1.5 - About University

14.1 S CARCITY AND A BUNDANCE:T HE I MPORTANCE OF A T TITUDEInspired by Viktor Frankl, Roger Harrison, Gay Hendricks, Kate Ludeman, Peter Senge, and Abe Wagner.Leaders’ underlying attitudes have profound and far-reaching effects within their workgroupsand organizations. Usually formed in early life and from previous work experience, attitudesoften don’t reside at a conscious level. For purposes of this tool, we define attitude, also knownas frame of reference, as the way you understand yourself, others, and your relationships withothers. Leaders need to understand the impact of their own frames of reference on their abilityto get things done through other people within organizations.ScarcityAbundanceBasisAssumes scarce resources:• Fixed pie or zero-sum perspective (if yougive someone a piece of your pie, you haveless).• Only so much interesting work and recognitionare available.• Leads to we–they thinking.Assumes a synergy:✔ With people, 1 + 1 can be more than 2 (bycooperating, we enlarge the pie and everyonecan have more).✔ It is a world of plenty if we share what wehave.✔ There’s ample recognition for all.✔ Is community-oriented.✔ Leads to a willingness to give away yourhard-earned expertise.Features• Continuous struggle• Competition• Win–lose✔ Sharing, cooperating✔ Listening✔ Concern for mutual success✔ Realistically cautiousPosition• Need to be right and convince others ofyour position.• Making others look good diminishes yourown success.• The expert, aggressive, or know-it-all leader.✔ My leadership success comes through thesuccess of others.✔ Willingness to hear contrary points of view.✔ Desire to learn from others.✔ Build success on success over time.Actions• Defending and defensive• Turf protection• Selling, advocating• Arguing to win✔ Mentor, coach, and lead others.✔ Find value in and share in other people’ssuccesses.✔ Share your work and rewards so that otherscan also benefit.428 SECTION 14 TOOLS FOR LEARNING