Following is my summary regarding leadership in a ‘starfish’ organisation from The Starfish and the Spider, (Brafman & Becktstrom 2006). The leaders of ‘starfish’ organisations are described as catalysts rather than CEOs. CEOs create order and structure; catalysts thrive on ambiguity and apparent chaos. A CEOs job is to maximise profit. A catalyst is usually mission-orientated.
The catalyst leader model is ideal for community building or creating a movement. It reflects the staff culture at the Summer Foundation and spurs me on to focus more on building relationships rather than structure and control. We are working through issues like governance, risk management and financial monitoring, which is more challenging in a decentralised organisation than a traditional top-down structure. Most of our work involves partnerships with people with disabilities, families and other organisations – these relationships are based on a shared ideology (i.e. people with a disability have inherent value and belong in the community). Engaging individuals and organisations as genuine partners makes a ‘top-down’ or ‘command and control approach’ impossible and inappropriate. As we listen to others and include their ideas, our projects evolve and mutate into a better version of our initial proposal or solution.
A catalyst is an inspirational and collaborative figure who spurs others to action, they develop an idea, share it with others and lead by example. They empower people and then get out of the way. A catalysts most important relationships are based on trust and understanding. Values are a stronger building force than authority. Its about relationship – Catalysts ask people “what keeps you up at night, what brings joy, tears of joy in your eyes”. Catalysts constantly map relationships – map out all the people we know who might contribute. Identify people in our networks who could become advocates.
Catalysts don’t try to persuade people but rather rely on a more subtle technique: meeting people where they are. When people feel heard, when they feel understood and supported, they are more likely to change.
They don’t prescribe a solution, assume a peer relationship and listen intently. You don’t follow a catalyst because you have to – you follow a catalyst because he understands you. When we give advise to someone, we automatically create a power heirarchy. In meeting people where they are, catalysts can inspire change without being coersive.
Being a catalyst requires a high tolerance for ambiguity. That’s because a decentralised organisation is so fluid that someone who needs order and structure would quickly go mad.
A top-down heirarchy and structure can be repressive to the catalyst. Put them into a structures environment and they might suffocate. But let them dream and they will thrive. If you turn a catalyst into a CEO, the entire network will be in jeopardy.
This ambiguity creates a platform for creativity and innovation. Starfish organisations need ambiguity to survive. If someone came in and tried to implement order and structure, they might be able to get better measurement and tracking, but they would kill the starfish in the process. In the command and control environment, you can closely track what everyone is doing, but being watched and monitored makes employees less likely to take risks and innovate.
CEO | Catalyst |
The boss | A peer |
Command and control | Trust |
Rational | Emotionally intelligent |
Powerful | Inspirational |
Directive | Collabotative |
In the spotlight | Behind the scenes |
Order | Ambiguity |
Organising | Connecting |
Brafman, O. & Becktstrom, R, (2006) The starfish and the spider: The
unstoppable power of leaderless organisations
Comments