Socratic leadership and three dimensional change

Abstract

This paper introduces the concepts of Socratic leadership and three-dimensional change. The concepts have been developed by the author, over a period of three years, as a tool to more effectively manage the development of new microwave ovens at Whirlpool. The author leads and manages, from Sweden, four product development centers, in Sweden, China, Brazil and the US. The "fuzzy front end" has been the primary target for the efforts to improve effectiveness. The Socratic leadership style has helped to clarify the up-front work, and the concept of "three-dimensional-change" has proven helpful when implementing change. The management of the extreme uncertainty and complexity in the "front-end" is now more effective. The paper proposes that a Socratic leader can better master change, both his own and organizational change. The word Socratic implies, of course, a philosophical approach. The concept of three-dimensional-change is discussed and it is explained how one-dimensional change almost never will lead to a lasting and deep change. The starting point is naturally the art and theory of thinking.