' , ' - , I_ ~_ : ,- -:_ II' ,." - , ': ' ,1 " _ ." I '< - - _ ::'1 I:' '.:-"~ '_ I: '_ .... -: '. ~ 'I , I ~ _ _ ,- _ '- ", -= :_ I i'~_I-" I:_~,ear upon. t.. ~ .e., o. eprstem e ogy, .eteran .. [ O , e r . l c a

d 'i n1 , I f ! ;, m i ,a i t · Hi' ,a l "ol0 ; 1 ' 0 - Cleve l Q n , d " ea etu res thi"".arad ,t'lI,V in 0.),l.r,Jl,u.. , ~", ~Jll.~ ·· , ' _ ::JL ._ 'v'~JJUJUL._ ~~r~'-_,~~ I,", ,I.~, .~,u.,~, JV,t\i;, , 1 . - " g

d f ~ h h di h i, rel '. h 'b e'' , ' r l I'~ 'I'll .,'.-,",', '-. '.,':,': " - ~ - I " _ " , . " , ; - . . " 1 : . _ ' . < ~ : . , J - ; ' : ' " . ' 1 ' " " " , : ~ . . : - ' , _ : · - = - ; _ I , · ' · , _ , _ t ~ _ · ~ 1 1won. erru way wnen ne e sscasses t..r ~ _ , a , t l l ! J l n s ~ tp c etween

leadersillpmd c h a os .. .

One of the first im porta nt challenges a leader m ust fa c e h a s

to do with w b a 1 t the U~erature on managementas leadership

ca l ls prioritising:. This is th e ability to ' make euffieient sense

of thepeevailiag chaos in order to untangle from it wh a t is

4



mos , t immediate~yre:levmu to one's own situ a t ion anddec ision-m a king responsib U ity . F or 'th e ,e.m erg ~ng lea der.th e

necessa ryu :nd!erstandin_ g of' wh ic h inftnlu ltion. is m ore

relev a n t a nd m o re u rlem t th an th e rest is on ly th e first .step..He or she mustthen strivetotransformthis informationinto

.knowledge.. He then mns: lbeabIe to make use of th is

knowledge I to advaneethe ,c~!Use:of his or her comnu.lnl ty or

organiza.ti.on.. A _ n d it £ $ at this stage that leadership skills and

snitudes cam helptmns{onn knowledeeinto appliedkn ·~d· .,. deeisi .. n.'" . d. 1 . • 'ow JI!ec ge, m to W l.g e .~,e C :1 S ) ., ()n 8 !,.~ n :tt:o , e.iui:eebveacbons"aD.

finanyin~.o good results for the common good. of one's(~ om m unit y o r o rg a n iza t io n.

And i n i s int tmsmanne.r d\8)t j ,eadersibip ICmI. b e .8

t ra asform a tion a c tiv ity , not on1 .y tra nsforD lm g .m lo:rm a tion

inrljJ' knowledge , into ju d ieieu s dec ision a nd ! e d t i e c U v e ac t ion ,b u t a l ~O I '~m p_ sfo rg ) in s:,.ht~ousbem p owerm e nt a nd ow ners-h lp ,.

followers into lea ders and leaders into followers, In. th is w·a (Y ,.em erg ing lea ders" . u sing ever-g row ing networks ofeonneetions ,and b onds of friendsnips,. ,a nd a cqu irlng tb e

skins and ,a lt t irtudesto enla g e in .~ !ead.ersh ip a c tiv ities by

t ra nsfonna t ion a nd serv ic e, c a n wo r k . ' toge the . r 'E O t a c k l e

I~obal[challenges forthe c om m ong ood of humanity ..

A t our First In tem a tionsl L eedersh ip Confe!renoemany of- '.

our emerging leaders were eager to let the distinliwshed.

leaders/speakers to desc rib e h ow ·theybecatne lea dersa m d to

sha re wi.dt th e.m , a s it were, their Iea dersh ip reeipe, A lm ost

'wi thout except ion , none of th e distingui:s:hed.[eaders/s,peakers

wasable to do so..That isbecaase, first" leadership ' cannot be

taught, and, second" Ilea] leaders do not :set out to become

leaders by foU ow~ :ng ,a tprresc dpdon.B nt th ey do b ec om elea ders th rou g h learning, a pplic a tion of lessons leamed,hud

w ork , a nd ft . eom b ina tion of o th er fa c tors.

The most oommon charaeteristic of the responses ofour

distinguished leaders was m a t tll .ey didnotknowhew they

S .



became leaders, b u t that tbey k new th a t t hey had always

b een open jo lea rning , a nd th a t th ~y 'h ad ,a lwa :Y s b een

c (1 I'm m it led to b a rd work , T o th ese c ru cia l fli'c tors" f o r m e ; rPresident Mik h a il G odJI,c h ev , whoml lnvl ted for , 8 1 separate

series of seminars on leadershipand the : r , e s " p a n s , ~ b i U d e s , of

the intenectua,~", addedtwoiJnponanl tmi tS : :~11be ,abi,lity ' 1 . 0

11~o l ) l r '0 " I ~ ro ·· .· o n ''''''.~C!' ' '' 'O I ~ 1 ' IU ''~eo Q I I 'j I , d l th"", i mpo r t a n c e e f - p ' es i t iveI,~~_ ... . .lU .,. . "" .. ,,",.:1 JlU.~.... Jl~LI, ,U,U.· _,.... ,~,It,~V.l1-Q ",,", '.. .v II, II·'.' .

th ink ing , T h e la t ter ' is,crucial ,110 t only for 'th e lea ders' a b ility' 1 ' 0 - und ersta nd a nd effectivelv Ieam from fa ilu res, ~'II~t- ' 3 . , 1 1 " " ' 0 , for_.J'~ _.'-'_I_:~~~,~,,_:~.Ii,UJ UJL~__ ,._.JLIl!~~1I"!W'~l,J ,ll~._. " . U , IJu,,,,u ,'.~'I~u .. ,J., .. J . •. , : ,

t :heir albUlty 'tomotivatethe people a round them,

Em e!rg ing lea ders ft-om a round th e world a lso sh owed a

:sustained i n t e l l e s . t in findinl, a t common ly accepted definition

of leadership, Again, Illau)' of the distinguishedleaderswho

c a m e to th e leadership 'c onference, h esita ted to offer a elea r

d efiln iti:on oflea dersh ip . .This 1 S not su rp risin g . First.because

there aee as man y definitions of leadership a s jhere ave

leadershi p act ivi t ies ,

Second, 'because leadership not being a . popularity contest, it

involves making hard chokesand difficult decisions, which

WU~.nec essa rily b e perc eiv ed diffen;l!ndy by d : i f f e r , e n t people,

The .l8!teEgypttan.Pre:~ddent Sadat and former Pfesident

,Mikh . aH Gorbaehevare cog ent exam p les ef leaderswhese

:pe'Jf-oeptions o f ~e ade r sb i p , v i s i , o i n , alldhard choices were

viewed b y some as evidence ofIeadesshipat Us,best" b y

others as proof .of failed leadership {Saf ty" 1991). Third,most of our dis, t ingl l isbed. speakers were leaders whowef1e;

- -m uch m ore oecupied with th e ,ac t ivi ty of leadership t h an w] tb ,

't beore ti ca ,] , ref lec t ions abcutleedersbi p, TIley spend. mO i l l e

t ime act~ve[ypursuinl lecadershjp, goaJs than wondering

a b ou t a n appropriatetheoretical defi:niti.on for lea dersh ip ..

I h a ve divided the p r-esen ta tion s a nd ,essaJ.ys in th is b ook in

two seetions; tbefirst deals with leadership and global

challenges, ·the second 'with leadership, peace, gov,e:rnanoe~

and peaceful resolution of disputes, The 'first section starts

'0



with m y o w n . le ssa \y , o n , G lob a l L ea dersh ip, Homan i t a s , in

whieb n argue that the timehas ,oo,me to : r - e e o g n i z e t h , e n e e d

for anew conception ofg~.obal leadership, Such a conception

shouldibe multidisciplinary B ind m u U ic u ltu ra J,;it sh ou ldbenefit from the experiences andl lessons of ins t i tut ional

lea dersh ip , nam . ely thatglobal ~eadefshipm,nst b e based on

sh ared universa l h um a n va lues. It should a lso benefit fr-om

the experiences and lessons of leadership as effective

OOFpOfB l temana . gem.en t " name l y thattbe effective

IDatnlger/ leader mus,l b a v , e a proa c tiv e :~ppro,a~b to problem

so: lv lng , balancetask o.denta tionw itb people orienm tion, a nd.effec:tiv,ely c om m u nic a te a persona l v ision to e.m pow ,er a nd

ins:pire. The new c onc eption o fg lob a l ~ ,ea dersh ip 'sh ou ld also

reflect the lessons learned from the experiences of ~eade;r-ship

inpolities and governance of sta:tesand.ins,ti ' tu'tio.ns~ .namelyt h a t t effeoti.ve lea ders a re th ose w ho represent th e a spira tionsof th,eirpeople in al1,Y process o f change,

Irg ueth erefore th a t m e : t ime ha s c om e for a c onc ept ion ofg lob a l leadelsihip thal t i s : nud.tidj.sc:ipJlnary a nd m u ltic u ltu ra ],

b a sed. on good. goy , emance , good managemen t , a nd

mul(nat~era] ,coope,ralt ](Ul", T o g ive , r 1 e a l i t y t o , this c onoeption Ih a v e se t up, w ith th e support of d]st ingu: ish,ed a nd em,e:rging,' ~ ,. , d r ,- , · f r 'e ; . , , i-" ,,'--, ,," I " d l the " r ld " , I e " : _ ' , + . . . . . . ' / : ' : , . ,n],'L. Iiea eers rrom a roun, I , e wona, a ' c e n U \ O i ror uOLJ,BIl

Leadersh ip dedieated to b ring ing peoples ,a nd ,c ,wU lr-es,t oge the r , prov iding intera c tive l eade r sh ip Iearning

epportu nit ies, a nd fostering m u ltila tera l cQopenlltion.

Ha rla n C l ev ela nd, :poHtica~ sc ientist a nd pub lic exec u tive, is

President ofttheWodd Ac ad emy of Art art .d 8ci,eDce. .A

Priaeeton graduate In '1938:,3 R h odes Sc ,h o.la r, a Uni ted

N a :tions relief a nd reh a b il ita tion offic la 1 0 :0 Ita ly a nd China)."in the: 1940s, Dr. Cleveland served in the Kennedy

adm inistra t io:n a s A ssistam Sec reta ry of Sta te. H e a lso served

intbe Johnson and Nixon adminis tmt ion:s . Author of

hundreds ofartlc~es and eleven books, Prof Cleveland isthe



rec~p,ie'ntof 2:2 honorary degrees. the u s . Meda!~ of F reedom ,and th e P ea c eC orps Leader . f o r Peace Aw.~n~-d.

1 -" 1 'to"~ ':'" ",'." -,' :L ' <I~ ' . ' , - - 1 ' t -.. ','- - I d . ' - t h : '~ - -,'. ,'" ~ ". ' t " , . ' ' f:)' "",,1. t '" - -_ u m s e s s a y o n c_eauers_up a n a tue mrorma 100 [ " i ! , . e V Q . ! lu , I O O ,

he ,a rg uestb a it.h ier,a rc b ic al oi,r,g aniza liolls are out of dateandt h a t today's effective ,orgalliza.tlol1S are: syste~llSin 'which

c ontro ~ is lo ose and d !e c is ion~ :m ak ing diffu sed, T h eb ig g er 'th e

prob lem , th erefore, th e la rg erth e num b er ef'people inve lved

inits solution. Dr. Cleveland urges leadersto em b ra c e th e

r-ev ol ut io n o f infonna: t :non a nd c ommun i c a t i o n F or its a b ility

d d-·'· ~ " '- d bet,-. '~~'··:_"III'-::I.I~':=· ..r'l I : : - - " ' : " : ' _ ~ " . ' . i:' ',',-:- -..~""'.',' 1 : : - : - : 1 " " - " - ' , : < I::~ "I -. -- i~ I·_ Ito enco~lf,lge _em ocm cy .~ . ._lver,s~tyequa_ny, an_.a. ..ett.eru tiJiza .t ion of h um a n pO'I:entia~ides for tbepu:rpo,se of

raUooaUy solv ing human problems ..

Desmond. Tutu is chair of South Afric81's Truth andReconoiUad!on . 'Co':mll1ti:ss]o:n~ a nd ,a '1 984 N ob el Peace:

L anreete , for h is ou t:spo~ en opposit lc n to jb e apar the id

reg .lm e.& ev 'erend T u tu w a s ,a ppo ]o te d. b i.sb .():p ' ofJoh annesb urg in ~985 , and w asA n g llc an a rc hb ish op, .of Cape

TOWEl fr-onl 1 9'8;6 until h e ,[,etired in 1995. III his essay 0.1 1

Leadersh ip, R everend T utu a rg uestb ar th e .r:ea~leader if; one

wh.ohas , er -ed ibHi ty and abH i . t y "abH i : t y to ~pn~isen t th e

a sp,ira :t io nsa nd th e identit~.es. of th e people h eor sh e lea ds . .

T he g ood lieade:r is one who Is ab l e to. empower his 'oi,r'b er

[O nO wers to do tbeirbest andto 'feel , 1 \ sense of comnt l i t lD . en t

a nd o wne rshi 11 ' \ in···· .. ' w . h · . a teve r ' ~ I c B;.-..' --, t '" 4 1 - · r t - - ake . T l h - ; , - : c . , e : - d e lea d e ~ ~ ~ ,____._ --~-~-r' - --, ....r 'dllPy lIllL.IUie iU .• , e goo . l E l l e.rs

a re not th f'ea ite.ned. b y th e ,lCcomp~~,sbnu~9~sn d t a l e a t s ofoth ers, Su c h lea dersa re a b le to inspire a nd m otiv a te,

Th e .M.os:treverend Tum expla ins th at ' the g , t)od leader (Dust

also have oth.er qU~id i t ies. : he OF she must hav,elood ~nttdtion

,andbe a b le ,to trust his orher inm it ion for doing th e rigbtt h ing at 'the right, time, The good ~.eaderis not a s tubborn

person or a h a ed-lia er ,on . any pa rtic u la r issu e. He or sh e

um dersta nds th a t b eing : stub b orn and ,I hM d~nnef'm a y h elp

w in sorne b a tt les unfil..sooner or ~ ,a j~ ere or sh e m u st flce tile

in.evitab~e ignominious and c rush ing loss. The good ~eade[

: 8



m ust h a lve th e courage oft lex ib fH ty ,a ndth e:a hU ity '~ om a k e

c onc essions a nd co,mpr ,omisewb.en i . t is needed-H e or sh e

m u st . understa nd h ow to u se th e ,m of losingthe b a t t le in

d .' ",L -o[,_ ertow lolu e wa r,

~,. Harriet Mayor Fulbright is the widow ofthe we l l . .

knowa l a t e Us Sena tor W ilU am Fu lb rig h t . A lea der in h er

ovmr i g b t , Mrs. Fu lb rig h t is th e Exec u tiv e D irec tor of U S

P resident C l in ton 's C om m ission on Art a nd Hum a a it ies, H er

h um a nist a pprea ch to lea dersh ip ' c ba l leQleS isrleh in insiglU:S

a nd inspir.m g t hough t s . Sh e c a l ls fb .r leadership ' th a t is,foc ,u sed on long -t 'erm go als a nd , comm1t ted to enh anc ing t h eoom m ong pod of h um anity . T h is CD o ,n lybe done, sh e

a rgues , if ou r lea ders of today a nd th ose of tomOffOiW c a n

suc 'O eed in ach ie:v]D 'g a fundam enta l c h a ng e in th e prevalent

mwdset of today ' s politicsl leadership. This 'win be a.diffl,cu]tbut not an impOlssib lems, \ I : : , . Mrs. Fulbright argues

thlt th e a rts ,and h um anities c an he lp b ring a b ou ~tJd:s:fundam enta l c h a ng e in m indset becallseth~y ofti~;runique

veh ic les to b ring , peoples a nd c u ltu res tog eth er, a nd free

th em from th e restriet iens .of self-in terest in . o rder to foc us on.

'th e com m on g ood of bUD l am t y . Leaders, 'wbo. ean m ana ae to

use the a rts. ,aDd h um a nities a s 'tools, for a c h iev ing such goa ls

'MI l suc cess ing ;lv i",g us aU h ope " f o r 8 , bd ,gh 't er ru l tu re .

M r. JOM, Alexander is P residea t of th e C entre for Crea t iveLeadership (CCL)uda R hodes sc h ola r, Tbebas i . l c

J,eadetship m odel u sed by th e CeLis borrowed rntJ!mdie

field of psychology, The assumption is s t l 'a i g i lt fo ] ( W , m - - d . ;

An. . a , , . 1 I j ~ . .. J hi .,. e I l ' j , .

A nyone a spm ng to engage m ieaders ' I P a ct lv l ty a n·., its

vaeieus dynam ic s, m ust sta rt b y self ..b 1 t ow~edg le.. T h e b eUe .r

you bow y'onrsdf, yourleaming ,st;yle" your crea tive anddynam:~cspl~enti.s",the more effective youwiH be in your

lea dersh ip endea vou rs . . .T h i s seem s H k e~ a g ood star ting, point

C ong fessm a nP a :u l F indley is a vetera n R epresenta t ise from

Illinois, who served for more-tban 2 , 2 yea r in the US

9



Congress, and isa widely-read d i . s : t i n g 1 J j : ~ s h ! e d . author In

d isc u8 ;s~ ,n g t b e c h a l l en ges £ 8 1 . c i n g a superpower suc h a s th e

U nited 8 ta :tes~ h e a rg ues th a ,t th e only s~ perpow er left , in th eworld m ust rec og nize th e Um ita ,t ions of U s power, b oth

dom estic a ndinlerna .t iona l. Congres:sullanFindleyalso

sug gests th .a t t~ eU S m u st pu rsue policiesthat a re su pport ed

b y the in ternat ional community. These two issues,

rec og nizing th e l im its of power a nd. purs.1!l]l1gpolic,ies

s:UPPo,ned b y th e in te rn ,aUona ], c omm unit y, are, ,a :coordins to

COl \ g re ; s smanFlnd ley ,th .e m ost bnpona.n:t leadership

c ,h aU eng es fa c ing a superpower suc h a s th e U nited St:a l.e,s.In.terms, , O ' f h is OYm experience, C o ng ressm a nF indley desc rib es

th .e lea dersh ip c h al leng es an A m eric an ,c ong re.ssm a n fa c es,

espec ia lly if h e espouses c ontroversia l 'c au ses. H e w as h elped

in his , suecessful politic al c areer by h is abHi ly to' develop 3,

r o ~owing inhis c c r o n s t i t u , e o c y a nd b y h is peoples" sk il ls, In a

sense, he provided leadership b y representing the views,

h owev er c o ntro versia l in the g enera l polit ic a l a rena , of th e

people herepresented in W,a sh in g ton.

M r. Yukio Matsuy,am, i3J]S a veteran Ja pa nese journa listw ho

served as the editor-in-cbief of th e 1 , a r g e s , l eirculatlon

newspaper ~n Ja .pm ,. A sa h ,i In his. disc ussion of Ja pa nese

lea de;r.sh ip,M :r.M a tsu ya ,m a a rg u es th a t , 8 1 Japa nese Iea der is

l i )kj~ ' youn:s; eb airm a n of a c orpora tion 's b oa rd of d~ rec tors"

be :lnustwalt for ' CODse n su s~ o de:velopb efore m a k ing

d e e : i s ~ : o : n s ..M r. ,Matsuyama, exp ] , a i ns t ha t J , a p a n I s a consensus

s(}c ;iety in 'wh ic h people va lue harmonyand tty ,to a voidoonfi:ic tsa nd. direc t c onfronta tions, M r. .M atsuyam a argUJes,

th a t th is means th a t th em oss biJ)terestiD:i fea tu re of Ja pa neseleadership s , t . y l e Is th e la c k of lea dersh ip .T h is b as, led to wha t :

b e ,ru",1 uesis, th e sec end m oss ilnporm n t eh a ra eterist le 0 '(

Japanese leadership: th e a sc endanc y of bureaucra ts ,B u r e a u c r e t s , ' ! : i ' - - n " l l ~ e -, c , ' " - - . 1 M · ' . · 'a · i~ Q I , - - :- C o m - · . , ~ m -· o . - - e , · 0 ' . .r J e .~c; r u l e

_ (]I )1.",,_' _"'""" 'uleu~' , l I!v,: t I,. ' _ ' t ~ u . y a . u" . Ii . , 1 1 , . " " " . , _ ~ , _

Japanese society. They enjoy power and ,eonsider,abte

priv ileg es, A nd th is 'expla ins w b yU le;top Japalll1.eseuniversity

g ra dna tes c om pete lor b urea uc ra tic posit ions,

1 0



Mr..M a ts,u~ am a points ou t th a t th ere a r-e th ree kinds ofrelations 'between nations; government to government,

b usiness to b usinesa , a nd peop~e to :peoph =:..He urges th8 l tint:em a tionm rela tioR s stop . II g overnm ent to

g ovem m ent b usiness: a nd b ec om ew ha t it sh ou ld b e: a . people

to people relation, This i s ; an important , c h a U e : D g e for ·the

'emerging leaders of th e world,

Dr. BOOt[08 Boutros Ghaliwas UN' S'6c,remIy",Gene'ral from

1 '992 to :~997 .. . H e iSI Vie~e ran Egypt i an diplom a t wh oa c t iv e;l y p a rt ic ip a ted in th e: neg otia t ions wh ic h led to th e

Egyp t ian -I s[. a e~ i . pea ce treaty [nI978: (Gh aH , 1 . ' 997) .He

served. a s, Egypf;,s M inister of S m i t e [Q,rForeign Afiair,s r r - om

[97 7 to 1 991 . He b ec fJm e D epu ty P rim e M inister of B s;ypt

for Foreign Affairs short ly be f o r e his appoinbnen't as UN

Seoreta ry '-lO ene:ra tHe i;s ourrently S,eeroemry IG e n e r a ~ of La

F'rancophoni,e . . Secretary G e ' n . e r a ] , Boutros ..Gh aHwas ana dvoc a te of a s t amg a nd reinv ig ora tedU nited N a tions. H eb eg ins th e second sectitl 'll, ofthis book on Leadership, Pea ce ,

G overna nc e, a nd P ea c efu l R esolu t ion of dispu1es: ,wl th · 3 1

discussion of theleadership qual i t ies needed to help prevent

conflict. He identif ies effec,tiv,e c ommoo i c a don skins ,oourag.e,. eeoperarive sp~rit, ud in' tui ' t ionas. essential

leade.rsbip qnaHtj,es .He argnes, t h a t in this, a :ge oftransltion,th e world needsleaderswho :eweaUuned.to the needs of theirpeoples" and who areable 'to project a compe~~,~ngision. foraddressing th ese needs, m.d mak i n g andfollowing through

the hard decisions required forfhe solut ions to our mos t

:pfiess ing eoncerns .

P residen .t O sc a r A rla sis a .Noone P ea ce L au rea te a nd fermerPresident of eosta RiCBl. His jnvelvement in fhe peaee-

process In Central America, and his oontinued ac t i . .ve

involvememin p.F om o dm :g pe ac e ,around the wodd aee well ..

known a, ]0 his discussion of Leadeir.sbip andGovernance, be

nna k es. a sim ple a nd s.tra ig h tfo.rw a rd a rg nm enc fh e lea der

][



m ust 'b eau educa to r ; th ere c an b e no r -ea l l eadersh ip wi thou t

edu.c3l t1nR and e omm i tmen t to learning, The ~ .e3 rn&ng D r,

A ria s[s m ost c onc erned w ith i:s in th e .a J:rea .of pea c e,

disarmament, eradication ofpov,e 'Ctyand the ereation ofanew code of pol l tlc a l e tb ics , T h e leadee a s educa to r c aD use

educ a tion a s, a ninstrum ent of c ha ng e to b ring a .b oU it g re ',I~ erb ' t · · · • '('II lst h iea l d-_~ '" ::" ' 1 _ " " _ _ ~ I - ' - _ I " ' - ~ I ' L - _ , ~ ' , " : ' _ , : 1 ', ,1 ' ," " , '1 '_" ' _ " - - ' 1 " - ' 1 - ' , , < ' 1 -"~-" I~_ '-"-',"1',_1pu ...Ie·conumtment atIlt,. eve.8, to an et .1C.aan .mo.re

responsibleap·pruacht-otbe p : r - o U f , e r a d n g arrns. tmde" , t o tb e

s.UUper.s: is1eBlt widespread p o v e r t y , a nd toth ,e a b u s e s o f

h u.,a n. rig h ts.P resid .ent A r la sb el ieves.th a It responsib le

leaders a s, educa ters , operati:ng in ,a n env lronm ent o:fdeo1 . o c r a c y and on-go:i~gpubnc [ear,llin;g~ ean guide

human i ty towaros8lDor;e hnpefulCuture , ( 1 1 , ( shared,

r e ' spon :s~b j ] j t yfor th e eom m en g ood ofhuntan i ty , .

Prince Hassan bin T a l a l is fonner Crowe Prince of Jordan,

d~stinguisbedauthorand a nIn terna tiona lly rec og n ized Arab

th inker , He is" am ong o the r invo lvemen t , :founderandP resident of th e A ra b T houg h t Forum . In. h is d isc u ssion of

C h aU eng es for Em erg ing Leaders fromthe South" he argues

that leadership is about inclusion; it is also a bou t ca.ptlUri-ng

th e a ,pirit of'th e m om ent a nd being aJb~e to sa p in.to a reservoir,o f sk il ls a nd idea s in order to :micl~bllea broader vls loa ' fora:

soc:],ety h:lpr-ogress.A successful leader , h e writes, is a ."~a

wise manager of th~ngs and of peop'~e,not. an a:uth.o:ri tarian. .U

Leadership is R-o tabou! t hierarehies, it is about an I.bi.U" to

inc lude a~~ sincere people do.ing sincere th i DgS a . t a J~ .l eve ls

f r om t he bOUOlD to th e top of th e la dder.

In thisprocess of'leadership Prinee Hassan argues, th e task.~ = "--

f O F the emerg.ing leaders in th e dev e:loping countries is

render-ed aU tb e more challenglng because of "tilerequ ir1 em ents pla c ed upontbelnby the fa rc es of

g J , o b a U s a d o n . , . T h e n6:W leaders . in th e deve]op, i ,ng, countries

wiU be ea lled upon.~o bea,t onee poUti .c ,aJ.refonner" ,

eeenomie l iberaliser; and social ,a c dv :ist L e'a ders.a :nd

em erg ing jea ders in th e de~ve~opinlc o un td es. w lU n eedte

]2 .



rec og nize th a t they opera te under m ore dem anding soc io-

economic c onditione th am th eir pee,r.;;,in tb e W,est; ' tbey must

urgie t h eir ,counJterpa rt s in the West, to , I ,eoognlzethis reality.

Prince Hassan urg es 'W es~ e:m lea ders 'to work with , leaders,from, the developing countriea.je achieve some degree ofl ik e-m indedness, possib ly th roug h . th e esta b lish m ent of "a

P a rl ia m ent of C u ltu res" ra th er than a pa rl ia m ent ofpolit ic s,

Dr, Sommaraga is former Minister of Foreign Affairs of

Sw itzerla nd ,a nd 'th e c urr-ent President of th e :Inte:mati 'onaJ.

Committee: of 'the Red Cross . In his essay on theh um a nita ria n c h alleng es fa c ing , g lob a l lea dersh ip, b e argues

- - -

' t ha t , th e t ime has . c om e :for h um anita rla n a nd polit ic a l

organiza t iens to. adopt a c oordina ted stra teg ic approach to

th e m a na g em ent of h um a nita ria n crises", whi ch 'w in b e

c -~ pa lb l ,e of providing, ra pid stra teg ic , poli t ical ; a nd.h:um.anitmim responses in pre-eonfliet, eeoflict ,and post-

c on flic t situ a t]o ns.. The mos t u rg ent ta sk fa c ing today' sandtomorrow's, leaders, D r, Sommaruga bel ieves , is the

restoration of a political culture based on e th i c a l andI., .. '.' Iu Jum am ta ria n v a iu es,

T h e p,h e;n.o 'm enon of g lob a lisa tion h a s led to m any

disc ussions a nd th eorim ti'on ,a bou t its na tu re, its g oa ls, and,

m ore frequently th a n not, its impac t : on th e econem ies of th edeveloping nations. Critics have raisedque~tions, such. as:

How' can w,e encourage a capac i ty : . .buildinl approach to

development withoot eresting dependency? (Eade; 19'97),

How c a n we promote the s truc tures and awareness, necessary

for good governance and citizen participation in decis ion-

m a k ing ; a s a 'b a sic requ irem ent for su sta in ab le d ev elopment?

(G in the r', D ent ers , a n d , Waa rt, 1 995 ).

In h is ,ess3 \Y on g lo b a lisa t ion, D r. John O h iorh enua a , a

veteran UN d ip lom a t sp ec ia lizin g in dev elopm ent, a ttem pts

to answer these and other , qUes tnO D S . . He arguesthst the

countries of the' South must streng th en th eir eom petl t iv e

[ 3



c a pa c it ies in 'th e g lob a l m a rk et , T h isw il l requ :ire th a rt they

addr-ess i : s s n e s , su c h a s 'th e Jdgh c osts of tm d .e~n~ la ted

fina n ,c i~ " a nd h ig h eommunica t ioni t ransponat ion costs , a nd

poor a ec essto inform a tion a nd t e c hno logy . T hey m ust a lsos t fe~ng then the; re la t ionship between th e private sector a nd

govemmenta] instjtuticns. He a r gues that '~Oachievethis g o a ]

win requ ire , a n enlig h tened lea dersh ip in th e Sou th . Suc h

lea dersh ip is, requ ired to c a lm the uncertaint ies, associa tedwith mpid . c:han:g,e"andto develop, a nd i m p : l e I l l e n l t appropria te

stra teg iea to a c h iev e eommongoals

T h e wodd,D r,. 'Ohkuh.enuar t po~ nts ou t , is fncreas lng ly

organized i n . l a rge sea le-system s th a t a re interc onnec ted ,

'O ldy enllg h tened leadersh ip c an produc e resul ts , 'th a Jt a re

b ig g er th a n 'th e sum of its pa rts. B nli~ h 'tened l ead ie r sb ipw lU

c o m e ; D r . O h i.orb enuan a sserts" from i n n n v . a : U v , e tbinker.s

who have the visicastoelevate the i r tasks above ' the sho rt . .

teeatgains, and . the crea t ive energiesto tum these visions

~l1!toeali t ies.

Georg e B ush wa s. P resident ofth e U nited S t a t e s fr-orn t 9'8:9

to 1 993 . He was P residea e R ea g an"s v ic e-president from

1 98 n 1I!o 19'8:9!. ,M r. B ush se rved a s U S am b assador to th e

U nited N a dons., a nd direc tor of Cent ra l In te l l igence (191 '0) .He formed a nd led a n in terna t iona l coali t ion of ,countrieswhose a rm ed forces lib era ted Kuwa~ .t f r o I D . Ira qi o cc upa tion

in I 9 'S H . . In h is ,essay on A m eric an Leadership a n d th e

Prevention 0 . 1 ' Deadly Cenfllets, b e ariues that A m eric a c anBeidler a fford th e option of isola tionism nor tb a t ·ofunilateralism, T h e U'l 1 it ed S :t a1es h a s , 8 1 historic :r,es:poludbHity

b ec ause th e; \yodd look s. t , o th e; US for . 'eade,[snip,.Am,edc-an

leadership , ,aul"gues P resident B ush , means nei ther .act ing;

a lone to remedy e ve r y wrong, n o r th e ~ n . dis c ~ dmbu ll.te pursui t

of n a : r f J o w l y defined Amer i c an . in terests, R ea l A m eriea n

leadership means ' ~enga:gelneDJ i t~" : . 'that ]S or-ga:nizine a nd

~'ead~ngcoalitions of l ik e . .m inded friends a nd a l l ies : i n . th e

serv ic e of sh a red va lu es,

14



P resident B ush a lso a rg ues th a t th e essenc e of U S lea dersh ip

isp,resi .dentia[ leadership espec:ianym f O [ 1 e i l n pol icy ,

Leadersh ip in foreign po~icymeanstb,e ' j[onr~at t io.n ofsu c eessfu l 'c oa l it ions? b ut am A m e ric a n p r e i s : ~ d , e n t canno t

succeed i n . fereign policy coalition building unless he canfirst obtain support at home from 'both the, American people

a nd th e A m eric a n C ong r-ess. P resident B u sh th en uses a s a n

H lu stra tiono:f h is, a r gumen t tblt Ame r i e ao leadershlp is

indispensa b le to prevent dea dly eonfl lc ts, th e ia tem a tiona l

c joa ]. ~t io .nbe bu il t ,a nd su sta ined ·~ osuc eessfu lly la unc h Desert' g = - I 1 . . . , . ; - - : - - - - - c , t · . - t o e v ic t I r a o i · h . . , - . . , : c ' : " ' " - , , , -K-,'.·~ i, ~ ' 1 i ' i I 9 _ 1 i-,w rm e pe ra uo n ILOeVlC I~iraqi " oops n om . UW8.h In. ll. j\!!' L

M r. Ahva r 'D ' de So~o "A :SS ]SUU1~~Sec r e : t a : r yG enera l of 'th ~e

United N , a l t i ! @ 'n s " , i a m ost. nota b ly c redited w : ~ . t h , u s i n g

su c cessfu l d ip,io ,m a cym b ring a bou t a peaeefulresolutlon tothe decad.e~.long,wm' in El : E h l [ v . a d : o r . Mr., de Soto isa veteran

UN diplom at whosepr-ese,n.c e a t jh e F i r s t , InternationalL ea dersh ip C o nferenee in ]997 was h i g h l y ap'p[,ecia ' l ted b y

·th e ,em .er-g ing lea ders 'p resen t a t th e conference , His

agreemen t to com eb a c k to spea k a t the: Second In te·madcma]

Le ad ersh ip C on ferenc e w a s a U th em ore s i lgn i f i . cWl t in 'View

of wh a t m ost people b el ieved to b e a tnmlngpo, : in t in th e: U N

role of pea:eefulresoIution of disputes after s.ec~eltary

G enera l K ofiA n na n suc cessfu l ly a verted 8..mHitary a t ta c k b y,tb eU :S ,a ga inst Iraq in Februa ry 199 'ft The r e h ave: b een som e

setb ac k s sinc eth a t euph oric a ssessm ent a nd in one instanee ,in D ec em b er ] 99 '8 fo l low ing th e a ir strik es ordered. b y

P~ide[J[t Cnnton against I raq , UN Secretary ..Genera l Kofi

A nna a desc rib ed th e A n : & ~ ! Q . .Amer i c an deeision t o :st rike : I raq

befor·etheUN could react 'to~berleport subm i t t ed bythe

C ha il1 uaD of UNS , cOM , .85 "a sad! day fOFth.e Uni tedNat ions , '

In h is presen:lta!tion on th e U N lea dersh ip ro le in peace fu lreso~ution of disputes". Mr . . De Sol,n, argues t h a t UN

leadership , ~ n . co.nf]J~.ct.resolutlon d s exero : lsed t hrough

I S



influ enc e" a nd a : process of censultation to determ ine wh a t is

feasible, andto make sure that it does, not ,apply doable

standards '~O different c a ses, B u t he also arguest'hat ' UN '

~ .ea .de: rsh ip in condl ie t resohulon in the post cold-w ar era has

b e come : v ,erl ' d iffic u lt b ec ause th e l l i J J ; l j odty o f c on flic tstod aya re what would b e considered ~n.erna lconfUc~s~a :n .d the:UNis proh ib ited under th e Char te r t } lon rm IntervenIng , in 'th e

.~n tema[ mat t e r s of Its memb e r states. A lva ro ,[I,eSoto alsoraised oth er im porta nt ]:ea de.rsJdp questions su c h a s: T o wh a t

extend sh ou ld 'th e U N b e involved. In confl ic t resoh lt lo .f t" and

does th at ~nvolvleme.nt for instanoe Sb)!P with the eessatioa of

hest l l i t ies" o r" should~t extend, a s See r e t a r y General Boutros

Ghalihad ,argued,to address the root c au s e s of th e conflict?

Mr. Mikhail 8 . . Gorbachev is fonner president of 'the Soviet

U nion", :a nd cu rrent president of th e Gorb aeh ev Founda tion,.

and of 'Green, Cross International. President Gorbaehev is

au thor of A T im e for P ea c e (1 '98.5 ) and My S ta nd (l '9 92 ).. . Heis, a lso a 199nNobe[ P ea ce P rize L aurea te. hi th e r o u : I 1 d t o , t d , e

disc u ssions I org aa ized for hlnl ; and .h is de],ell t~,t]in fr-OJillt~he

Gorb a eh sv Founda tion, in Am m a n, Jordan" in .A p rrH 1 '9 98, b e

di:scussed at length th e events whi.ch led tothe col lapse of

the Soviet UniO :.n,..Hewas r-epe81 tedly asked if be had anym,grets about ' the series of r e F O n B J 3 known as Presrroike,

wh i,c h prec ipila red th e eolla pse ef th e: Sov iet Union, Heoccas iona l ly admitted thar the pace [night h av e been too

b risk , b u t h e invariably argued that theywere u_navo idab~e

and that their benefitswould b e c ome clearer : i n . the long run.

In h ls e s s a y on N en-V iolena L eadersh ip h ie rec a l ls tb a t h~ :s

critics ,al l homeandabroad eontinue W a c cu se him of be t r aya l

and s a y that he "gave , a w . a ! y " ~ th e countries of the socialist

b loc . T o th ese people, hewrl tes, h e responds w ith , a J . question:'~Oarvethem a w . a : y to whom?'Pohl'od to th e Peles,

C zec hoslova k ia !to th e C zec hs, a nd Slovaks?"

He suggests that it was, a,mark of his, non-violent leadersbip

tllat he resisted pressure: from critics in the Soviet Umon. and

1 6



in 'th e C om m unist b loc to use foree to defendand m a l:nta lneom m a nist ot) 'n*ro~ov erth e 8o,v :~ :etloc c ou ntrles, a nd th ussa { e~u a rd t h e g a ins a ch iev ied duringWodd Wa r II.. President

Gorbachev a r gues th a t th e m ost i'm porta ntta sk fa c ingpoUtical leaders today is precisely the prevention and

pea c efu l set t lem ent of c onfl ic ts. In oontmsttoth,e examp le of

h is O\W. behav iou r inthe f ace of ' the desert ion of B ast a nd

Central Buropean ' counm:es from th e communist bloc, he

c ites" w ith understa ndi.ng ,~ h e exam p le of th e U nited Sta tes . .led wa r ,Igains:t Ira q., Wh ile th e internadonal ,eommun] ' ty

a g reedth a tth e oc c upa t ion of Kuwa it m u st Dot b e a Jl ~!owedocon,tinue;" i t , would h ave b een a m ark of poUtic,aJleadershlp to

achieve this goa I wifltoutthe h igh price of des.nctio 'D.

hrousht b~the war, Mr. Gorb aeb ev sa ys t h a t the USded

ooal i . t ionmshedt t ) t war' IOd in so d io ,:ing~ ,wemissed a un~que

oppo.rtuni ty ' t o . ,e~e'rcise rea l politic a l lea dersh ip in peacefu lsett lem ent of di;sp'Q1tes.M:r. 'Gorb~,cJ ' l ieV believes t h a ! t 'the

e m . e r g ; i n s , leaders of '~J ;" :moHO,wmust b e shleto show cou r agea nd inte,lrity in addressin~ theproblems of thei r countr ies

wh ile k eeping in m ind th ose of th e world,

M r. Sh im on P eres is form er P rim e MinJ:ste[' of Isra el , a nd.

curre:ndy President of the Peres Centre for P ,eaoe.He h asbeen acti ,vely speaking 08, a nd lobbyin_g for th e

im plem enta 1tion of th e pe',Ice a g reem ea ts sig ned between th eIsraelis and the Palestinians in 'Os10. He was among our

dist ing uish ed. spea k ers la st y ,ea ra nd h is pr-esenta don ,a nd[

in! temcdon withthe participants were very successful , Mr..

Peres, it sb o u~d. b e n.ob~d here" was" a nd 'continues to be a

supporter ofthe concept of reg ula r in.terna tiom a l leadership

eonfereaces devo:ted. to brlnginl peo:p:[e.sand cultures

together. In. his diseussion of peace in tneM idd.l .e E ast heexpla ins th e diffic u lt ies he and th e h a te P rim e M inister R a b infaced in Isra el ,a fter the Os l@!A g r-eem e nt a nd theWashington

m .eedn_ g'w i~h Y asserA ra fa t . H e a rg ues th a t pea ce: : 1 8 a . ~on;g.

term o~)mmJtment and a long-term process and i , t s : i m p 8 1 c 1 t

canno t befelt r i gh t , away.

1 7



,M r.P eresb eU ev es th a tw ea re in . a tra nsitionperied I.ea vln,g a

world (If enem ies; a nd entering an a g e whe r e there a re o n 1 ydangers; the danger ofte~rr-oris,m and the danger . 0 , ''funda m enta Hsm , for insta nc e. M r. Peres conc edes 'th a t th epeace process in the: M]dd~ieEast is fa cing a . sedans, crisis,

but he remains optimistic because , h ,e believes, no m an or

politician, or government, or , a , politicaf party can stop f h e

m a rc h ofh istory ; a nd a t th is time :inh istory we no long er l iv e

in all a g e of eeeupying la nd or people,

Mr. Jan Egeland, former Secretary of State for Foreign

Affairs 'of NOfW,B[Y, is Dl0S.t no tab ly known (or the

instrnluental , diplomatic role he played in, a s, he likes to

m o de stly ,c a n it, faciUlad,ng the Jsra eli-P a lessinia n O slo

a g reem ent of .~ .93. Mr, Eselandhas also made sigaifieant

diplom atic c ontrib u t ion to th e international effort ,~t

med~a. t i .o :nboth in th e B alk ans a n d hl t he ' Cen t r a ] Amer i c an

reg ions, M r. Eg ela nd expla ins, in deta i ls h ow b e and h is

coU,eagues a t th e Norweg ia n For-eilnM in istFY fa c ilita ted ' thesec ret neg otia t ions b etw een Isra el is a nd Palest inians, which

led to th e l,9'93 O slo A g reem ent,

He also refers '~O Norwegian roles in fa cil ita ting sim ila r. ' . ' J ' , • C · I A ' • d·· · 1 ·International agreements In:c entm~ lc. . menea an.. Int ie

B a lk ans, H e c onc ludes f rom. these experienc es. th a t th ere a re

some ~essonsto be learnedwhich can help facilitate futureimematicnafpeace agreements, In particular, be feelsthat the

success of the Oslo Agreement was fadJi ta ted b y the

readiness andthe desire oftheparties ~{"each atl ag reemen t ,

bythe sec rec y of the negotlations, a nd b y th e g ood rela tlons,

w hic h N orw ay b a d tra dit iona lly eu lt iv a ted with bo th parties,

Mr. Jimmy Carterwas president of the United States from

19'7 1 to ']9 18 m '. He successfully sponsored the C a m p David

Accords between E,gypt and Israel in 19'7:8, and sis;ned the

SA LT II tfea 'ilYw itb th e Sov iet U nion, Itwa s a lso du ring h is

·~.8



admi :n~5t ra t ion tha! t theUmted States esta b l ish ed diplom a tic

rel8itionsw~.th the People's Republ ic of Ch ina Mr,. , Ca rterfounded, in 1982, the Carter Centre, anon"pr-ofit

O F 'g a rriza ti.onth a t eng a g es in efforts 'to resolve c onfl ic t a nd

promote, democ r a cy and h um an r igh t s . President C a rteris th ea uth or of th irteen, b ook s" i8!c lu din,g K :eeping F aitb :M em .on-s

of aPresident ( 1 '982 , 1 9 9 3 : ) " , T aU dng P ea c e: A V ision for t he :N,ext , 'Generat ion (]993, 1 995 ) ,a nd T he V irtu es of A g ingf I99 '8 :) ,. Th e ,essay reproduced here is from his book LIving

Fai , th (reprintedwith Jim m y C a rter's perm ission a s. well a s

th a t of T h nes B ook s, a t div ision of R andom House, Inc .) In it

President Cartier describes his efforts a nd ~.eadeEship

endeavours for theachievement ofpeaceful resolution of

dlsputes, He argues '~haltleadership's most vitaltesk is, to

eitberpJlev,e.nt or resolv e ,I confl ic t He f lu ther argu,es t l lmt

o m J y in a . democ f a cy e a n f e ' a J pea c e ta k e root,

Dr .i .B ,ou l tto,$~ahaU conc ludes this seetion with his essay OIl

Global Leade:rsh.ip': Peace, Development and

,D em ocm tisu ion, wh ic h he delivered a ttb .e Second

.Interna tiona l L ea dersh ip C o nferenc e m organized m Jordanin

Ju ly ] 9!9 '8",Inthis discussion" ' D r " . ' B .O lJ1 t r ( ) i l~ ( ]haU a rg ues th a t

pea c e, d evel opm . en t. , a n d . democracy areineerlecked, Wlthout

peaee, there can be no development and ther-e can 'be no

democracy. Without development, there can. be nodem.oc . r acy . The re c an b e DO rea l g ~ ob a 1 ],ea der.sh ip,

eeneludes Dr. .Boutr-os",Oha1: i , .wItboUIl t a rea l appreeiation of

both th e necessity for and the inter . .re la tedness ,c d' pea c e,

deveiopme:n:tand democracy, on the: one band, , an . dan

8ll tdding:comnd ' lm ,en t to th elrrea lisa tion, en th e ( li the r . •

F ina lly , I w ish 10 record DIy g ra titude to a ll th e dist ing uish edleaders who accepted to share , one way or ano:ther,their

esperiences and views onleadership as well as their hopes

for th e fu,taf'l' and forthe emerging leaders, the leaders of

tomorrow, I am particularly g ra tefu l for Dr, Bout ros Ghali ',is

susm in~d support dtr-oug hou t fl'ds , e n t m e experience of

t 9



leadership conferences, Lwish to 8180 c redit h im for p 'I lt t,in:g

m e in touc hwh h David Ham burg of th e Carneg ie

C omm issien, wh ic h ' l e d to m y seek i n,sand reee iv~ng th e kindass ts tance of R ob ert L a nde,th e~ irm a na g i1 ilg editor, The

Essays on Leadership b y George Bush, Jimmy Carter,

M ik ha il Gorb aeh ev and D esm ond T utu a re reprinted w~thtbeperm ission oftbe Carnegi!e Commiss ion on P reventing

Dead~ .yC:onfUct . The y express th e views. ofthe authors a n d

do notnecessarily reflect those ofthe Cemmission, or those

of th e editor, In. add:i,t]Ofl,E wish to extend my appreeiation

toallthe ,emerging leadees from over 100 countries frumaround the world who invested time ,and energy learning

a bou t leadership directly from the leaders. 'Their input,

i l1J. tera.et iol lS, .questions, in tel lec tua l c uriosity , construct ive

eritieisrn , and sustained eommi tmea t towork ing toge ther tefind .solutions~.o g lob al h um . an. concernarepresented adell

~.ea:rning.experienc ein a new , g lob a l, m u l tidisc ipl ina ry and

m u lt ieu lt ura ll ea dersl sip a c tiv ity .

A del SoftyN,ew York

Mar , ch2001



References

Eade D eb ora h , ( '1 997 ).. . Capacity B uild in g: A n .Approach: toPe,()p.le~Centered'Devel()pment, (O xfam ,.UK .a :n .dIrela nd ),

Gh ali, B ou tros, (1 9 '91 ). Egypt s Road to Jerusalem, (Snno:n

& . 8chus ter , .New York),

n1;n '~ 'har" K o * ) I · r . . ..·':i.· '0 'S i O · t e r s E r i k .a A . d ." • · C -W ~. "". . . t[ - P Q 1 1 , , 1 1 ( ' 1 9 € ' 1 IS : ),~.~I ,~, I , ' : ' , ,.JJllI.Ii:lU, " _.,~ l ~ I,'. . "I ~IJ_ , ,". ~~" I ,"~JJ. '., -, = " , _ : . , j I

Sus ta .inable Deve'lt Jpmen t and Good Gov ernan ce. (MartinusNijh.offPubHsbers: Bordrecht, Boston, London),

Safty!iAdel (] 9i91). "Egyptian Negotlatlons and Decision ..·

M ak ing , F rom Sina l 1 1 0 C am p D av id: T h e Preponderance of

th - L ' - ~ d - I . o ! i I · a ( \ i D e c is io n M ·· · · ·k e r " r . . , . , tC > < : l l ' ' J ! I a · · ·tinnni' S . · · · · · · t ~ J d i e " ". e . ~ ea ,~ r ". . .,. . . . . " '" 'l . , ·J iv ' ,' . . ,_ I~ I" 'O'U""_-.''''' __ ~·I!.'''__ Y·CI~~_.'~'''·~'

N ewbury P a rk , London" .E -ng lam d,a nd D elh i: Sa g eP · · b · ~ · · c ·f':· '. - ' 2 " 8 ' 4 "1 - , - - 4 1 0 . ' 9 " ' , · " " 4 ' ' 2 'u·IIIC9!.yOIl8, . . : c _ " . - ', • • P p · , - , . . ~ '. .

safty:,. Adel ( 199 .2 ) . ~~Bi l ingu8 l1Educ a tion a nd 'U niU ng ua lAdmim:str ,adon;. '~ Jnte.rcn(J:nge., N eth erla nds, vo:.L 32 ,. 00.4,.

(Wmte;r),pp. J,89~405.

Safty!l AdeI (Principal author a nd edit.or). (19'93).

L e'.n '" eignemen t ,ef jic(J ce:: til ories et pratique's- (The

U:rrlve,rsity of Q u eb ec P ress, Que b e c , Canada),

SunnnaryReport of 'the 9th Annum Confer-ence, of the Afriea

L ea dersh ip F orum , (1 997 ). Empower.ing . W o m e n ' . f o r the 21st

C e n : t u ' r y , (A LF ' P u b lic a tions, G h a na ).

2 1



T h e C omm ission on Globa l Governan.ce . . (1'99.5), .Our G lobalNetgn'bo:urho().d, (Oxforo.Uni·versirty Press: O xford, UK ).

22



23



Humanist GI.obal.Lea.ders,.hip

I N T i RODU , C T ION

I:nmy eapa eity a s, c onsu lta nt to th e United Nat ions

University (UNU) and subsequently Director of the

UNUl l lmtem,8i t i~ (ma[Leadersh ip Ac a d emy , I was entrustedwith th e m ission of org a nizing the ' F~r .s t In temaHonalLea dersh ip C onferen ce, As a resu l t , over th e pa st fh ree yea rs,

I h a v e had a unique: opponunity to research and th ink a t

lengtb about !:~obal le.adejfship~.a1l,d the privilege to interact

with a large num ber of b oth disting u ish ed and em erg ing

g~obalJeaders, I have learned agreat deal, and I wish to

sharebelow SODle· of the insights this experience has givenme inthehope that this CWl contr ibu te in s ome small w,aybJ'

wha t Lthink is essential for th e development of g lob a l

leadershipraa engeing exchange of ideas and, lessons thatcarn deepen our under.standing oft and improvecurpraetice

ofthe activity of leadership ..

Leadersh ip c a :nnot. b etaug h t, b ut c erta in leadersh ip a ttitudesc an b e lea rned if you k eep an open mind , and, ifthe learning

is experie a tia l , Th i s ] , 5 one of th e m ost im pona nt lessons ID

have learned in organbing , the 1997 and ' the 1998

in terna tiena lIea dersh ip conferenc es in A m m a n, Jordan ..



For th esennique c cm £ e:r-enoesip.ro'g mm s,Ibr -ough t , toge ther

some 200 e.m e .rg ing lea ders from over 1 00 countries f o : r 5

'w eek s, of experient ia l learning, abou t : leadership, The s e

em erg ing lea ders inc luded e~.ectedg~vemment off ic ia ls ,d ip loma ; t s~NGiO~ ' s leaders, pr iva te sector manage r s ,

in lema t iona ] ~JaYlYe, rs , international docto rs" universi ty

professors, a nd UN offic ia ls,

In desig ning th ese in terna t iona ] lea dersh ip , c onferenees, I

specifically set, ou t to go beyond exist in,gieade:rship'

prol,ams by desig ning a l .eam ing prog ram 'wh ic h , w a sexperiential, and b y proposing .8 1 m u lt idim ensiona l a nd

mu ltic ultura l c onc eption of th e ,8lC dvirtyd 'g l ob a l leadersh ip ,

EXPER IENT IAL , LEARNIN'G ABOUT LE,ADERSHIP

Tomake the: glo:ballead:ershlp learningtruly experientlal, ID

did two th ing s: ] organized study tours for' v a rlou sg roups ,ofour emerging ' 1eade. rs to go to Israel , Palestine, Egyp t ,

Tu[~ey,Cyp ru s (Greek and Turkish), snd Ja pa n. a nd Ch i n a

where tbe:y leem edab ou t lea dersh ip c h aU e.ng es fOOIM various

lea ders in th ese c ountries, I w ish to g ive c redit to f o rme rP -rimI,i!'!! M in aister ,....f J ' . . . .r d a n Dr A - -1 I . . d ' , " ' ~ S a l a m - M · · ·· · · ' 8 I i . . .1 I i i f o · · ·rhis_ ,_~_,_~ ~""~.__~I.~W" v. "IV, u~&, '-., -,'Il ," L'., .'Iw'l '! .. ' - '.' -,.~W.l. , . I! . ' . . ', L~U

vision tbat 8. s tudy 'tour is a vital aspect of a ny leadership

l e a t m l l D ' g , .

1 a lso iD .v ,~ tedsom e dist ing u ish ed lea ders from a round th e

world to in teract direcdywith ou r em erg ing leader,s"At th e

riskoftoo m u eb sim plific a tions, it ,m : a .ybe usefu l 10 sha re

with you one or two thoughts wh ic h m a y c h a ra c terize th e

v iews a nd or th e at t i tude of e a ch one of ou r dist ing uish ed

lea ders on. g l o b a l lea dersh ip: th e ~a t e King Hussein of Jordan .(h u m i l ity a ndpeople ..orienta tion); Q u een NOOF O n v o . [ . v ' e · m . e ~ n t

for soc ia l ju st ic e); form er C rown P rinc e Hassan (ceeeernfor

H u m . securi~); . PM Maj i aH ( la rg er p ic tu r!e m ore impor tan t

than details); former Israeli PM. :Sh imon Peres (courage to

,chmie c onv ic t ions); Eg yptia n M'uds~er Amre Moussa

2 .5



(dyna .m ic .a nd forw a rd ..lookin.~,

Yasser A rara t (perseverance in .

Minister Yaqub Kh an of

Inuhidi:Slcip~inary knowledge ) .

'. I)' 'p " ' A IInvo~~velne:nt" ' " ' f eS~ 'ueD , t

tlle face of advers i ty) ,

P,aldsum ( C I : u e s 1 t : for

F orm er lP fes~d .en tof th e Eu ropea n ,ParUaluentan .d . FrenchM • , ' , S C , . ' , . . ' V " " ' "i'( 'I",. b ild '. ' I e " ~ ' ~ ' ) f l '-'--l~I'--;-- '.,.--'_~-,~,' -,-__ ',-_': ~I ,:_--;':', ' - " 1 ' _ ' - - " ,-r-- ,- ' - " - , _ . , ' , _ c i _:.__ , .. '-.~ ~_:

= _ u u s t e r , l m o n e , , 'eu jc oaunon-t U L "109, 5 1 , _ ! " S " ,ontl!er

K,en~ledyAdmiDis, tradon Assis tant-Secretary of : S : t a t t : e ' Har[an

C leveland '(transform ing in_ fonna ;tio:n into useful knowl,e );

US congressmen p , 8 ! u : n Findley (c oura g e ofperS!o:.na ~

c onv ic t ions) a nd P :a u IM c Glo&e~ .ey (pa ssion for one's ewueoavic t ions) , Pres~dent,A ndrea P sstra na of C elom b ie (Ilob a~pa rtm .ers:b ipforpea ce), C h inese M inis:ter HU I H on:g zeng ;h(openne+ss3nd l ong . .~elrmv[s~on)~orm er M~n is.terof Defensein Thatcher l o vemmen t Lord ,Oilmour , (cri t : i ,ca~thinking 1 8

eruc ia l , even, a!bout tbe l ron . L a dy ) . .

former UK liaborMinister of Development Lord Judd

(pas . s~o] l a . t eeemmi tmen t te human devehJlpm.ent):Pres;ident

of th e L ib era ] Interna t iona l L ord S teel ( i n i t i a t t i ' v 1 e a nd h a rd

work ):; India n U N am b assa dor A rundh a d Gh ose (eou ra g e to

defend OI1 I ! f~ ' l 'Sonvict ions) , f o n u e rNo rw l e g i a n Sec reta ry of

:S~aJ. tea n Egela nd (lea der a sa fa .c ~ iU~ a t.or),P 'resident I O s e , a J l

A ria s of C osta R ic a (lea der a s, educ a tor), a nd Mrs, Harr le t

Ful.bdgbt (Arts ean humanize ourr le.adersb i ,p 8etiviti.es a n dma l : e it possib le to 'w ork tog eth er for t h e ! c om m on g ood.)

Joh n, A lexa nder, S ta n a nd N ur G reysk iev iez, L I~ y K elly -Radford" and Mena Wilson, , a ;b~y represented th e C entre for

Crea t ive Leadership (se l f~knowledaei :s imponan : t " ( o r a l l

type.s o f lea dersh ip), M uU ila te;rc ~ di n s t i : t u t i o . l l l S w,e'reaiso

fe.p,resen~edatthe se:1.l'i:o,revel: ,Dr~Joht1 '0 l lio th enuao ,Director a t the 'Uni tedN,a t : ian:s : Deved!o:pment P . r o : g , a l n .

(su c c 'essfu l nel. oti.aUo'll s requ ire 'c r.it ic aJ :~u la~ys i ,sand grea t

prep ara tio ns).; :S ec reta ry -Genera l of th e A ra b L eag ue D r.Essm a :t A b del M .eg uld (lea der a s eoa sensus b uU d.er);D r' ..A dnau B a dra n, fOllner[):eputy Direc tor -Genera l of

2 6 ,



UNESC O (th e leader a s educa,~.or), Mr. T a riq H usseb !l,1~ ,"'.---:' ~ I - - t " ~ m - i - , - ' th -e" P re sid1 a t , " " ' , ' f " th " I . e · : . c W - c o · · · r · l . d ' - B \ '' '' '' ~ ' ' i( ' t. . I1I ' lm· I ' a n ' - 're,prege,DI I I . . . .re.,l u.. ""'., ." .' ',. . .. mUi.lJi,u ,.. ,

d '."i .-~. ',. ...•~., · t ' • - : , l' ...:.' ·""1 . , , , . 1 i . . . , , I" . .<'" '1' , '1 .., ·d · I' i'~ ' ;1' II ,- 't), '· 'D " N ·· · . '.-r.j_evellopmen , I lea~r udUil economu. , . .eveJ lopm en'J~ '" . 'r. 'adS

Sad iq ,ExecuUve Dllr-eowf' of' the UNfPA (education Is tey towom en l eade,rs,b ip ); Mr.A[vMo de Soto, Assis , tmt-SecretaryG enera l of th e U N (lea der a s, prob lem solver a nd diplomaticm.ediator)~ and Dr, Boutros Boutros Ghali, f O , r n l , e r UN

Secretary Genera] (global leadership requires l : inkingpeaoe\~,

democracy, and deve;llopm.ent).

In add~tion, to their value as role models our group ofdistin .g u ish ed, lea den; enrleh edth e deb a te a nd reflec tions on, g : loba] ,~,eadersbl,pl b y What "they sa ida m d w ha t th eyrefra ioed

from :saying., For :ins1tan.ce,many of our emerging leaders

repeatedly asked our di.stingw:shed leaders if ' they could

describe bow'they became leaders. Almost 'without

l eX!ce :p : t : i on " ,none w a s ablete do s oc L e a d e rs hip e a n no t be

t angh t , and :re'aJ.leaders do not. set ou t to become leaders byfoHowin_g a p re;9 c ripd on ..B u t th e y do become leaders through

learning, applicatioa of lessons learned, hardwork, , a nd aco,mbinaiUo0 of other factors, The most , oonnnon

c h 3!la C ~ eristicof th e responses of ou r disting,uished ]!eader's

w a s that ' they did ,not know ho w they became leaders" but

that '~heyknewthae theyhad s been open to learning"

a nd. th a t th ey h a d ,a lw a y :sb e en eem m itted to b ud. work . .

To these crucial (a,ctors~fonner President Mikhail

O'orbacbev , w hom IDba d invitedto A m m an for . a t :separa' te

series of seminars Oil gIoballeaciershl,p." added tw o im pona nl tt ra i ts : the ,a td ,U ty to lea rn . fro .m ene's failures, and r t h e

importance of posi t ive thinking, The latter is cmc i , a l not.only

for the leaders' abillty to understand. and effectiveJylearn,uOlm, failures, but also for their abi l i ty ' tom otlv a te th e peoplearound t h em .

The d,esireto find a. commonly accepted definition of

leadership proved to be another recurrent preoccupatien for

27



many of our emerg ing leaders. Many of the dis t inguished

leaders often hesitated to offer tbeparticipants a clear

definition of lea dersh ip, T h is is not surprising ..First bec ause

there are as many deflnitions of leadership astbere are

leadership Q)ctivi t ies. .Second, leadershipmay inv olv e m a k ing

eomeoversial declsionseno h; l[rdchoioes, . which are not

reducible to th e on~tic ,a l d efln it lons. T h e late E,sypdan

P resident Sa da t ,and fonner President M ik ha il Gorb aeh ev a re

oQg·en texamples of lea ders w hose percept lons o f lea dersh ip ,

v:nslo:n,and hard choiceswere v i e w e d b y someas ev idence of

[eadersmJpal l tsbest , . byothers a s preof of fa iled lea dersh ip,

T h .ird,.m ost of our dist ing u ish ed spea k ers were leaders. wh o

were m uc h m ore preoc cupied w ith th e a c dv ity of leadership

than with theore t ica l reflections about leadership ... The y

spend more time ac t i ve l y pursuing leadership goals than

wondering about an a ppropria te th eoret ic a l definition for

lea dersh ip ..

CORPO'RATE MA.NA'GEMENT .AS

LEADERSHIP

T h e field of leadership and leadership studies is a lmo s t

exc lu siv ely dom ina ted by l:eadersbJp c onc eiv ed of~ a ndreflec ted u pon . 8 i S effec tiv e c orpc ra te m a na g em ent,

This does 1 1 . 0 ' 1 meanthat leadership as effectivemanagement

does not have va lu ab l e lessons uo offer, nor thattbe

leadership s k iUsaD .d at t i tudes ,assod,aJ.tedwtth effect ivemanegement of oorpor.a.tions. and lw-g·einstituticrrs are not

transferable 10 ether r e a vironments and acti vities. For

insaanee.the effectivemanager/leader is often described as

one who is able te fhink preactively, to. be a sltuadonalleader (one who Ismere interestedin finding solutions whieb

f low fro.m . th e needs of th e situ a tions ra th er th a n from . th e

autbolit.y ofthe office), to srrike a t balance between task-

orienta tion an.dpeopie--orienta tio.n"to h avea . v isioll:fl to

inspire com m i tm ent to work , to invest in t ru st , a nd to b e a n

28



effective communicator. These are v,aiuable leadership skins

and attitudes in . any institution.

It maybe use'ful to briefly review associa te some of theseleadership skills with rtheir proponents in the Tield of

leadership, Peter Drucker, arguably the leading figure in this,

dom inant presc riptive litera tu r-e on. leadersh ip a s effec t iv e

manageraentvreadily aeeepts the; view that leadership skins

can be transferredand mad e valuable in any environment

a nd 'in , any institution. He sum s up his . experiences in, ;and

thinking about leadership activities by saying, that a n realleaders knew four things: The only definition of a leader is

someone who has followers; popularity Is not leadership."

results are; leaders are visible and, therefore, t hey are role-

models; and t h a t leadership is not rank or t ide; it Is[i espomi .b iU ty,. In his, book The Leader of Ih'fJ Fuwr,e Drucker

dghtJy rern.inds us' tbat wheeher we workio private or public.

,o.rRaniZ81t~ons"we will a lways find epportunitieate learn1 l . . . . I d l..'.

, 8i !I JOUt. I e a r i e rsmp.

A . suc c essfu l a u th or of leadersh ip b ook s a nd rec ipes, Steph en

C ovey is a 'typ,ic a l representa tive of th is sc h ool of lea dersh ip

as effective management. In his book The Seven ,Habits of

Highly E j J t u : , t i v e ' P:eopte~be urges, manage r s to-be proact ive,

to manage their own lives, in order to b etter renew th eirenergies, to seek to understand first in order to be bet ter

understood, and to try to focus on the positive, and. on the

win/win situations as a prerequisite for creating :synergy in

the work environment. Again, these: are useful skills and

at t i tudes inany environment .

At the same time, there is an emerging sub-field ofleadership that tends to focus more oripublie pol icy and

public issues, The literature on leadership as it relates to

public policy isrelatively small, but growing, Let me briefly

refer to the work of four or five professors who are active in

' t h i s , field: Cleveland, Gardner, Bennis, Heifetz, and , Bums,

29



Ha rla n C levela nd, a vetera n dip lom a t a nd a dist ing u ish ed

professor, em ph a sizes the r-el a :t ionsh ip be tween le'ade.rshi.p

a nd. th e info:rmatio.n revolution" ,and a r gues ' tha t modem

leaders 5 hou :ld Jea rn to become knowledge e~ec:u.tlvles"able

to t r:an sfo rm in fo rm a t ion ~nto blowledle~alld knowledleIn to u sefu ltools of dec isions.

A veteran inthe :fie~d~Howa rd 'Ga r-dner is , a J u l t h o r of, in

part icular" , The Leading Ml' '1d in wh ich he adopts 3, cogni t ive

a pproa c h . to th e study of lea dersh ip . In h is b ook , G a rdner

idendfled. c om m on c h ara c teristic s sh a red. by th e g reet lea ders.of th e 20th oentury,. These included excellent commuaicatlon

sk iU s, in terest in undersrandiag oU 1 e'f people a nd in

expanding one's ownview points b y travelling outside one'sh om eland, and a eoaeern for m ora l issues.

A fO irm e;rUniv ers,ItY P 'r-esidient a nd, a sc h ola s of . leadershIp;

W,arren Benn is h as h ad a vadety of profess~onal expedencesdu rin;g , wh ic h h e th ou g h t a b ou t lea dersh ip , H e sum s up h is

experienc e a s a leader of a public i:nsdtuUon (t!b.eUnivenlitty

of C inc inna t i) a nda sc h ola s of lea dersh ip, w ith a l c onv ic t ion

a n d a feH c itously I c o n . s t r i I J c~edconc · l us i o n :Be . nn i s , be cwne

convinced that most of th e academic theory on leadership

was u seless, That i s , because theory often h ad U tt~ ,erela tlon ito

the real i ty of t i l e : leadership chal lenges be faced. His

coae lus ioo ~ : s t ha , t we ma s t dis t inguish b etw een lna oa g ;ers

and leaders: "Leaders a re people: who do th e rig h t th ing ;

m an a g e r s are people wh o do th ing s right Bo t h . roles areI' ."••'" 1 1 ' - b ,II~'* h ' · ev d • ·fF. .-- "--ii;:"c l i l ' l d ' - ' ( c : ' 1 ·ft~l; o b s e r v e - , - - , 1 1 _ " i- ecrUCUII,U,t I.ey '.nrer prorouna y.. or en o serve petlpJle In

'top posi t ions doin~g th e wrong th ,iln;gwell ,"

Iavlepe.n;ona ilybenefi'ted 1 r0D 1,t h e d ist~n,cdv ,ea.ppro\llch. and' · , ' · · , · · C · " " . f t · , · "· ' Id·: -. .d co l l <., .. .'. ·P··- ' · I · f 'n....•, d · · ' H : , " ' ~ ~ " " ' f ' -ie w S 0 my . le n _ a n a CQ ,~ ,a g ue -ror, " ,o ,n a ~ ._ " e n e tz o r

Harvard U D ' l v , e r s i , t y . His app:r-oach. to ~.eadersblp ha s been,- - , c c ' 7 1- : 'c c ': :_ dc - I , c i-' m m d 1 - ' " n( " dt':'I ' da . '1 · t - : · 'I I . d ' lsti . ,(f i e 1 , - ,. ' t 'h - - · fir - · tor,lBJnlm, a r u u n _ , _WO Jlun_anlenaJJ, _IS IDC Ions. ne nrs

b efw een 'tec h nic a l challenges ('fJhi.ch req u.ir,e ro utin e

soh lt ions) a nd a da ptiv e preb lene (w h~ .c .hrequ ire innov a tiv e

30



solu tions); 'th e sec ond d,isnncUon is, between leadership andauthorl ty , . He a t gues that modem , societyrequlres adaptive

lea ders: T h a t is,I,ea der.s w il ling tota ke ' (-esponsibni~wi.ili .OlU~

'wa l tmg for a VISIon or a ,reqnest"or 8! bureaucra t i cperm rssron ,

Lhave also learned from a scholar who may be arguably

considered as the ~eadling s cho l a r in this sub-field of

Ieadersh lpin pub lic policy: Jam es M cflreg ore Bums. His

long . .s tanding interest in A m eric an Presidents a nd Am eric an

democraeyjnforms his approach to leadership ehallenges,

which be v iews in terms of ability to reconcile conf l ic t inginr.....f ' Q ; " f ~ A fler o!ll tal 11~ l1 ' 03- veto leadership ' ' ' ' ' I P h - i,....~rsgathere dI, : J }\pi.ll. ~;)I"'~\!I "t'\JUL~._," _Qll&, ,I L~' __ . - _ ~ ~. ,.vtllU- . -!k lIJlJ,~, ' ~1Iw' , ~u,laI,,;] ',_.-JLlJJ.v.. "

in la te 1 '997 " a t th e: Universi ty of Marrybmd to c eleb ra te th einaaguration of the James, Bums Academy of Leadership,

P rof. B urns c am e !tom e ,and said. !lO.K, th is . First

International Leadership Conference you organized in

A m m a n w a s interesting, but.what did the participents argue

about?" Aad b y way of chwificartion, h e a ddled: 1"Wha t was

the leadership conflict?"

h m ay beinevitable that a leader wil] always be fa ,c ed w ith

the challenge of reconeilingconflieting .interests". whether in

a. private corporation, a pu blie institu t ion, or in glebal

governance , Certain1Jy 1 tb eU N th roug bou t its h istory b a s b eenstriving ·t~)provide: leadership th rou g h . rec oneil ia tioa of

conflicting interests. But [ w in a r gu e thatthe one constant

trait of its leadership has been ' that of public service at the

global level. It is fitting,then~tha!t as we read thecontributions of our distinguishedleaders.wekeep in mind

that, the lessons to. be leamed from their experiences can be

more effectively applied ifwe bringto them two essenria]leadership skillsi reeonciling differences, mld sustaining a

commhmentto pu b lic serv ic e.

31



I NST I : T 'UT10NAL , 'GLOB.ALLEADERS-HIPIn thinkingphilosephically a bou t leadership ,fUld especial ly

about globalleadership, Lpostulated that g 1 0 ba t t l eadersh ip is

fundamentally about the power of universal values. Much of

our human his,tory can be seen as tile history of ideas and

values competing for global acceptance and dominance:

Pi C. . . , . 1 : " t r ~ ' ' I I e · ' ~ S• r 1 " v e r s u s m o n o t h e i s m . o u e ~ . I ; ' g , ·~ io . , ve rsu [t" another•.d." ~h;_~.~.!!;,t '1 1' _ _ .;;!I,.;:t . ~_.!!;. '_. _ ... !i;i ro;l ... :1 ~"'. 'lo;' ."" .... 1 . 1 1 . _ .I i, ," Y"". ,.., . o : J I U> , U ",.

politic a l power versus relig ious power" revo,b m tiona ry orderv ersu s eSI3 1 ldish ed conservative order; protectionism versus

free trade; colonialismversus seif-determination; democracy

versus fascism, capitalisnr versus commun i sm , A ld lOUg b

each claimed unlversal relevance end appeai,few were

universa ll v a c c ep ted .

In the 20th. c-entury" two orgamizations were founded to

provide gl:oballeader.ship:1'he League of Nartionsand the

United. Nations. A t th e e n d of World W arf~ ,th e Leag ue ofNations held ·thepromise of global leadership based onuniversa] human values, The League's manda tes were

supposed to be a . "sacred trust of civilisation," a triumph of

universal va lues over pa roeh ia ] va lues, B ut The Leag ue and

th e m anda tes turned ou t to be Utt le dif~erenl from the

political ba l an ce of power system ofthe Congress of Vienna

which restored and defended the eenservarivemonarchicel

order sh,altter:ed bythe 'Napol:eoni .c wars. T h e Leag ue b ec am e

a t congress of European powers determined to tenaciously

def,endc,oloniali::icID ag,ain:st~heri:sin~ tide of self-

determination, , 311d the challenge of'comeiunisnr, whi letumins a blind eye to 'the danger of fascism inthe;[r own

backyard. The result was a col lect ive failure of lead.ership~,

andWodd W,a r 11..

The United Nations came 10 lO existenceinl 945, againwith

the promise of global leadership based. on universally sharedhwnan. values and ideals. But 'the reservation clause to th estanne of the Intemational Court of J U S i t ~ . o e allowing

countries to opt out of its ,compulsory jurisdiction" the veto

32



power ill th e Security C ounc il , and. th e cold wa r, m eent t h a tth e U N wou ld ref1 !eet itb erea lpo li:t ik b a la nc e o:fpow ,er

brouih t a bou t b y t h e m il ~ it :a ry re a l[t ie s o f th e r-esu lts ofWodd

W 'a r II.

T h e ,e .ndof th e c oldwa r g ave rise to hopes that th e UN .freed

from fheparalysi s of ideolog ic a l c onf1 ic t~w ol1 l ,ldb e able to

pr-ov ide effec dveg lob a l lea dersh ip, espec ia l ly in its C lore

'V a lu e of k ,ee.p ing th e pea c e, a nd peaoefulrescd ution of

d I 8 J P D ~ e s .

The challenge ofkeeping the peace in th e post cold-war e,ra

h a s proven to b e fbnni1dable . Between ] 945 and 1 ," '8 :7th e UN

established 13, pea ce-k eeping opera tions .. B e tw een ] 988 and

Ja nua ry I 99'S, it h a s h a d to establish a n ot h ertwen ty -o ne .. .T h e

end of th e ,co~dwa r eraw as followed b ya period o f in tenseethn ie e o n . .l' lets - I b - o · . · r d , · . - , e - rd 'I · is p a t e s , d l l~~'~l'nlftAO"~rt';:n , ,....f states ; " " D " , d..,U.l oil,.... ...... .., ~"'::O' ...., '.' ,.,~ '.' • . .,ni . ." '... 10J!, '~""bl,~ .1.... ' . 1 . 1 . . . . . . .~r~t ... ·,~, W ....•.

. (iI l mass ive increase in the numbe r of displa c ed persons (th oseof c onc em to th e U NHC R h a ve g O l le from . 1 7 m ill ion in

199! ] " to 23 miUi""n in 1993, a nd , to m o re than .27m UH o ,n In

n 99 '5"wl th a g r o w i o a n u m i b e r of s t a l r e i S increasinglyobseuc t ing the ,aniva[ of a sy ~w n seek ersend retu rning

r-efugees; 10. their 001L(Dtry o f orig i n),

&eal iz ing tbal t th e end of th e c o ld w a r c re a te d uniqueopportuni t ies lor ins t i tu t ional global lea dersh ip , fo rm erlJN [

sec reta ry g enera l B ontros B ou tros ..G h a li strov e to s,tren~ th e:n

th e intem a tiona l org a niza tion by giv ing: it leadersh ip roles to

play .. F o r lnstance, he emphasized th e veryusefu:[roh~l of

preventive diplomae;y. , . a nd introduc ed th e c onc ept of pea ce ..

b u ilding . R esolv ing a m i l ita ry c onfl ic t , h e sa id , is only th e

first step" P ea c e ..b u ilding g oes b eyond th e c esset ion ofhostillties and addressesthe underlying root causes of the'c onfl ic t. T o b u ild pea ce, lea dersh ip efforts sh ou ld b e direc sed

a t imprcving ,educ a t iona Ja nd ec onom ic oppornm i ties,

b uild ing th e Jinfra sm a cm es of good g ov erna nc e, a nd helping

te ,e'm pawer th e less p.riv il.eg ~ deieme.nts in th e soc iety ..

. 3 3



Bou t ros -Ghana ' s Agend a s (Agenda for P ea c e (92)I . "A.gend:a.

fo r D e v elopm e nt (94)~.a nd Agenda for D em oc ra tisa tion (96 »

m ust fig u re am ong h is n:lany lea dersh ip a ch ievem ents a s UN 'Seeretary General.He ma in t a ined th a t. pea c e, deve lopmen t ,

sud dem oeraey ,a re inextric a b ly tink ed. A t the 199 '8

b~!ternatjO.ll:aJ Leadership Conference." h e reminded us t h a t t

pe'a ce is 3 , prereq uisite for development; t h a t democracy is,

e.sseu tia [ fo r development to su cc eed. over 'th e long term , He

a rg ued th a t dem oc ra c y wa s needed not only inside a , s t a , t ebu t

a lsoa mO ftl . sta .tes in th e i n t ema t . iona l c01DnUln i t y .

In June 1 997 "th e U N G enera ] A ssem b ly a doptedth eA g enda

for D evelopm ent U N Secretary Genera l . Kofi A nnan h ariled

th e a c b lev em enta s "one of th e m o st fa r-rea c h ing agreemen t s

on the central issue: of developmentever a t ta ined b y th e

inl ternationai eem m unity .•, Th i s Is b ec au se th e a g enda wem

b eyond. th e u sua l areas of ec onom ic g row th a nd povertyeradication, and covered such fundamental issues t : o

developm ent a s h em a n riS:bts, g ood. g overna nc e, :M d th eem-pow e rm e n r , 0 ' '-fl ' ' l>:~im-,e n I ~ 1 ' 1 1 , r a e A.··e m d < l l < ~ I ' , t ' ! 'a. ; ,d·.-M... . .. A . . . . . I~~n'IW ~ ,, • I ,; v '.", ,.",.\ -, . "-" 'H'IIjJI. J ~, i ,., , , UL., '" ,b, JL.IL '" !jJI., .. 1 1 , ' !II' nJ,U.IU;I.I,

"represents a m ajor ste'p in art]cl l l~ja:i l , ing: a n, hllte'mati.onal

eonsensaa on th e div'ersily of views ,conoendllgtb .efu nda :m enta ll g o als of and requ i remea ts for economic and

so c ia l d ev el opm en t,"

T h ese a re pudseworthy contr ibu t ion to g lobaf leadersh lp . ,A ~

th e , s 8 1 . m e t im e" we m u s t recognize thatthe ab iU ty o f th e UNt o . prov ide :J:~ ob a llea dersh ip is nec essa rily restric ted .. T ' h , aD l is

b ec a u se wh Ue tb e dem a nds a nd expec ta t ions on ' the UN and

its ov erstretc h edresonrc es h a ve lncreasedtremerdeusly ~ t b e

UN is stil l a b le to do on]ywbat itsmembers~ and es.peciaUyits perm a nent secur~ty councilmembers, will aU .ow it to do,

T h e inabUi.ty of a l l 1 4 m em bers of th e Sec u rity C ounc il to

~ enew "in D ec em b er 1 996 .,. th em a nda te for th en sec reta ry

g enera l B ou tres B ou tros ..G h a ~i a g a insttb ,e opposit ion of th e

US is a rem inder of th a t rea l ity ;

3 . - 4



GLO ' BAL I SAT I O ' l NAND GLOBAL LEADERSIDr

If th e field of leadership 1 8 c lomma ted b y leadership a snumage ,men t~ th e g lob a l field ofideas~no'nvi t1 ls tand,IDg th e

UN ~ 's v a l ia n t efforts" , is dom ina ted b ydl .e idea of

g lob a lisa tion . . a log ic a ll ,g lob a l expression of th e lea dersh ip

as man a g em e n t idea. Perhapsthere is,no bener illustration of

t th i,s,il ia n th e a nn ua l gathering of ' e E O s a nd political leaders

a t th e W odd Ec onom ic 'Forum ;fljt Dav e s, Sw it zerl a nd .

Af t h . ough globalisationmay me a n different t h ing s to

dJrffe.rent people, its mos t common ly oonjured nil ' m eaning is

' t h a l t of theglobalisation of trade, finance,and ilnvestme.nt

opportunities, 'for a nd. b ym u ltina tiona J c orpora tions ..

But whatever i.ts o the r m ! e r i l t s " .globaHsa:tl.oncannot l a r y elaim

to global l'eadershilP' based on un iv e rsa l ly . .shared humanideals . It is a xlom a tic jhat th e effec t iv e m a na g em ent ora:

eorpera tion is firsr a nd forem ostm ea su red b y th e ec onom ic

interests, of fhe eorperasien, If and wh en. th ere a re o th er

economic a nd . soeia] benefits to the society at large.they

come as a by-product, not as the prineipal g oa l of effec tiv e

c orpora te m a na g em ent,

For .m s tanc c e,U le 'ec onom ic benef i ts of g loba l i s a t ion , iiimeasured 'b y direct fore ign Inv estm ents, h a ve gone nMgely to

Eas t As la (7 0%wh h C h ina a lone a c c ounting for 40%). , whi l e

Afr i c a , sufferingalreadyfrom falling officffiJ . deve lopmen t

assistance, is receiving only 4 : % , of direct foreign

investments,

P rom inent F renc h poli.ti.calwriter Ignacio Ramenet reminded

us, in th eNovem b er 1 99 '8: issue ofLe Mo.ndeDiplof f l 'u t ique· ef

some UN statistics wb ic h ra rely c om e upwh .em th .e :benefi ts

o f a~ob a lisa :t i.o n are being enumerated, Po e instance, in 1' 960,

tb .e inc om e of th e 20 '% , of th e world 'spepu la tion liv ing in

35



ther iches t eoantr ieswas . 3 0 t im es g rea ter th an. t h a t of the 20% , in th e poorest ,countdes. In" 1 99',$ it was 8 ,2 t im es grea ter ,

In ov er 7 '0 c ou ntries, per c apita ino@ m e i s . low!er~oday~han it

was 2 :0 years ago. Almos t half of theworldpopu~,~,tion l ive

on Iessthaa two dollars a t d a t y _ Almost athird oftlle 4 billionpeople HV~ l1 i t hedeve l op i 1J l l Jg ,cOlllnb"i~sbave no, drinking

Wa'~~;r' Everv y ~ ' -e a r ;.:II~m - ,. . . .stth ~rtyc, m ' , , ) · l ~ ~ , o : " I I ' D ' 1 'p " 4 1 10'pl~l-=- d ; 1·'~ofb'n'tl''',~'ru,~~ .. O ! i ' . ~ " , " • • 1 '_ r " '-;~., u .J1 . . Yo ... lI.JIll., '__,: '.", -J ..I.'l..1 . , _, ~"'-", ' : _ '~ I~ - - w v , '" '. . I" t;iW !!

T .h is"a t t a t im e when the to ta lw ea l tb of theworld's th ree

ric hest indiv idua ls : isgJ'e81ter th ,a n tb e c om b ined gm ss

domest ic produc t of th e 48: poorest c ou ntries,

A cconU u~ to U N ca lc u la t ions, th e bas i c needs fOif food"drink ing wa ter, eduea t ioe a nd m edic a l c a re for ' the entire

popu];( l t ionofnle wh oleworld cou ld b e covered 'b y ,3 levy ofless, th a n 4 '~ on th e a c c um u la ted wea lth of th e 225 , ~ a rg e:stfortunes, T o meetworld's sanitation and food requirem en ts

would ' cost only $1 3 b il l ion, less th an wh a t the; people of th eUnH.ed Sta tes and th e European Uniou spend e~v,e:ry e a r on

personal perfume,

G lob a lisa tion did not c a u seth is dlsm a l sta te of affairs; b u t itc rea ted th e env irenm ent in wh i'c h th is fa ilum ofriJob a llea dersh lpw a s exa c erb a ted by th e a b senc e of dem oc ra c y a ndi I ! . . . . .l. - d l . " , . , . '.1 'D ' . '""uy m a r se t- rrven

SOC1,a . I ,,.aJm1IWSDL

LEADERSHIP ,AND . PO ' ,L I iT . I 'CAL ' G ' O ;VERNAN 'CE

,Amartya Sen" the winner of 1998 Nobe~. Prize in ,eOOIJ}OnlleS,

sugSe'st$ t h a t th e; a bsenc e of d.em oc ra cy a nd freepr-es:s :ma y

b e th e princ ipa l c ulprit in th e polit ies of h ung e.r.H e a sserts

th a t ,g rea ter res,ponsU:d~i:tyfor th e well -b eing o:fso c ie ty .fD Us,t

be I;iven,no:t ' ~C i I ' 'th.eol,arket, but to the sta:te.He urges thesta tes ,to be sensitive t . o th e needs of is eitizensand, a t t he

: s a :met ime , show eoncern fo r human development thro iU.gbout

theworld,



But are the : s t 8 ! E e S up t o the cha l l enge? There was, a time

wh en M ax W ,eb er's proposition to equa te leadersh ip w ith

pom itiem g :ov,ernance of sta tes 'could find r 1 e a d y Ulus:trations:

R oosevelt , Gh andi, C h urc h ill , de 'O a uU e,N asser, M andela ,T h .ese"a nd oth ers, were lea ders wh o spok e to" a nd strong lyrepresented theaspirations of their peoples, wbile leading

t hem 'ilroUIB t im es of uph ea va l , T he sta te w a s Hege l i an ;:SJov'c:reignityland nationalism were extensions of 19th century

st rong l y -he ld . b e lieves and leaders were l a rger than, life,

Charisma andauJthorif :Ywe~-e synonymO l l l S w~tb leadership,

Today, the: inFoinBattion ,and oomD l Junic altion revolution h ats

loosenedthe grip of :sovlereignty,~andr'endel1ed its relevancea t best tenuous, Glebelisation has defeated protectionism,

The 'tenets, of 'eoon.omiclibe~raU:sm have diminished the

power and the size of the starec Althougb the challenges

faelng;tbewodd. are s u n formidable, 01m' leaders are no

long er ~ m g eJrth an n i f e . . ]0 m c t,fr-om th eU nited. S ta tes, toR ussia , from Ja pam am d ll1dooesia. to T urk ey , polit ic alleadership is, in serious c risis, M.any of us m at)" recall withnostalgia the time when pofi t iea l leaders commanded

th·, da in .onty a na respec t,

T he r-e a re ",however, m am y people ou t th erewh o a re engaged

i n ~eade r sh j , p , a c .t ivU les, deriv ing th eir c h a rism a a nd author i t yul(iI'm ' their v 1 e l . r y leadership accomplishmems, W ,e do n o t h e a r

a b ou t 'th ese people becaeseno one Mlres a bou t t h em . T h _ 8 t is

because our sources of'mfonnation s t iUlarge ly equate

leadership with . poU'tical governance of states. The reasen

th ·1_-l11· 'I - .. 1 L '. .'... t h -,eire.a r e m a t1 !ypeop lte !en l.a l~ m keau,eFScI l ,~1p 'C~1 . vrt ie :s; IS " ' ,IIU

th e k now ledg e revolu t ion and th e mult ip lying , num b ers. of

h um a n a c tiv it ies ,a ndintera .c tions h ave created opporm nit iesand needs for leadership, :Inbecomin,g too accessible a

haman actlvity, leadership haJsparadoxic~any also become

too .im porta t1 !lt.to b e .left to th e sta tes or th e jpolil t icai l leaders

;wone.Le;adersil ip,in m c t h as b een democra t ised ,

37



The men and women engaged inleadership activities ,are

doing :so' In. pubU,c a nd private sec t ors, . in a ; o v ; e r n : m e ' n ' t s i l , and

non-governmental erganizations; in nat ional and

in .terna tiona l institu tions, in th e: a c a dem y" and in c itizen

mo v eme n t s .

THE NEED JO,R GLOBAL LEAD'ERSHIP

HU-MAN ITASThere ise need forglobal leadership which can bring about

a rapprochement, not a" clash, of civ:Uizadons, facilitate th e

t ra a s-b order m ovem ent, not only of goods" b u t a lso ofpeople

a ndidea s, sensit ise fu tu relea ders 'to th e im pera tiv e, not ou ly

(!II c onfl ic t resolu tion, b u t a lso of reconc il ia t ioa a nd pea c e-

beikling, helpadvance the cause, not only of indiv idu al" b u t

also of group h um a n , rights,

Such a gJoba l [,eadersbipwiU chaUellgeand D:l0di fy the

dominant discourse on ~loba l isaH(1I in . (]lobaJ~sa.t:io.n.oftmde

win be cou:n.te~redby globslisation of human concerns,

na tiona l sec urity b y h um a n sec urity ,reasons of sta te b y th e

e .. ---lg globe] civil society; eoaflict resolution win be

c om plem ented b y pea c e .. .b u i lding , eoonom le iHl~erest . .driven

management by human interest-besed ,I~obrd leadership,leadership eoonomieas byle 'adership humani tas ,

~ . , . ' 1 - : 1 . . , . , - · · · f i : · ' . ' e : '1 1 . . ' - - ] 1 · . · · ~ , . \ f r t r , c - .• - . - . _ _. , - - . th e questio I . ' : f , l . " , t h i slIln.,u6 J m b a :na c .y sls,. snere rem a ins I~ ,."", '.. . . . . , . n . . . .0. 0.. [lO W. IS

kind of leadersb lp c an b e' m a de g lob a l? W,e' c ;a Jn draw 011 .

what has been learned by our insdtutionaJex,periencc 1e, .

I U 1 m l e [ y t h a t it i s crucial for a n y g lobaE leadersh ip to b e basedon tru lv un ' l·V·,;g,,~f!9.~1!..~I'nnIQnl va '~U'o'loC, 'W · ·'Q ea n d raw '·'0- n t h e lessons~LI _ ~WL .J ' !UlI..... ._ ' ~ \~ . ~ I 11, I~ j ! l , ~.~,Il, .', __ -1 _ J~~ ! ," ~ ~ __ JJ.I " JI,I~, .' '_:_:'" - ~J lb l i ' Il ', ~~v - "

of c orpora te experienc e, na o'lely t h a t , any effect ive ~ . e a . d e , r , s b ~ , p

m ust be based on a proa etive .a tppr-oa cl1to pf\obJ,em solving,

a nd driven b y ,a n ~ a .b nU yto !comnlJnnicate~msp. . i . re, and- -

empower, We can also draw on the lessons lea rned. fr-om

J~ead.e,rshipas, poHt ' lcs and governance , a am ely th a t th ere c -an

38



'b e no effec tiv e leadership! unless it strong l y rep tle,sen ted th e

a s p 1 i r a t i . o n s o f t h e people.

I am convinced thatthese lessons canenrieb any approach 10g~.obal leadership' studies and 8!ctiv:ities. In particelar, I

proposethat t hey be at the basis: of , a ; n,ewapproachto global

leadership training, Such , training wiHbe public service

oriented" focus ing : on good gov ' emanceand good

,management"andthepromodon of multH!atte,l"a~ooperation.

I ;W l1 also eonvincedthatthe eme.rg~ngleaders of the world

ought tit) 'be eeeouraged to develop the ,inlernationalso lid arl ,ty a nd netwo rk in g neeessarytotake up th e !chaUen,ge

of g lob al leadership,

I n eonc lu sion, IwHI borrow m om lea dersh ip a s. mana : aemen tits love w ith lists, Here Is a ~ en!ta t ive list of lessons lea rned indealing 'with the chaU~nges of thinking about, and "n',s,ani~ing

g loba l leadership !experienthd learning opport un it ies . .

L Leadership l.s not a recipe; it is a state of mind and :I,

:programofaction

2. The prereqaisi te of tbe leadership state of mind is the

a lbHity to seethe largerpicrure" to have a ~on.g-ter.mvision,

a n d to b e re a dy fo r U fe ~ l.o n glearning.

3. The prerequisiteof leadership in action is risk ..takin,g and.

ehange,

4. T heile c an. b e no lea dersh ip in th e! absence of som e strong

eeavictlons, and fhepersonal courageto change them.

5. Leadership is different m om management The dominan t

Wes~ern conception of leadership asmanagement (largely by

wh l~ e:"eth noc entrist , a nd u niling ua lm a les) is, ina dequ ate a s, a

robi~!;model for global leadership; but it has produced

instructive lessons,

39



6. G .~oh aU sa t ioni8 a global expression of leadership a s

effec tive g lob ~[ managernen1t of c orpora tions. W h a tev er itsother meri . ts ,g lobaUsa t ion ' :spdmary eoneern is not , g 16b a~ .

leadersh ip for th e b enefit of eom m on h uenan va lues a nd

eeneerns,

1. G~.obalLeadership as corporate r aanegemen t , eelebratedet

Daves , ~sec enom ie-interest driv en. Trae g lob a l lea dersh ip

must necessarily b e a human ..interest driven, fonvard ...lo ok in g a nd bo rd er . .tra n so endin g m u ltid im en sio ua ] ac t ivi ty"

8. Global leadership 'wiJl come from men and women

commi t t e d to advanc ing ' conm.o .ng loba : l h um a n eoneernsf surviv,ai, development and weU-be!ing) ,and universalvalues

t h rough their contr lbu t ieus in th e public and private sectors,; ' ; . . . . . . . i ' I ] 't - , '1 t ..~: i·

istit~t:.!., ". " I id '- inst itut ic . .. . .. . ,f. ' 11.: .. '."" .,.,.

lDl mu tuatera r lDSI.lhIO,nSall,_ I.nS.I,,~!.]Ons,o learn.lng, m.~ . , . d " . . 'non-g o vernm enta t org a ru za nons ,a n•...1 : 1C J : t ~ , :z e n .m , o v em . e n . t s : .,

9 . G lob a ll ,ea dersh ip c a n be facilitated bypn]vidi~g training

opportunities 'to emerging leaders to work t o ge t h e r to

advanceg,ood governance (peaee, development and

democ r a cy ) , good management (self-knowledge,

em powerm ent; a nd c om snunic a t ion), a nd th e fostering ofIDuJt:Uateralcoope:r:ation for th e advancemen t of c ommo n

h um a n va lues."

] O .L ea der.sh ~ p' Is u ldm a itely a b ou t th e pow er o : f idea s. O ~ ob a ~Le.adershipis an idea wh ose powerw ill , in due c ou rse, , e ' f f e c t :

a pa ra di,g m . l s h~£ t in how we , aUt ldn la :bou t our com m on

human concerns,

40



Annan, Kofi, ,A . (1'997). '''Strengthening;:U I 1 I1~edNations

Action in the Fiebl of Human Rights: Prospect and,Pri.orities,."'in ,the'Harvard Hum an: Righ.ts Jo:uTM1, vol.I 0 ,

Spring t991, pp. [ ..10. .

Burns, James M'acOre lo r~ 1 ( ' 1 9 7 9 ) . . Leaders.h.ip'~ (Harper

&Row, New York),

'Cov,~y, Stephen , (19'8:9). The 7 Habi ts ,oj 'HighlyE.f{ec,tive

People, I ( S imon &ScJ]uster , New York ) , .

Burton" J,ohn.( 199'0), . ,Conjl,tc.t: l / . ' e s . o l u t l , o l 1 and ' Provemion;

(StMMtimsP:ress, NewYork),

Drucker , Peter, ( e d : i t D r ) . , (199·6), . The Leader sf the F ' U t u , . e ' ~(J,o ssy..B a s sP u b l l sh e rs, S a n F ra n c isc o),

Gha][, Boutros , (1992). Agenda for Peace (T he U 'ni1 ed

'N a t i on s" , New York),

Gha]~,t Bou l t r os . , , ( 1 ' 9 9 4 ) , . Agenda/or D , 'e ' V ( J , lo p m e ' 1 ' l t (The

United N a tions", N ew York) . ,

Gh 8 .1 1 ; _ B O ' I U b o . C ' , - (1I ·9 ;~~~') I . fQ:on. ;Ja f i · · · ' o · · ' r D'lilm:-c,.-t)",c;~'t'j<"n· (The_ -1 i~ :lI ' __ __ .:!. J !. ,:'l!!'U. ,n,o~ _tti__ ,... _ _ "" __o _ :aISO_v_ _ __

U nHed N ations, N ew Y ork ).

41



Hte:lfetz,R . ,(1 9 95 ). Leadersh 'ip ' W ith,o:u t Easy Answ ,e,~ s . (The

Bd,k a na p P ress of H arv ar-d U 'n~ vetsit ty P ress,: Boston , USA) . ,

Saf ty 1 A del ,(1 9 93~ 1 9 96 ,). From C a m p Davtd to , t : h e , G u ? ! ,

(B la c k R ose Books : Montrea l and 'N 'ew Y ork ),

sal ty" Adel (199:6). "Leadership : A P rog ram m a tic a nd

Theoret ica l Inquiry,,'" fEx.cerpt from a , Report I 'D the U "dted

Natio 'n8 Uni'lIersi,ly 'Council, Sa ntia g o" C h i le),

U nited N a tions, (1997) . , The ,Agenda for' Development , .

(UnUedN ' aUo :ns Deparanent o f Pub H e InfornmUoD. ,N,ew

Yod{).



Leadership And'T h e i'n fn ,rm a t i,on Revolution

Bo ,rla n C lev ela nd.

D 'I" .H a rla n C levela ndis a vetera n A m eric an diplom a twh .o

served in , th e K ennedy , Joh nson" a nd N ixon a dm inistra tions,

He is c u rrent ly P resident of th e Wodd A cadem y of Ad a nd

Sciences .

T-lDNKlN'G ABO'UT LEADERS,S1'

It Is real ly a n enormeus pleasure, a nd ap ,dv : i l e , ; eas w ell , form ,e to work : with th e 1 0U nited N auons Univ ,ers.ity , a nd

espec;iaUy with D r.A del Sa fty , to help i n ven t , th e ' f i rst

InternationaJ Leadership Academy. Icongratulate theHash em ite K ing dom of Jordan for its : ini t i3Jt i.vein h ost ing th e

Leadership Ae ad emv , and we a re allgrateful to Her Majesty

Queen Noor , tothe Prime Minister andthis Government, andto th e U niversity of Jerdan, for th eir a c t ive sponsorsh jp of

this important.educationalenterprise.

I am neith er a seer nor a sa g e, so you wouldn't expect m e tofu reteU th e fu tu re, 'But if w e ea na otk now for su re wh at w ill

bappen; .w!e c a n already m ak e a g ood g uess a b ou .t som.eih ' iugmore Important, 'why it win. happen. Bear withme fora fewm inu tes, a nd I w il l sk etc h , verybdefly~what I m ea n b y th is .

43



The m s : i o . n . of ever-faster computers 'with ever ...more-re l i ab le

telecemmuaicatioashas spawned creative sy:stems that are

alrea d'y t ra nsform in a ,....T Ir'-'Ii'le~sonal Iives th eeolltie ·e, ·0•f each__ I_,I),!Ii;i<_",._-.,,_:: l_JJ,ll_~l.~.,I.Il.I!,.',,=, U._, r"·IO'v ... a .l . . .I", _,!i.>.", • ,'lip r" JLJ' ~ ,'= ,_, .,_,_.",..

of ou r na t loa s, ,a nd th e wodd economy.

Inform a tien proc essed by h um a n b ra inw ork into know 'l edge."

imegrated jmd intuited hl i towlsdolD, ha s qui te suddenly

b ec om e th e w orld 's m o s t im porta nt resou rc e,

A s, fIr into the fu tu re a s we c a n po:ss:ibly see, i n f o , r . l l 1 a : t i o n

-'~··I-J·.eplaying ·~h:~P r i m a D ~•· o · · " 1 ' i < I " "role ~u 'w'o"dd Ir l is~!!) 'rv.-·t h : a t . '.I . ILK;: P,laf, Ub ,t ,.... . rnnt;l I~n-w .I' 1,,-_ .' .._ - - __ . - .,) ._

pbysical la b ou r, stone" bronze, land, miaerals, ,m,era1s,andenergy onceplayed, A nd th a t requires ;a ll of us, espec ia lly

those witb the intelhgence, brulginadon, a n d inclinationto

t a k<e th e lead, to rev ise a ll so r t s of assumptions we h a v e

t reated , 8 J S solidb ut now turn Q u t to b e fr,a g He a nd fla wed.

T h e time isalready upon. us when symbols, not thjn:gs"are

theworld's dominam resource, In eonsequencewe simply

cannot keep using, ro r t ,h ,e man a g emem of future:

complexities, the c o n c e p t s that s e e m e d to serve iU S so 'wen in

th e indus: l . r [a~eratha ' t is, fast becoming history. We wU[ ha lve

to, burm~:n~ij' o u r consciousness how v i e r y diffevent

infonnation.i:s from all iI's predecessors as , e i v U i z a u , o n ' : s

donunut r e s ou r c e :

Inform a tion expands a s i 't is 'U sed un~[k etb e oth er

resourc es: th a t h a ve dom ina ted th e rec orded h i story 0 '£

civi l izat ions.

l ruo,r ,mat io .n ts less h ung ry for adler rescm rc es,. T h e' I l - ' ; n k , ; \ : ! ; ' r · : ·t·h·eteeh.the Ie C ! ' . 1 ; l i enersv and raw m ateria ls seem ' I t ,O be' Jl,6'I ..I.V" - J '" r L ~ _ , -_ . , i~Ij,I,_. . I L l ,i]I\k]i '!i.ii'IJII'. ~OJ __:. '. '-4 ._ ", , ,\iii lJ~jl~ _ '. _',_'",,_,__ '. I., I ~~

needed.

Info:rm a tlon c an, and inc rea sing ly does. replec e la nd"

la lO O nr,a nd 'c api'a l.

Information is easilytranspertable almost the speed

of' Ugh t and sometimes, b y telep.8l t~y , 8 J n d prayer; much faster

thantllat.

44



Information istransparent, It leaks; it ha s anblberent

tendency toleak, . And the mo r e it l e aks , the m ore we have,

a nd.th e m ore ofu s h a v e itInform a tion is sh a red , not exc h ang ed ..A n inform a tion

transaction is not an exehange jransa c tion b ec -ause both

par t ies still h a v e itaf ter th leyhavl€ ; sha red it

These six: simph~~,.prelnant propositions, multipjied and

spread around the world and down tbe generations are

bound to provide new answers to some of the biggest wby

qaestions about the exc it ing t im es just a h e a d of us. For

examp le :

W b y ,~ n ou r c om m unities, ou rna t iQ rDs , and ou rwo r l d ,

nobody ,c an.possib ly b e ingeneral charge of any th ing .

'Why div~rsity ,more and more, will be the law' of life

,andof ~.ea.d,erSlhip on this planet,

'Wby peoplevwill just have to find ways to be

d.iffer'el1t~ y,e't together not only in Bosnia a nd th e oMidd le

B a st b u t also in W ,a J8h ing ~oom 1 .d~ ok yo a nd N ew D elh i a ndR io a nd Beilin and thousands of oth er m ixed-u p pla ces .. .

W h y we willhave to chan~e our ways of t h ink ing ,

a lJou .~ work a nd prohably even c h op aw .a y th e l ink a ;a e

between working and 'm ak ing a l iv ing ,

-Wl ty th e ra p id g l ob a l isa u :on. of idea s a nd marke t s winrequire :newpolicies. a nd interna tiona l a :g ree.m "e.nm for

g ov!em a .nce a ndb usiness; for , a n and sc ience, for culture a nd

eommun i c a t i en ,

~ Why, sin ce in fo Dm a !Ucm . can't real ly be ow ned (Oldy

it s delivery sY,St,e.Mc an), th e phrase in te l lec tua l prope:t·ty is a n

oxym.or:o:n, a contradiction in terms,

Why the new fairnessrevohition claims b y smane:rdlsa dv a tl ta ,g ed m a jorities, a r'oundl the wodel c an 1 1 1 0 long er b e

den~.ed... A nd. w hy ,m ore a nd m ore, th e Fono:wers everywhere

50 often get to the poUcyanswe:rs 1be :foret !heir l eaders do,

45



These are puzzles FOfWhi:ch the l1e areno answers in the b a c k

ofthe book. Wha.tmy colleagues and I 'can do is raise th e

questionsand try our best tohelp you clarify th em . B ut th ebestthinking about your own futures, i obvious~y g.oing to

have to be done b y you.

B ,R lG H T ' F 'U TU R E ,FO'R COMP,LE·XITY

People who have not, yet tasted jhe responslbi,lj,nes, of

leadershipmorereadilyimagine the pains than the joys ofsHti.ng,whe'.re the buck stops. When I worked as ,an A ssistant

S ec reta ry of StateimllWash.ington,vIsit 'o.rs to :m y officewould

often say" I certainly don ' J ' t envy you, or I 'wouldn't have your

job {or anytbjng or something of the sort, The samething

ha.ppenswlth disconcerting frequency to a univ'ersity

p , l 1 e : s ~ . d e : l l 1 t ~

Perhaps it is pa rt of .our eg a ll ta rien e th ic to be l i e v e t b a t those

in each organization who d r aw the most pa y a n d . o c c up y the

la rg est offic es a re tb e lea st hap 'py in their work.

T he a ttra c t i.on of responsib il ity is th e sense of r - e l e v a n c e : lh~teo "1'·l~Q " ' 1 1 ' · . . . . m b ein 10' where * 1 ! , . , , , , , , . ac t io 'I' :~(! I canbe..est eoavevmv....,_..1,1;, "'~I I:~/Ul ' _ ' " w ~ , j ,e ','"J . , l . . . . ,1~ ~ J l · l ~ Ig~,_~", '~,!I ""j;JIlijo - '~~ " ~" _ I S ' ~ " .·~,I, '.'" J [ILll lJ'

meaning by describing flve minutes out of "lily years as a

public executive, These five minutes are admittedly not.

rypi.ic c ;.dof life ~n th e Fed era l b u rea u c ra c y , but it Is fa irto sa y

'dla t someth ing abn.ost a s g~'ippiughappened , abou t enee a .

month and some t imes oftener,

'T h e tim e was ,O c tob er 23rd~ , J 9:62., 3it 4 :4 ;5 . o f a . Tuesday

aftemoon, I was in my State Depmmen t off1,ce,w,a:~{';bing, a

television sereen as Adlai S t e v e n s o n , the U.S. Ambassador

tothe U'nited Nations, read to the' UN Secur i ty Councn~n

New York a . speech I had helped write, denouncing the

presence in Cuba of Soviet nuclear missiles, The telephone

[,angandPresideat John F. Kennedy asked D ! 1 I . e a question,



In u r-g ',en t sec ret m eeting s, ela b ora te sc ena rios were draf ted

for lettiD]~those missi les out of there. A first 'tier of theP resident 's, c losest a dv isersw as first let , in onth e sec ret" a ndset to work on stra lu e;g y'.A sec ond t iel ' of sta ff , inc luding

m.Y:SJelf,was t hen brought in , to f lesb ou t , a I ~ em aHvep bms· ' t h - •Wit -.aenonpapers ,

I t 'was when th e c onsu lta tion c irc le was th u s enla rg ed, Iik eto think, that the outraged advisers, huddled in th.e:Cabin.e:t

R oom , stopped ta lk ing a b ou ta n A ir F orc e snrg l .c a [ s t r , i k . e

(wh ic h wou ld h ave sta rted th ing s off b y k il l ing som e : Sov iet

cltlzens), The President decided first to t rymnEtUate . ra l

dip lom a c .y re;iD f o~ oed b y d efen siv e m il ita ry a c tio n,

O n. M onday evening , O c tob er 22;)-th e 'P resid en t.u nv ei~ ed th e

miss i les inalua~flioinwide telev ision speec h , c a l l ing for a . n av a l

quarantine of Cuba by the who le We.stern Hemisphereaadap'peaUng 1totbeU'ni,il\edN81t'ioi.OS to induce: NUdta

IKl1n1shchev"the: f l amboyan t h .ead of th e Sov iet gov,enun.ent,.

to remove themissilesforthwhh.

My Job in the 0Sta te D epa rtm ent w a s to oversee 'U..S..

re la t l .onswhh. :hl i tema:uonal erg a nizet ions, W hHe th e

P resident w as spea k ing , we deliv ered c a lls for a n 'em'ergenc:ym eeting oith e' O rg a nim don of A m erlc a n S ta tes (O A :S), a nd

a nirnm edia te m eeting o ,f~ heUN Sec urity C ounc il .

W e didn"trelaUyw,mIt.~he Security Coune l l to mee t

i m m , e d ] i a t e l . y until ou r L a t in A m eric a n a l l ies b a d tim e to jo in

47



~nsponsoringthe blockade (U...S . . naval vessels were a l ready

speeding toward Cuba! to se t up, the picket Iine), So we

managedto sc h edu le th e O '.A S,meetlng for eady Tuesda:ymom i n g , andtb,eUN session for four o 'c loc k tb a .t afternoon.

The idea W,8J8 to announce not a un.n.o~endU.S'.[lea),cdon but a

eollect lve :securhy m easnre wh en we lodg ed our fo rma l

c om pla int ,a lt th e Security C ounc il in 'New York .

'Over the w,eekeM,my assistant , Tom Wilson, and Arthur

Sch lesing er from th e \V h i.~eHouse,. h ad b een work ing in : E n y '

office on Adbli Stevenson's opening: speech to the Securi~

Counc i l . They flew to N ew York withmy deputy, Joe Sisco".

to help Stevenson, I stayed inWashington to make SU[)C our."

complex diplomatie choreography worked the way it wassupposed to work .

The Secretary of State, Dean Rusk,personaUy handled the

Tuesday mom]n~ meeting with the La t in American

,ambassadors. We had assumed the O'AS aetion C1011dd be

IOO im l p~e~edb y m jdday , but several o f th e Latin Amer i c an s

had~o seek fudber instructions from their govemments

I d · : r - < ~ - - .g ' a n e ue nded luoc h hourno_ .._ .. X'~'''''' .'.1 . . . !. . iU . i l . I . , " •

T h u s i t . was "that tb e meeting was only just reconvening in th e

Pan Ame r i c a n bunding a few blocks from the Stalte'D h -· 'N '. Y ' k h UN"-8 - I • " C · - • . ~ ., 1 - , : ' " I · " '; - C 'C '- ' , : , ' - ' - - , ' , 1 " , - - , : " . - " - - . ' " I ·""",u-·t' :U.nCh.. ep~r1tnlent w. en, In ..·ew . 01., I , t . e . . . . "ec,nty " O _ ~ - '

was , 'caned. to order prom ptly by its~n·e~dd.en~whoironic,aUy

wasthe Sov]!e t delega te that mon t h .

Stevenson ~s opening speecbwas: of course carried on.

network T V ~ I wa .tc h edU le sh ow in. m y o ffic e, fol low in g th e

sc r ip t a s he spo ke a n d :n o tic io _ g .IDy c oUe -a s ;ue Jo e S isc o

seated r l gb t behind th e ambassador, It 'was :stilt crueialto

present our nava~.b lo ckade as the produet of hemispheric,

not ju st U.S." ou t rage . Viet a t 4:40 p.m, I stillhadn't heard

from Secretary Rusk, Then th e phone [ang" , and the word_. ' "".-

4 , 8



c am eth roug n.; aU b u t DUrugua tyhad a g l " l e e d , ,and I couldauthorize Stevenson to speak for the h.e.rrdsphere. .

We bad s ta t ioned a young wom an from our UN m ission in a .phone boo th right next. to th e UN Sec1!Ul ty C ounc i l c h am b e r "for ju st th isc ondng ency . I calledancl a sk ed h er to get Sisco

'0 0 'the phone right away. On our W,ashington television

screen the breathless staff assembled in 'm y offiee could see

ber t £ t i p SiSCiO on the shoulder, and watch him, hurry off the

screen je ' t i a k ,emy call, Idictated a . ca re fu1hywofded

par,atgr,a:ph~oadd tothe Stevenson text, and specified just

where to insert it StllHwatehingthe screen, 1 s aw ' Sisco

eomeback into 'View ,and la.y a white sheet of paper on the

r o s t r um .

The ambassador, however, was in full rhetorica l flight.

Holding his manuscript off the desk with 'botbhands, he did,

not appear to notice the precious addition to his speech. [

w,a~hed with :£ 1 sinking' feeling ashe swept on past th e point

where the hemispheric action shouldhave been anaouaced,

Onlyaminute or two of text remained.; theremight 110 ' { be

enough time ~eftfbranother ca l l toNew York , .

The ph .one:m m g a g a in and. my seereta ry T ess B ea c h ,

Donnany very calm a n d eelleeted, rushedin to report, ThePresidem is on the phone, I mean peEsomaUy . [reached for'~ .IL : - ' - , '1..0 " '1,0lI0. ~ * l ~ ~ 1 1 1: i i~" ' ' ' '~ : :np. ". m - , : . " . · · ·" " 0 ' · m - , - , a ~ 0 '.f ' t he ' . C u b i 1 I l m i s s i l ete pu,n.",,~, ';]uJi,Ji.na~'Villl, '0 '.J "" .. , """. . .--~. '. - - --------

sc ena rio c om e ,a p.a rtonth e sc reen,

" I ' h . • . . ' . . . . . . • . . • h e · · d . . . . b . . . . ' . - ;jI ;l!. . . . · 0 ' . ' A (JI'· •.' ,,, '.' id th £ 'r-. .1 a ve Just . e ' a : r , . . a o u t lU .e . . ',n.o a .C tJ . 'O D ; .· sa t . . : _ = e J anuLnu

voice: witbtbe New En_gland accent, speaking even more

rapidly than usua l , I s, t h ere some 'way we c an, get it into'Stevenson: ' s speech beforehe finishes?

For agi.dd.y instant I wonde.re-d what I would have said if we

had not\thought to cover that base, "We'v,e done an lnse.rt on



th a t , M r.. . P resident, a nd :ifs Ju st b een pla c ed infront of h im ,"I , · P ' ! l ' iI · · I " 1 1 "8;-u1 "fr~~!~~!y.· · - 1"mI not Q11~r"", h e saw r~~"I~~,~t., . _'.~IL,.l~, J J ll \ . J I J , : . ." , " . l:U. ~U~ '~ __, r ~U", _. .I.~, iii I~iii

A t th a tm om ent, S tevenson rea c h ed for th e l l t t le rec ta ng le of

wbhe paper,. tookit in . at aglanee, and cleared his throat ..

B efore ,I oou~ d sa y a ny tb in ..g ~nore,P resid!ent K ennedy , w ho

was, na .tu raU y wa tc h ing th e sam e T V sh ow ~n h is WhiteHou se offic e, 'CUlt in . ~ ~ I O h " see, B e's pic k ing . l l up and

- -

c- d ·····-c. , O t · . c - T · l . · · · · · .". . ,' . h - H - . 1 1 , ~ " ,r e ~ · log ,(I. n o w . .uan.LS w~rym u ,c_ " ". .a r IW l.

Leaders are people who bring people together, usual ly in

org :a niza tions,io m a k e someth ing d ifferen t h a p pen . We~iv,e:

a nd work in th e mids t of events. we h elp create, A nd th e

nam e of onr g am e is c om p lexity ,

"I predic t a b rig h t fu tu re for c om plexity . . . ." sa id ,a n .E .B..

Wh i~e c h a r a et er i l l : 8 1 ,Ne w Yorker sto. ry ea rly in th is cientu:ry . .. .

.Hlv ie y ou . ever considered b ow eom pliea ted th ings , c a n g et,

whatwith one ·tb in:u ;a lw ,ays leading teanother?"

t :a c h g ; ene r,a l t ioR sees it se lf a t a c ruc ia l, m om ent in t im e, b u t I

t:hink" ir is now arguable t h a t , we alia enteriug one ,of the .g rea:u~

tra l ls .~tio.nsin th e h,jjstoiry of humank ind , What b .f1 ougb t ustothis wa te ; f shed of h U 1 1 1 a n affairs is a sudden !enlarge~,ment o f

ou r a b il ity tc org anize .on a la rg e sea le 'th e proc esses b y

which one th ing lea ds b) ! a n o d 1 J e r ~ oureapacity, that is, t o .m ana ge !com ):dexity ,.But . we have c onc entra ted th is talent onth e o@ ntrol of physicalprogress; t he ; 'complexity c risis h as

'b een produ c ed b y ou r' loss o:f c O n 1 ! J t r o ' [ over jts h um anc o n s e qu e n c e s ,

Human be ings were bright enough to invent the interna.

eombustion engine, b um off g-. . .~in the open air, and

'b u ib :i sew ers to get was te out oftheir ownhomes; but one

thing;ledto another, andabaffling coadition ofairand water

S O



poU udO nreSll lh ed. O rg anized medi.cine succeeded in

len:stheni:ng life and reduclo:ginfant m . ~):rtaU tya nd h elped

c lle '8te a "'p o po la ti.o n p ro b lem ,' A g ric u Itu ra ] sc ienc e 'made it

possible to provide ,ev,ery man, woman , aod child in ' theworld a dec ent diet; oontroversy stiUm ge ·s over 0 1 ! U " evident

:fai lu.re to do Just that. T he seienc e and m a th em a t ic s ofm.ete~roII()gy improved weather forecasting, which

everyb ody lik es" , B u t th ey a lso w ill m ak e: it possib le to

c h ang e th e wea th er a . t h um an com m and and we h ave not y ,e t

thought nearly har -d , , e n . ( u l g ; h about the ethics, ofusing t ha t

power, M odem psyc h olog y .swept away th e m y th s th a tmisled Y',etcomforted our ancestorscbut still gropes (or

something besides drugs to p u . t m fheir plaee, Modern

mUlleme:nt developed. w a y s to organize I ! U g 0 numbers of

people i l l . loose orgamiza:t io .n;st that successful ly perform

, 'y comp lex ope.rat[ons~an.d produced. a n ,epidemic of

frusttadon about bureaucracy, even generated a revolt

sg a inst b ig ness a s such.

Now comes whet mall' be the most powerful and pervasive

tec h nolog ic a l c h a ng e; in h um a n history, A nd you w in b e

t he re , Themuldple revolut ions thar b e g a n jr r '1 834 with

Charles Babbag , e~ ' s i n ,V l en t ] iOn of an analytical ,engiue,

forerunner of th e m odem oom :.puter" and c ont inued wIth -

Gugl ie lmo M~coni"s wireless t tdeg[aphy , B ! ,century a go ,sta rted ,on qu ite dlffer;entttac.ks..Bul less th a n 4(~ yea rs a g o"

t h a t is ab out th e a ,vem g e; b irtll d 8 1 t e of th e people in thisroom,c om puters a ndte],ec om .Jl1 u njc 8 ltion s s t a r t e d l iving ' t o g e ; t b e r , , ,

converging ~o produces comb ined complexity, one

iinc r,ea .sing l y m re,rl ocked init e,rnanona t indu stry .

By no,w ,th .ey a re th orou g h Jy married, t hough hardly settleddow n, 'T h e m a rria ge of ever-fa ster da m proc essing w ith ever-

more-re l i ab le real-time commun i c a t i on keeps spawning

creative s y s t em s t h a t fransform our personal lives, our

natlonal politics, ourmiHtary strategies, ,and the world

' e conomy.



1 :0 ,m y opefdng eom m enr la st Sunda .y , I Su.,lles:ted t h~ t :

inlorma,t ionwHI bep~.atyin,g 'tbep,r,ima' do,tna' ' r o ,~e i :n

ec enom ie b istory th a t p h y : s i c i : d blbour~,st.on,e" b ronze, la nd,m inera ls, m eta ls, a nd enerwr on cep~ , aJ , y ed , ~and. tha t t h is

wou ]d r-equ ire us to rev ise all sorts of assumptienswe h a v e

tr eaJlf, ed as solid [because t hey h ad 'to do with t h ings ] bu. t

now tu rn out to b e fra g ile a nd flawed.

The trouble seems t .o be Uunwe have carried over into our

Udnk ing a b ou t inform a tlon (which is t . o sa y symbols )

concepts developed fbrthe Hl8lna:g'ement of~h~ngs, or

concepts S1 ! l c b a s property depletion, deprecia t ion,_ ' . '_ . ' = - =

I ' k ' " " ~ I _,J ..:In1.on() 'p~»ly,m a r s et ec ononuc s, c ra ss Stru g;g .ie:" ,a nu top ..YOWlll

leadership .. T h e sam e is, true of mach of our ~,nheri t ,ed

th ink ing a bou t priv ileg e discrbninaltion, equ ,hy l andfsiraess,' T I ' h ' ~I' ' ' ' ' ; o(!' 1 1 know, ' 3 . ' erettv c . .. .morehen c;,~iQo list 'o'f' ' '' '' 1 i ' I, ' I ·m · · ' . . ~ ~ ; I · · n o ',~.l~ t~~l~J , J j , NIl.' '~'V", .-_ r~~. t , ' J "V....... v . " _ ~ ~ . ~ ~ !!J. '~ '" ~ ~~I~ - ,-" ~:I ~__;'- l U ' J l . . ~~je

eoncepts, but I m ean. ql!l.ite l i teral ly wh a t I am . : sayi :ng .

F o r a start, it helps to s.top treating informetien a s , just.- , - t '- h . . l h ' ' . ', - - - r t · · - f " - - . , , . . , 'd " " " t y - - - ' · t l '" - - " ( 1 '- - . . ' - b - ' _ . - - ' I 'I'j I' ,', '/ -' 'I I ' I I!': ' 'c :, 'I' - ",:' :_, 'I' " '_ . r '''',".: .',,-'.," r L, -~_.',_, , ! I' (', 'I: ' i ' " : ' _ '_ ' ' . ~ ~ . , Iano "er ".~.ng, ttl so. . o. CiOmmo .~... WJ. 1 pseu u p.. y S .I , c a , .

- _" = - -

pr'O p erties,m l d look h ardinsteed a t wbat ma k e s it :50 special,

For information" the product of h um a n bminwoirk ~;s

m ndam entaU y different front a n isp[\edecessors a s

eivilizatioo's dominant resource. (I mentioned earlierthese

six categories of diffellen.ce; [will now rehearsethem mere

s l,ow~y , . wi th a little more explanation and a ~ot more

h . . )! emp .95,15. • . • • .

I. Unlike tangible resources, imo'rmatiol l , expandsas it isused, Ieformation fends foward glut, not scarcity, Our

cemmon complaint a bou t iufoIRUl!tioo is not skimpy rationsbut o v e r i o a d .

2 . Information, as ~t expands, is less hungry IDorotherresou rc es th a n were th e ea rlier eng ines of econom ic g row th .

By a nd large., th e h ig her the tech .~ , tbe lesswastefulof energy

52



a nd ph ysdc al raw mater i a l s . C om pu ters, for example , g et

: s : , m a n e r " , m o r - e powerful,lnduse l e s s e lec t r ic i ty , all a t t h e

sam e tim e, A frlend ln tb e a 1 : u n d t : d u m iodus t ryhas cha r t s

and c a lc u la tions to sh ow th a t. th e sma r t e r th e m e ta l" th e less itwe . i:g hs . N ,o t" 'th ,e lim its to , ,g Iio v A h," but som e th in g m e re Ulc e

" th e g row th of l im its," is th e essenc e of m odem eeonom te

bis~ory.

3 . Infonna non is su b st itu ta b le, I t c a n a nd inc rea sing ly does

repla ce la nd, h lb ou r" a nd c apita l. Inform a tion workers, using

eom pu ters h ook ed up ~o worldw ide telec om m u nic a t ions,don't need much ' n e a l estate to do their work, Robedcs ,

automation, and eom pu ter/c om m uniea tion offloe s ys , t ems

displa ce not. o n ly :fa c to lY and ag r i,cu l tn r,a J [workers b ut wh ole

levels o C midd l e -maaagemen t work a s well , Any ma c h i n e

that can be put to your use b y 'compu.teriz.ed commun i c a t i on

doesn't have to be in your ovm inve.ntory.

4... Inform a rion is, ~eadHy t ra nsporta b le a t, a lm ost , th e speed

of U .sb tm dl ev ident l b y telepa th y or pra yer, m uc h raster

t h a n that. Hencethe 'pissin.s of remoteness, wh ic h b ec om es

m o re am a tter of persona loh oic e th an g eog ra ph y,

),. Info['m a ti:onis pOfOUS, tn.ms:par-ent. It leaks; it h as an

inherest t e n d e n c y to leak. The mo r e it leats,iliemore we;h a v e, a nd th e rnore of u s h av e it, T h e ,stm i~ j.a c :k etsof

g overnm ent c la s:s.l f ic a t t ion , tra de sec rec y~ i n t e U , e c t u a l .

propertynt:bts" . and, confide.n t iaHty of all k inds fit very

loosely on. th is restless resource.

6. . . ]nfQmmtionis sh a red, not . exc h a ng ed, It may look . l ikeao

ex.chan,getransacuon when someone b u y s , a book, am a :lazm e~ a softw a re prog ram , a s :vmbo~: ic ,ane~ract ' ,orperm ission to access a da ta b a se, H u t wh a t is b eing b oug h t o:r

sold is the deliv,erymechanism; a n y message delivered is

also : l I e m i n e d bythe seller, who shares it with . the buyer.

53



T he inform a tion resourc e in short, is different in k ind fromother resources. That doesn't me a n that th e marriage of

d · ' I ' " . . dcomputers ,an., te €lco .Dlmunicabo .ns , erea tec new norms .

WtHtt, it doespresera is new opportunities, ,and for lots more

people,

O u t th ere intib e m ark etpla c e of idea s, this expandab le ,

e,nergy~st i .n:gy ." substitutable, trausportable, leaky" sbadnaresou rc e doesn:'t in itself resolve any ofth e anc ient puzzles. :J,L.m;,n,t '~"'ll~,m'! '!I1 '1 ., ' i E J j I D I ' , d l reseonsibilities A ' Q,('i:C' :~,Qtiv su dden IV1u.lJvu,t,.IJj'~.'.Ja~, _ I... '_-_'. ""I~.~V J~.IlI'_'LI,I,~,_-.lL,_·'" . _'I~V_ ...Ii'~-,J ~ i~, .,~"lJ'

deb in illfonna'tion is not necessarily fai:rcer or 810re

exploitative, cleaner Of' dirt ie:r~ ha.p,p, i.er or unhappier thanits

industri.al and agr icu l tura l predecessors, The qnality,

.aO C Unley , relev anc e, a nd u til ity of inform a tiou ete not

givens, Th ey depend on who uses this newly dominant

resource, how astutely, for 'wha t purposes. W ha t is d i f f e r · e / O i t

is th a t i l l ionnaUoR is; in an sorts

0 , 'w.atys, m ore a c c essib le to

morepeople than the world' s k . e y resources have ever been

before.

It wasin the nature of th i :ngsth .Ql t the 'few had access to k ey

resoureesand the many did not The inherent charaeteristiesofphysica~, reseurees (the natura~ ones and tJloisecreated by

h um a n b eing s) made possib le th e d.evelop,lll.e;nt of h iera r ch ies ,

of power based on contro l (of new weapons" of ,energy

, sources ." of ' t f a ! l ; S P O r t veh ic les, of 'tra de routes", of D l t \ J r k e t s "

a nd ,e ,spe cia Uy ofknow[edg ,e} . The y a lso m ade possib leh ie r a r e h ie s c f inf l ' u e n c e b,""ed o n (:,A"""',t;II<f"i1J '~ '1 ' ~ ' ,Q O r i? 1 1 I V ' : h ;I t> , . ; " ! I E~...,lh...,'.. . I I . ' . , . . . . , . . ' . ......g'"'~, .... ~ .;:!'!;.!""'.!!'!;.i\'>,",,!i .L~....u~,,",,~.u.,ovJl

cl,3JSSbased. on ownership, b iera rch ies of priv ileg e based on

early a c c e s s to :particn~;arpi.e( ' ;es of 1 8Jnd o r especia l ly

valuable resources, ,and hierarebies of pO~jtiCiS b a sed on

geography,

Each of these five bases for hierarehy and. dlscriminadon is

ermnlbHng;today because the old m e a n s of contro] are ,of

d.windU ng effic iency . Sec rets a re balder a nd 'h anier to k ,.eep"

and ownership, early arrival, i lndg,eo,gra,pl tyare of declining

54



im :porta noein a eeessing , a na ly sing , ,m d using :t l1eknowled~eand wisdom ·thiltare the really valuable ] :egal 'tender of ourtime,

The seeial faUout of sc ienc e req uires an enormous range of

new kinds of decisions 'lobe m a d e b y ; s o , m , e b o d y f r om daylo

day. My grandfa the . r didn't regard b imseI f as responsib~e for

r , o o i a l i o p p r e , s s i , o n or v iola tions o f h um an rig h ts a r o u n d , tb eworld, 0[' 'the plight of the; cities". 0<[ oth er g aps in wha t

B,en ja :m inFrank l in once ca l l ed t he : mor a ] science of h is time,

Grandfather did not need. to have a opinion on Iegalized,abortion, let alone o n . whether scientists ought to reach into

people's a na~oD 1 !Y to induce mutations, in their g; ,enes.

Grandfa t he r read Ju les V em e end prob ab ly a s s umed f h a tm an wou]d , som ,eday re'ic h th e M oon,b u ,t I(th oug bh e w a s a~ !a w y e r a n d (f lJpohi ' t ic i lan) he did n o t think hard about c[ ,eal t ing

law fur outer s p a c e and ce tes t i a lbcu :U,es ,a ; s m have had

occas ien to do. 'N or did he worry , about th .e test ing a ndconsrol of nuc lea r weapons, or b rood abou t insuranc e a g ainst

nuclear acc idents . It did not eventreuble his eonsclenee tospray his garden with pest-killers; their lise was neither

widespread 0.0.[ efficient.

But now"w,e a re quite sudd.enly in the presenc e of m ac hines

and. dm,gsmd. procedures that ' c a n . change the balance ofnature, r u m . t h . J ! i h ume n env ironm ent, activate or t ranqu il li se 8 .

teena.gl,er~a l te r hum anpe f~ona l it yl l ra ise or lowerintelligence,

enhance orimpairmamoty ,and ~ , e a r n i n , g " make births morevarious, or uniform, and extend. th e very frontiers of deeth,

Human. beings are now more responsible for their own.

evolution t han N ature is,

Machines aretaking over most of ' t h e work t h i m t . "unskilled"

work ers u sed. to do;. newwea po:nry h as M te lle d th e ar i thmef ic

of w,ar and the strategies of peace; new means of transport

d•·• k e ] d·' ld . . . . .• d- Aa n _ . ,c o m m ~ u n u;a .h o n sm !a l· . ·e .~niJVl:i.uwsmar,e: In tependent ,

and cldrures and societies mereinterdepeadent,

. 5 5



Beforethe scientifle revoludoa in farmin,g, snd medicine,

'there 'was not. effect ively a "w orld food prob lem ' or a "wor ld

b ea ~ th ,prob lem ; th ere w a s Ju st a n una voida b le prev a lenc e of

sta rv a t ion a nd disea se. N ow th a t someth ing , c a n be done

a b ou t th ese a nc ient a ffl ic tions; dec isions h a ve ' t o . b e: m a d e bysom eb ody 'to do or not to do that sOimetl l l11g .

The new dec isions do not seem to b e a subs t i tu te for the

older kinds of decisions t bey are net a ddit ions ito the

qlullttum of pub l ic re sponsib il it y . Ti le e~x:tm.ord~:naryrowthin th e num b era nd pub lic im porta nc e of dec isions to b e m a de

'·~11 • 'i~· d s of .'. .... 'd ' •W~l!l reqm re new ..a n . - I S 0 o rg .8!il. IZ B uo n s, manage , _ 1 11neww , a r y s ,'b y new k inds of people, Here, in: s um , is my , a r g u m e n t :

T b e '(.1 Ir,la nj:m t.~ onsthat ,g et th ing ;s, done a re no longer

h iesa reh iea l py ra m i ds w ith IUOSt t : of th e rea l OO:O l t I lO ( 8 J t thetop,

T h ey a re system s, inter la .ced web s of ten :s~ .on,in which

OOn.tfO] is loose; pow !er diffu sed, ,and c en tres of dec ision

plural . Decision"nlakJng is, a n inc r,ea sh tg ly intric;aJ,te processof multllateral brokerage both inside and oetside th e

orgmiza t ion which t h inks it h a s th e zesponslbl l i ty for

m a k ing or :a t [ea st a nnounc ing , th e deeislon .

Because orSm1~zationsa:r-eflaUe'r, morehorlzontal.theway

th ey a re g overned b as to b e m ore 'ooU e~ ia J, ec asensu a l, a nd

oonsultaJ,t;ive,.The td.g g erth e prob lem s 'to be tackled, the-more

rea l ,nea de,[sh ip is diffused and th e la rg er th e n.um.ber of• - :: _c ,-t:,<It.. --"CI-----i}'-:'· ,·ft"'f· ·ftt..c ••• ,•• ••• '" ' r ' k ' . . 't·.·tT ·~ ·c .,.. :_ad ispeop.~.eWnO c an exerc ise h~[ ..m e y war a ~,I~.,~le uenc IS

v isib le in ' totaUtarian a s well a s dem oc ra t ic soc ie ties.

"C e lleet ive l .ea dersh lp t" and eemm l t t e e workue noteonc lu sive ev idenc e of dem oc ra fic feel ing s. They a re

im pera tiv es of b ig ness aud eompiexi ty ,

B ig ness a nd com,plexi ty : o r , e : a lso b lu rrin g t h et rad lt io .n a :l , l i n e

b etween "pu b ~.h .;::~ j'nd "private", Theman a g e r s of "pr iva te '

enterprise , profit or non-profit , k eep m o ving fiu rtb el ' tow ard

5 : 6



'th e c onc ept thatthey a re responsib le to people- in-g enera l,

and the:reby bring gcvemments more inte their affairs. ,At

th e sam e t im e, g o ve:nxnents fa rm ou t to tb e p:r lva t :e sec tor ,a

growing proportion of 'the public business. No large:ofi,a niza tion, w ha tever its formal '~'wnership, win b e able to,es ca ;pe it spu 'b J i c responsib il it y .

T h ey a re m a nned, th ese new-sty le pub lic -priv a te h orizonta l

sys te 'ms, b y a, newbreed of m err a nd (inc ,rea sing [y )w om ,en.

Let 's 'caU~hem th e pub lic nea d,ers~peoplew ho m a na ge puibUc

respon sib il it ies w h eth er ia pub llc or priv a te org aniza tions,They climb ladders of specia l ized ,achievenI,ent,into

positiens that require t hem 1 '0 geth all foge thee ; Their

administratlve style has to be adjusted to an envlronmecr

which is In described by drawing squ are ,a nd static d i a g r ams

on '~ .wo~dim .eDJsiona lh a r ts; i t . feelsm ore lik e a . c ontinuousc h em ic a l rea etkm in ,a ,Hquefied. solut ion. The pubUc leader

enjoys, c om p lexity or look s for som e less dem a nding : l ine ofwork,

If what iswrong with modern society is the weakness of

m ora l sc ienc e a s Ben j amdn FrankJ .in. guessed 200 years. a g o "

th e pu ,bU .c lea ders w iU ' c a r r y th e m a i n responsibiHtyfor

m ixing va lues, 'w ith 1 e ehnolo g y . In soc~eit ies b uU t m ore and

m ore on la tera l rela tionsh ips, it is a lrea dy tim e 'to rev ise P au lAp'ple;by '~;sfMnOUS, definltien of "pol icy," which applied so

wel l 't o , i 3 J h iera rc h ic al c u l tu re. F o,rA ,pp,I,eb y, polic y wa s 'th e

decisions, that are made a t your level or higher, But for 'the

publie leader ofthe future, policy will be mostly his or her

own sense of direction modif ied b y negotia t ion with his ,or

h er peers . .

It is too easyto describe the leaders of th e fu .tu r-e a s c h a n g e

a g ents, a c c elera ting c h ang e is th eir destiny , a nd lik e it or not

tbteywUl beits . f I lgents. . Itwil] not be aeomfoetable ro le •.

Picking your way through the jungle of complexity and..~l~· 1"" 'I ' · l l t Lm a x m g u p your o w n P 0 . I J . 1 . 1 C Y a sou . g o a t o n g , you wu ' nave

.57



(~hosewe. l ' ,e th e Commun i s t s ' , s tock~in~b' ,a ;de) ,but b y ra pid~ y

sp.f1 ea d:lngInform a tion a b ou t neig h b ou rs who were ob viou sly

g ett ing m ore g oodsa n .d services", mo r e fairllessin

d " ' - u · · ' b - - ti - r th - - - -d ' f l ' c : - - - - - - - - rante -- r hum -- riah ts'1 . . ' 1 - - . " '1 ' I ' , ' . '1 ' i . : · , ' . ' , . . . • I ' I ' , · " ,'i' :!,'I',: -. '.' •.•.. . i l l ' "I ' I ' . ' " : . ,_l,s _.] c U_ l . n ; 1 . _. e m , an .lnner luaran ees (). ..'UIllan rl,l.1 S!I

th an th eir 'Q'\Vn b osses ,a nd planners, seemed ,able to deliver ;

Shardy b efore ev ery th ing broke loose, ,eight years, ag,o, . I

h ea rd tw ,o s~ ()rlesth a t became, for me, me tapho r s , for whatth en h a p pened: On a v isit to th eM iddle Ea st , ] leam ed a b ou t

a 'young aony 'c a pta in wh o 'wa s passing h is t roops in review

b efore a g roup of v isit ing dig nita ries. In a t conversa t ioaa ltone of voic e. th e y o U ! O : , g off icer gives th e order: B a r!U aH on

march, An e~dedy g~nen\] [ems over togiv,e the junioreom m ander a piec e of a dv ic e: '~youh a v e [.0 sh ou t 'th e order,

so they aU sta rt a t once!" T h e youn,g , m an rum s b a c k[ie,spectfuUy to th is rel ic of th e a g e ofa .dminis t ra t ivepyramids: "'If s aU,.ri ,gbt , General," he says,,~!~the:word wiU

g et around,"

The other story came out when ] talkedto the bead of the

West Germ a n Udev is ion stationin Be;rHn. ." 'Have Y01[ . lheard

a bou t D resden? ' h ea sk ed m e .. P eople in th a t im porta n t E a st

German industria_]. city were .b av ing 'woubb~~g.ett ing:a decent

sig na l to rec eiv e W estern Europe's a nra c t iv e c o lou r T V

programs . (The t r-ouble was tOipo,g ,aphl~cal , .not jo l i t icaktheci ty is in a val ley.) A s. a resu lt , peopnein H ast 'G e,rm a ny w ere

refu sing to ta k e Job s inDresden .And 'whenever there was an

a t tm cdv , e TV sb ow~ lik e a W,orld C up footbsll game, to

watch, many Dresdenerswould Jeave th e c i ty on gas-

guzzling missions to find a bar ora relative's homewhere

they eouldwateb Western television 'with.outinterference,

The East German authorities, accord ing to m y Germanfriend~,tookjneentory of all th e repressiv e measures t h e~y

could th ink: of to dea l w ith 'th is si tuat ion, a nd c arne up em:p ty .

Wha ! t did t hey do? T'hey bui l t , Just outsid.e of D resden, a

high tower 'W i th a j r a n s p o nd e r on it()P ~ to c a tc h W est

Eu ropea n. T V sig na ls a nd b eam th em down into th e ,c i~ ,. so

59



th 8itpeop~ e in D resden w ou ldn 't fee] d isc drnina tted a g a inst ,

t)om,par,edto otherEast !Gero'ulllls"bybeing unableto wa t c b

te~ .evbdonshows fr-om th e Western dem oc ra cies!

T h .e w iord is ge t t ing 8110und th e world, W h a t sta .rted to '

u nderm ine th e aging ru lers of C h ina until th .ey dec ided to ,

eraek down was th e u nstoP P 8 !b le k now ledg e 3imOn l , the i reduca ted . y o u n g people a b ou t wh a t 'wa s happen ing elsewhere

especial ly : i . n Ja pa n, Sou th Korea" T a iwan, Hong Kong , ;Eutd

Singapo l l f l .Wba t c a u g h t up w ith the C em m unist lea ders ~n

Ea stern Eu rope a nd th e' Sov iet U nlonwa s wh at w a sg oing '011

in th e dem oc ra c ies of We s t e , r , n . Europe and N onh . A m eric a ,

T h e news :readUy :~eaked eastwa rd b y word of m onth , b y th e

stories oftravellers, b y th ew rit ten w ord , b y lelepilon.e ,and

f a c s im i l e and espec ia l ly b y ra d io a n dt el ev isio n. F o r Eas tBm opea ns~n th e I i980 ,s~ T V b ec am e ,a n '~envy·~'thy~

ne i ghbou : r "macb in ' e that b red in tolera nc e of ~oot~d:ragg;in,g

and co rrupt ion b y their own long ..t ime leaders.

En. ,A~er i canpoUt~ . c ; s . , too , theperfomtanee of .ou r wodd

neig h b ou rs' pr:odnc tiv ity in Ja pa n, h a rd m oney inflGermany ,

universal h ea lth . insu ra nc Je inD C anada l! a nd so o:nwas

deb a ted, not o n : ~ y ,on. elec tionpla tform s b u tinm HU oP J3 of

iiv ing roorns: a nd. b ars a nd ooffee shops a nd 'board rooms

: IC f iOSS the country . A nd th .ea nsw er from th ese de babes c a m e

th undering b a c k . from a l l sorts of A m eriea ns. jn a n e c ho of

Rea,gan.esquer.h .e ' tor . ic : : Wb atev ,e 'f e th ers c a n do wel l , w e

su rety c an ~ool:

The resul t? 'O u r b u siness lea ders h ea rd th .e c a l l and,b e e i n n i n a ' ; 0 . .1 ' ~ ~ l i I e · ·1 ( ' 1 1 8 . · · . 0 . · · 0 ~ U .'S··• · p · · r n d , : · ' " l l o . · ; · I · · v . ; i t v 1 I . .g·0''iI'n-· ... c l im b"QJI,UI.-1 , e l~.' '_~LI,_. L lJ '7,!._ "I~ ' ' _ _'il_ lill""V" __-~~"="~"-'J lJ~bQ., I"v ~·,l.l, ,'-,'

aga in . The po,Ht:i",~a]eaders in both par t ies b ea rd 'th e c a ll,

a nd a re now serious a bou t b a la nc h1 :g tb e fed,eml bud.get and

doing so wlt~lO 'Uj tsta lU ng th e very educ a t iona ] opportullit:~!es

t lf l tatenab led semany pecpletemake th at ea ll effec tive,

60



Something similar is Dalppening in many parts, of the

developing WO[ ld, th ose wh ere th e wo r d , is, g ett ing a rou nd,'

In B ra zil; Arge . f l tma , and.M.ex]co, in . the crescent of sm a ll b u .t .

feisty' economic tigers from South Korea arcund toSing apore" , in pa rts of Sou th . ,As i a a nd 'th e M idd~e B a st a nd

A f rioa " g overnme nts ,a re ,eith e.rre:.sponding to pressure fr-om

their people for more fairness, or (sooner or ~att.er)are

dis:p~,acedby younger aad more deternrined uspirents for

power, ,c la im inlID spea k for the d l i s advaD r8 , ged .As the word

spreads about whet might be possible, the spreading word

everywh ere c h a lleng es th e com fort a nd tb rea tensth e powerof lea ders not rea dy to ~i:stenand to mov e OU.

It seems, ' i tom, thisrecent and 'turbulent history around the

wor ld , t h a t t 1me toughest dilemma, which reformees f a ce

everywhere is how to educate their 'people, especially their

young lPeopb:~:.!!wittbout.persuading them to upset ' thepoHuoaI

incumbents, Wben]t eomes to poli t lcs , i l t seems, peoplewhoth ink, are aeterlously ornery and inventive,

I t doesn't even seem E O m a l ' d e : r v ,ery m u ch wha t young people

h a ve b een tra ined to think. abeu t , Part of what they learn. in

every field of specialized mowle, is the joy of creative

choice. If freedom to cboose is so obvious ly essentialte

th eir spec ia list lea rning , if's no b ig step to the ccOnvtctionthatfreedom of'pelitieal c h oic e is not only a ttra c tiv e 'b u t m ig h t be

attainable ..

That is why the sp~ead.ofknowledge around the: world, b y

fo,nna1leducatien and even more b y modern iaformetion

technoIogies, is so revolutionary . i n . its effects, Tha!t is 'why

'these pyramids of power, wealth a n d ,discrimination, whichfor 80 long look ed lik e Im m ova b le g nm ite, a re tumin__gout to

be morelike porous sandstone, crumbling under pressure,

So, 'what has produced,9Jmcmgth.e followers who are

l e\ (}dlng the ir leadersworldwide, this nea r . .g loba l caoophony

61



of c h ang e?' M or-eth aD any th ing , else, I th ink , the essential

dynamo ,at workhere is precisely the spre'ad of knowledge,

th e im pa c t of ge t l t i n§ ;mUUons of people educa ted to think for'

th,emse'hl,es, and 'to learn and use modern ~nfomul ! ! t i on

syst.e,ms.Eacb of you is pan 0:( tl1isiues:istiblem.oV'e:m,e;ln;

indeed, :m yg ,l1 ess is, th a l many of youwere drawn to this,

Leadersh i,p prog ram b ec ause you ' f e l t . som eth ing very

lUr[ponanlt. wls,g,oing on inthe wodd 8 ' m d you wanted to

I lJDd,e: rst3nd it b et ter and b e som ehow a ,part o f it

The people pow,e1rthat h as b een c avotting onth e wodd sta g ,€ ::

sinee the summer of 1989 bas had reolarkably little to do

withthe c u s t oma r y measures of p ow , e y " with weapons , a lRd

a rm ies and g ro ss o H ,(tio n a i product , MO [ i e th a n a ny th ing else"

th e pow 'er of idea s h a s: b een in pla y . So it b ecom es m ore and

more importantto uaderstand whe really makesthe policy,

who and wh ere andwhen and 'espec ia l ly wby.

I have now diseussed rthis puzz]!ement,and listened to'

debates a b e u t it"sU over the 'UnUed States and ill a " good

many countries on three contineats, One tlldn~ at leasr is

eleartc me;~he notion that poliey is made at someth ing

called the top, by well-knowapeople eaUedl ,eaders!" dies,

hard.

Some usefulwords of wisdom, en the subject are ,contained

in . that litde red book" The Th,oughts of Chairmen Mao. The

'booklet that is, no longer being banded to tourists b ya:u,thoriti '6S ,lit. a irports in China, The booklet contains , 8 1 good

deal of warmed-over ' Lenin toge ther with some editor's

effort: to rew rite :nu g g ets, of aneient C h inese wisdom soa ste

make " t hem . sound mo r e like MarxisRl.. But file Thoughts also

eontain somepassages ofpracticaladvice from ,a.cr ,afty and

experienced leader who!"~,ike it O':I'n.o(, put: together the;

largest oo'Volu 1 tionnworldh istory ...

62



apex o f a pyramid~ the experts and !c ('Ji,mm uni,ty leadersin 'th'e

mldd.~e,and ,ev ,e~body else , a ; t th e pymm~d':swjdebottom~cB ' '. · · b . J ~ . ' I . , . . 'h " d ' . •, ' . d,u t i.n.a n , o l:o u 'Y~ . ln ~ C . lla r g e,90ct,ety,w!, ere : . •. .c~,su:n:lSa r-e m a c 0

by c o n s e n s u s a n d commi t t e e w o r k r th e py ram id ~ s upside

down.

Tha l t i s , 'why "after Reagan was sh nt in I 9 '8 1~h is Sec re ta ry of

:s.~a \teA lexander H :a ig g ot so mu c h pub lic ity ,m ,ost of :i t

l !UlfavOuf,ab le , b y annooncing f rom. the White House, ~ "Iam

in control here' That s t a t ement produced neither reassurance

I i,or anger ftonl.the Amer i c an people, it produced , s o ' m e d d n , 1 ;- -

more l i k e n e - f V O : U S , l ~ u g h t e r , a s ; in w a t e h i n g T l f i I e a r t r e of the

Absurd. W'f!;"the American people, know b y educated

in stin ct t b a Jl t in a pl1lJra~js ti .cdem o erac ) ' no one is, c a n b e, or is

~~ren supposed I,A b e "in eontrol h ere ""~'~" I~I--.'r':--v~--'-; Lv ,_'~~ ~,.. ~ . _ ~ ' I . I J , J J J L - " I . ; J I . , [fl.\J, . l~ " ,

By eonstinnional desi~n (best deserlbed lathe 'wri.tings, of

James Madisen), reinforced now bytbeinforma;ilio:n"ri.eb

envi fonm.ent"Am,er ieans live in a nob ody ..in . .c h arg e soc iety .

And, in more and more eountrles high poUcythaJ t is to .say,

M~jor changes in s(iJd'e'ty'~ssense of dlreetion flrst shaped ~ : n .

aninc h oa te consensus b y th e: p e o p l e a r , tlarge.

You can fe ladUy thlllk of examples frOIlt your OW :O .

experienee and your own rec ent ob serva tion. A s a spur 'to

th a tfh ink ia g , let m e g ive you a few exam ples of m a rjorU "S,.,

polic y sh ifts, in nty ' O w n liv ing m em ory ,

O ur federa lg evem m ent wa s c erta inly th e la s.t to lea rn

t h a l t the warJn Vietnam was over, beeauseIr was , lost.

Everyone elsealreadyknewthat.~·Ri,ch.ardN~xon ,ud his imu1:edia te staffwere the last

10 tumble to the fact that the president h ad fum b led h is. way

ou t. of offic e.

The fidal waves of social change in my lifetime,

, e ' l ] v ] : r - o r u t l l e n t a J se'n sh h d ty , , c i v i ~ . d-8hts, for aU races, th e

enhanced sta.tu:s of wOll len,reO(} 'grddon. of the rights of

64



wC lidm :tslnd consum ers, and sman i : D v , e s , to . n i ! , .w , e r e n . o t .

g enera ted b y esta b lish ed leadersIn g ov ernm ent, b usiness,

rel ig ion", or ev en highereducation, T hey b oned UPI from th e

people, with the help ,o f new, oftenyo1 !lnger. ,. leaders who had.not previous~y beenheard f r om ,

The nuclearpower industrywas derailed b y th e very

large num ber of people who sensed (from informationa . va il la b l e~o eve ;,ry A m e ric an ) i l iatdl ,€; experts h ad not donet;h ,eb h om ework on. nuc lea r sa fety , on nu clea r prol ifera tien,

or on th e disnosa l of ra dioa ctive w aste, yet were trying to

push this: B , ew source ,of energy down the people's throats , .That is why t h e r - e hasn't been anewnuclear power plantsrarted in th e U nited S,ta i~ e'siO r[a g ood dea l m ore th a n , a t

liene rB! lti ,on • .

A m eric anwom en :h ad , s t i o : p p e d :having: so :m ao,y b a b ies

~ ong b erore c h urc h es ,and school boards and go,v,emm.entplM_ners,andmarket .Q!JJ!_alysts~justed t l1.elr th ln1\dng 1 1 : 0 slew-

S f ( l l l N l t h assumptions,..Lots ,and lots ofAmenoanswere opting for smaller

c a rs 'wenb efo:r,e' D etroit c a ug h t OR, c rea t ing a va cuum

e-agedy filled by Violtswag.en andHonda and T(J'yota.

P eople-in-g enera ] were m ov ing towa rd an ,ethic of

q 1 U a ' l i ' t a lt iv ,elfl} 'w1 llw bU e ~overnm e:nt a nd b usiness leaders

were s:dH s tuck in 'th e q_uantitative g roove, m ea su red a nd

s.ymbol~2.ed b y ,GN P.Some futurists were sugg,es t ing: that W~ ceuldrun out

ofpbys ica l resources; rememberthe famous I 97 2 report on

"The L im its to (,row tl1 h "?' Yet it tu rned ou t th a t itw asn ''t so

m uch th e l im its to g row thwe needed to worry mos t about, it

w a s the l im i ts we were pla c ing on ou r h um a n im a g ina tion.

Jeremiads about resource shor t ages continued to be

publisbedby experts evee after most Americans haddiscovered, wi1thontth .eorizing, ab ou t :U , t h a t in£ormat ion,

which expands as it is used" had beeome our Rat ion 'sdo,m in ant resourc e as It now is for theworld.

65



I eouldgo on ood on, but 1 won't. Yon can sprinkle onllto

taste, iUustraJt~onsfrom your own experience, your own

reading, your ewnthlnking,

What seemsto happen isthls. If 'tile policy ,ql)esti~on is

h uportam t enoug h . people-ln-g enera l g et to th e a eswer first ,

b ec au se infonB a tion h a s . spread abou t .a t new th rea ,t , a . new

technology, a new idea. Thenthe experts, and pundlts, the

pollsters and labourl~eaders,th.e l awyers and deetors. jhe

b usiness exec utives a nd. foundation offieera fh e judges, andprofessors, th e poli t icians and publ i c" executives (m any of

themafflicted with hardening; ofthe categories) catchup in

jerk y a rth rit ic m oves w ith what ou r Supreme Court c a lls ~ ~ a n

d libe .' oeed ".[1 rate spee ..

The comenunicatioas media serve as g:a!te.keepe:rs, moving

informat ion fbom spec ia lized sourc es to the g enera l p1 !lb U c~

where it is th en c irc ula ted th roug h ra pid . . . , c d : n g~n t e l r p e r sO i n a~- -

networks, of which tile most powerfu l is, stillword ..of...mou t h ,

An·..I '''''ilj''~V ~1!,.""tfiI, whe n + 1 1 " ' " 'p.ol l : ; ic c,vd · e - c - · : ~C ! : · I : " ' ; · ' 1 ' ' · 1 " lena since m Ii'li~.~___~. ""•.IIl" ~Jl.".dL~:!I.... 1 1 . . . ' . ' l.Il ..,.. ; .. h ',J '. '. ~ "" .....,u, , "" .. '._0 ,;:;!"L."'II;i" .. ,~. ! i . . I~

al ld tbe experts h ave .in · e o n s e q 1 u e n c e : donethe p rog r amming ,

wd:t ten the editoda ls, r.a ~sedtbe I D o : n e : y , p.alnted th e

directional signposts, and s t aged the .appr-opria.te media

event, enly th en. do th e pub lic ity h eroes and heroines. eome

forth (:tbe people who are well..known forth,eir well-

k nowaness, 'th e people th at P ' e . o p l e nla g azin.eil ilnk s a re our

leaders), to cUmb aboard the departing trainas itgatbersm "0 ' m en t u m , ? I J I i I ' d · . · · 1 a n 1 1 ' .O~I I ! ' I ' l " '>Q fo r '"'II J to h ea r ~ '· IJ..,e ·:ew . ,d;r'A.l"l't~Ji')inl f - ' r ,._.._ _, .U.i._ _ _ ~.~!!', ~!IJI, _. .' .. <".IU.Ji,"'.... Iv·. W. . '. '.' .""\1, U.ll . ,I, ' .. '. . ,It. _ .~.'U~• 'V

m arc h , spea k ing , of confse,by telev ision from th e :sa .fety of

th e c a b oose,

U~S m ore and m ore ob vious, th ose with v isib le responsib ility

for leadership are nearly a~ways.too visible to take jhe

responsib ility for c hang e". until it b ec om esm o re da ng erous to

standthere 'thaft 'to move on, It is not a : newidea, ~"Iama

leader , "Voltaire wr,ore,~~therefo:re l lnust .1fonow. '"

66



The lessons from this ups~de down p ynuD i l d are more dum

obvious, I m n conclude this section with two ofthem,

F irst : M ao, h ad it right, Don'tthink of yourselfas s o m e o n e

,ano:in~ed (by your ownmea to rs Of' sponsor" or by your own

,am Jb ition) t o' tell " " t b e p e o ' p : t , e " wha t ' s g ood for t h em . Instead,

work ha rd at t h a t "dialectic,' t h a t tvvo-way commuaicatioa

bywbic-h you learnwherethe folks you're concerned aboutw ;a nt ~ o g o , ,a nd th ink hm d ab ou t b ow to h elp th em g et th ere.

Second :\Vhe;n you have thought through fhe directions in

whi ch you want 'to l ead , don " f t wa i t , around for som e b ig : sh ot

toanoint you, or appoint you, ' ~ O 'a position t h 8 1 t makes youlook like a "leader,' More and more of you, I predic,t,wiU

prefer not even t~o search for a : job in an existin,gor-ganilzation. Instead, you will deslgna role that you want to

fill" invent th e org:anizat ion you think : i s : needed, and get t , { ) o

work w ith your own self-sta rrer; u sing y ou r' ow n exeeptiona l

talents, brainwork, and nervous energy,

THE GLOBAL,FAlRNESS REVOLUT'ION

It is because informatlon has become t S O dominant a

re so ure e jha t e da e a tio a In jhe skins n e e d e d fo acquirein terpret , a nd process. infonna tiona ndth e a :t t itudes. n eeded to

fhreadbits of knowledge to~etbe,r to solveprob~e.ms~is today

'th efoundadon for sncc ,)ess,,"i l l dissidence o.r governance , For

individuals, groups~,andwho le so cieties,

'What doe:sthis easier, wider ,acoessibiUty of usefu]

in format ion imp: ly fOI access , lathe power a nda ft lu eD c e thatknow'~!edgebrin__gs.in its wake? Theoretically, art [east"

compared to things-as-resource, inform(lti:on-as~r,esour:ce

should encourage;

67'



The spi.rea d~nl of b enefits ra th er th an. th e ,conce;ntration of

wea ltb (inform a :tion.~ :sh a rder to h id,e ;ood.o' b oa rd, IIId , c a n

be m ore readily sh a red, th a n petrol!eu 'm ,o ir g old or land orfresh w ater); a nd~ , T h e m a xim iza t ion of c h oic e ra , th .er thlf td1Je suppr-ession of

diversity (die inform ed a re harder to reg im ent t l lan, th e

uninfonned) .

In th e industria l era ." poverty wa s expla ined and jnst j , f i Ied b y

shortages of tbingsr there justweren't enough minerals, food. ,

fibre, and manufactures to go around, Lookedat t h i s way ,th e resou tc e sh orta g es were mere ly a g g ra v a ted b y th e

proipeflJsi~yof thepoorto h a v e bab ies .

In fhe Informat lon society, physical resources ar-e elbowed

ftOID c entre sta g e b y il1 fom la d.on, the resource that is harder

forlhe dchand powerful to hide or hoard , Each of th e

b a :b ies,. poor or not, is, b om with a b ra in. T h e co l lec t iveeapaei ty of alltbe brains~n each socie'ty to conven"C: • ..~,. ~ d d ,. d ' . . ,11 . fmtormanoa l o t t o snowie .•g e ana W J S n o m isthe measu r e 0:

t h a i t society's. poten tia l . . (Consider thismeasuring red, a s you

'th il lk a b ou tO C b i na ' srole inthe 21 st Century.)

'W heth ertb e iufonna ,ti.sa tion ofth e g leb e w ill a c ,tuaU ym ean

a fairer shake ferthose who in earlier times have been the

vic tim s of discrimination depends mos t ly ,o.n.whEil t t hey do

from now on.

M ost of th e fa irness a c h ieved in world :history h a s not b een

the consequence of charity, geod-heartedness, or noblesse

ob lig e on. the part offhose whoa~ : rea ,dy possessed riches and

p o w e r , A Iw ,a y s ,in h istory" it seem s, fa irness ha s beengranted" legislated, or seizedwhentherewas no a lterna tiv e .

.A n d u s u a l l y t h e reason ' tbere w a s n o .ruterna.tiv,eW8s t h a t f h e

downs were determined (or at least peteeived b y the "ups"

to be determined) , to c ast off th eir sh ac k les ~u fldta k e th e law

in to t h eir own b ands.

68



Throughout historythe measure ofsuecess and the means of

disc rh nina tion h a ve b een a ccess to eivilization 's dominan t

resourc e, In oth er tim es th a t m eant possession of th e ],aitestweapons, the caveman's club, the trfbesman's spear" the

early Icatapult,ilie feudal knight' s a rmour , Since; the

inv ention ,of g u npowder, ithasmeant th e eapachy to d i r e c t

la rg er and la rg er explosions a t people, you didn.'t like, orr'who

AIn.ong nomadic tribes, whether i :nAsi ,a Minor or pre ..colonia1Ame;ri.ca, access also meant swifter and more

dependablemeans of t ransportat ion. In human settlements, it

meam control of land and materials a n d construction know ...

h ow to b uU d fortific at loa s, Lat ter on, th e key resou rc eswere

deemed to be minerals, especiallythose that could. be us,ed to

p , [ o d u C ! e energy.

In th e agricultural era,povertyamd discrisnination were

explained and justified b y th e shortage of arable Iand,

WOID 'em and strangers didn~t even expect to share in so

scarce llf'esource,tholllgh in ruFa l areas wom en did m uch of

the farm work. In the industrial era"pov,e'rtyand

discrimination were explained and justified by the shortages

of th ing s. T here Just weren 't enoug h m inera ls, food" f i b res ,and m a nufa c turesto g .o a round, 00 those who gotthem first

felt t it t le ()b lig a ,tion to sharethemwith anyonewn.o couldn't

wrest them by forc e fr-om th e ea rly a rrivers,

As Informationis abuftdant~,shareable, instant ly accessible,

now becomes the world's dominant resource, what does that

mean for the prospects for fairness? :8ureIy it means thatpeople who get educated to convert infom~ationint.o

knowledge end wisdum. who h one: th eir intuitive powers" .

who learn bow to achieve access to informat ion and. (even

mere jmportant) how to select what t hey need from the

69



A number of distinguished wnt ,ern ,Ht iona, l fiqures

discuss the' le a d e r sh ip c h a ille n g e ' s fadng the

lntemstionalcornmunhy with reference to g r a b ...

a l lia tio n , the U n iite d N!a ti o n s , pe a c e fu I r e so h rt i!c fli

of disputes, p u b l ic p o m c y in the U n m t e d l States,

[ a n d ~ ' ~ : s ,@ w h e : r 'e . l1 h , e ya ddress 'th ese' i s s u e s from

their own po l i t i ca l and cul tura l l perspectilves"

r,anging from S o uth ,A fr ic a J the Unilt,ed States, to

Ja pa n the M itdd !le E as t and latiln Am,e r i c a " , withlin

the context of I I@ ade ,r:s,hiIPc ha lll,e n g e s a n n ched

b y thelr own Ipersona: l experlences.

Contrib utors: O sc ar A ria s,; H a ssa n IBi in Ta l a l , Ge,orge ' Bush, . ,Umm,y

C'cH· te l r~Halr~anGlev,e landf J ~ d v , a r O i De So,.to~Ja n .Egeland, P ,au lFind~eYI'

Bou tr o .!i IBQu t,l'1 o s ,-GhaU F M i lkha , illGorbachev, Ha r r i e t Malyor~IFl\Jlbr ' ight j

Yufdo Matsuyama , ,5h i ; ,mon P , e r l e s " Adel l S aM y , C O l l 'n e l i io S . o ' l m m a . r u g a l ,

[and Des'm ,ond Tlto,

D r. So ity p'/a rmed tJ'.r uJ b r(u J'g n t to (r,uition' quite lJn fxtraol"din,Q,ry

pro9 ramme ... th at d eserv ed th e ,(Jcc'f'Jia d,e'f th e 'F i rst Int, f'rnC l 't iona l

ie tJdeTship ' Prog 'romme in ' the WG!f ld.

Ambassador Har lan Cle"etCJ.nd~President of r h , e 'W o " l d A . c Q 'd e ' m ' y

' r J . f Art tI,na Sd 'ences .

A s H e a d o f UN Mission [a n d D < ire ,c to ro f the Leadershwp A , c ade lmy~ .

P,r[of.Saf ty ,Q ' l rgaJnl ized" in th e la te 19905 ." and w [a s p re s ide n t o f th e

Un ite d INathJF 'IIsle a d'e rsh i~ p < c o nfe re n c e s, th at brought tcqetherdils:tinguished l e a d e r s and scholars, and e im . e r g i n g l e ade r s from

ave" ~ o o countries, H e ls (u r re n dy ' Dean o f te a de rsh lp a n d Pub lic

Mikhail GQrba r ne v with

Ad~I(ahy

Leadership and Global Governance- The International Leadership Series (Book Two Yazar- Adel Safty

Documents

Transcript of Leadership and Global Governance- The International Leadership Series (Book Two Yazar- Adel Safty