By Steven C. Burrell
Part 3: Observable Quantum Thinking
“Insight must precede application.” ― Max Planck
The fundamentals of quantum indeterminism describe a world where we can never really know our observations’ results. However, the field of cognitive science called ‘quantum cognition” has established, beyond doubt, that human thought processes such as reflection, contextuality, the creative use of ambiguity, and decision-making do accord with the mathematical formalism of quantum mechanics. This section exposes observable quantum thinking as a means of understanding Quantum Leadership.
Quantum thinking is based upon “whole-brain” thinking encompassing three concurrent states of cognitive intelligence, emotional intelligence, and spiritual intelligence (Zohar, 2016). Quantum leaders build upon a familiar foundation of linear, first-order thinking that gives us our cognitive intelligence (IQ). Cognitive intelligence is defined as the combination of verbal, numerical, and spatial abilities, including visualizing, use of memory, word fluency, verbal relations, perceptual speed, induction, and deduction (Sternberg, 1996). Zohar (2016) referred to this first-order of thinking as serial thinking. Serial thinking does not promote subtle nuances or ambiguity and strives to resolve things clearly and logically. A great deal of this sort of thinking sustains the business as usual. Serial thinking is based on the assumption that institutions can be manipulated successfully through rules, strategies, and five-year plans because they are themselves predictable in their behaviors – just as fixed laws of nature govern the Newtonian universe. Quantum leaders possess a strong IQ foundation.
Quantum leaders must also possess the ability to understand and manage relationships, including their emotional dimensions. This second level of thinking is our “emotional intelligence (EQ).” Goleman (1995) established that emotional intelligence is self-awareness, self-regulation, motivation, empathy, and social skills for building networks. Emotional intelligence describes the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of one’s self, of others, and groups (Serrat, 2017).
EQ has not been a common attribute in boardroom discussions where control and execution dominate conversations. However, EQ is emerging as a competitive advantage for those who lead with empathy and is the most critical predictor of success for any digital transformation project. For example, leaders must emphasize improvements around human and technology interactions to ensure the technology is readily adopted at speed and scale (Mantas & Sweary, 2021).
The quantum leader who exhibits EQ can think about issues and simultaneously have feelings and acknowledge others’ feelings. They can also be present physically and mentally, attend to conversations with authenticity, and listen to and ask team members questions with sensitivity to their emotions. Quantum leaders replace traditional leadership development methods with coaching, mentoring, and facilitating.
Quantum leaders also draw upon their spiritual intelligence (SQ) to nurture a higher quantum intelligence. SQ is rooted in meaning, vision, and value. It allows us to use our whole selves in our leadership. Zohar (2016) suggested 12 principles of spiritual intelligence (SQ) that Quantum Leaders exhibit:
- Self-Awareness
Self-awareness is knowing what you believe in and value and what profoundly motivates you, and being aware of what we are not or are not good at, as much as it means being cognizant of our strengths. Developing self-awareness is an essential step to being an effective quantum leader. Being authentic in this way is the bedrock of genuine communication with our own deeper selves and with others, we would lead. It allows us to bring the truth of the inner self into the outer world of action.
- Spontaneity
Quantum leaders live in and are responsive to the moment. Quantum leaders identify with situational leaders who are in tune with adapting to changing situations and people. Quantum CIOs also know that change is constant and ever-present. While we may not control change, we can spontaneously influence it, giving direction to anticipated outcomes. To be spontaneous means letting go of all our baggage–childhood problems, prejudices, assumptions, interpretations, and projections–and being responsive to the moment, appreciating “the power of now.” Furthermore, “spontaneity” echoes “responsibility,” which reminds us to use it responsibly at the moment.
- Being Vision and Value Led
Vision is the capacity to see something that inspires us; it means something broader than a company vision or a vision for educational development. The quantum leaders act from holistic principles and deep beliefs and live accordingly. During difficult and chaotic times, quantum leaders know their core guiding principles, guiding their leadership. As Dana Zohar said, “I think that great leadership depends primarily on vision–not just any type of vision, but one that we can appreciate intellectually, emotionally, and spiritually” Zohar (2016).
- Holism
Holism is seeing larger patterns, the interconnectedness of relationships, and having a sense of belonging. In quantum physics, holism refers to systems that are so integrated that each part is defined by every other part of the system. What I think, feel, and value affects the whole world. Holism encourages cooperation because as you realize you are part of the same system as everyone else, you take responsibility for your part in it. A lack of holism encourages competition, which encourages separateness. For our human enterprises to be more effective, we need leaders who can foster cooperation and a sense of oneness (Zohar, 2016).
- Compassion
Caring and compassion are fundamental organizing principles for quantum leaders. The well-being of employees, suppliers, customers, and other stakeholders is central to business success. Quantum leaders possess the ability to feel deep empathy for others and the desire to alleviate suffering. More than servant-leadership, quantum leaders’ compassion does not emanate from a sense of separate social identities but a place of oneness. Self-awareness and the awareness of all things’ interconnectedness become the foundation for acting and a source for doing good things. Having the strength of compassion is to possess ancient wisdom, as evidenced by the Lakota prayer, “Oh great spirit, let me judge no man until I have walked a mile in his moccasins.”
- Celebration of Diversity
Compassion is strongly linked to the principle of diversity. Quantum thinking values other people for their differences, not despite them. The more diverse our thinking, the more likely we will solve our most complex problems innovative, sustainable, and meaningful ways.
The Quantum Leader understands that diversity is infinite and not limited to Newtonian era categories like gender and ethnicity but extends far into unobservable dimensions that make each person unique.
- Field Independence
The fear of being different can cloud our judgment about what is right. Field independence is a term from psychology that means “standing against the crowd” based on one’s convictions. Field independence is essential as CIOs enter the executive leadership circle. Having the courage to find one’s voice and articulate a point of view while standing alone can be difficult for young leaders. Any visionary leader must, almost by definition, stand-alone sometimes, speaking truth to power, breaking from biased thinking, and calling out “group think” phenomena. Such leaders are often ahead of the times. Field independence becomes easier with a clear vision, taking a holistic approach, embracing compassionate thinking, and being self-aware.
- Humility
Humility is the necessary other side of field independence, whereby I realize that I am one actor in a larger context and that I might be wrong. Leaders who possess humility are more willing to change, learn, and mindfully see the environment. Quantum CIOs maintain a sense of being a player in a larger context of one’s true place in the world. The quantum CIO also realizes that leadership is not about their leadership; it is about every individual’s potential to produce greater energy. So they foster leadership at all levels of the organization (Papatya & Dulupcu, nd).
- The Tendency to Ask Fundamental “Why?” Questions
“Why?” is the fundamental question of change. Quantum CIO’s are curious and strive to understand issues, influences, root causes, and authentic needs. They also know the importance and power of questioning. They realize that appearances are often deceptive and the need to elicit truth and understanding through good questioning techniques (Cheverie, 2017).
- Ability to Reframe
Quantum leaders stand back from a situation to gain broader perspectives and see problems (and solutions) in a wider, more inclusive context. Tools like Bolman and Deal’s “Framing Organizations” help quantum CIOs reframe thinking and initiate change through structural, human resource, political, and symbolic lenses (Bolman & Deal, 2008). Quantum CIOs recognize that problems, situations, and solutions are multi-state and that they need to be inclusive, drawing from multiple frames and perspectives as they lead.
- Positive Use of Adversity
CIOs and their followers must learn and grow from mistakes, setbacks, and suffering. Humble CIO’s realize that making mistakes is part of growth. Quantum CIOs also recognize the old-world wisdom that both danger and opportunity are elements of a crisis. They also know that crisis represents new opportunities, and they never waste a crisis. Leading our organizations through the trials and tribulations of COVID-19 has been a daily struggle. As we emerge from the pandemic, quantum CIOs will have developed teams that thrive on adversity and use their diversity and quantum principles to accelerate change for right and good reasons.
- A Sense of Vocation
Quantum thinkers understand their motivations and elicit intrinsic motivations in individuals, leading the organization into a way of being authentic and where work is not seen as a chore but as a responsibility to our individual and collective purpose.
Summary
Quantum thinking is the foundation of Quantum Leadership. It is characterized by self-awareness, a values-based vision, inquisitive curiosity, agility and spontaneity, humbleness and compassion, a holistic view based on diversity and new perspectives, courage to be different, the ability to reframe issues and promote positivity, and a strong intrinsic attachment to our leadership work. Quantum thinking is essentially composed of IQ, EQ, and SQ. Our spiritual consciousness amplifies our other bits of intelligence and results in new insights into all things’ interconnectedness.
In Part 4, we will compare and contrast Newtonian and Quantum Leadership styles and examine the cumulative effects of IQ + EQ + SQ on the greater whole of Quantum Leadership.
Reflection
- Do you find it easy to employ EQ in your leadership and interactions with others? Is it different with significant others/partners than your staff or colleagues? Why?
- Which of the 12 principles of spiritual intelligence come more naturally to you?
- Which of the principles should you work on developing further?
- Can you think of a time when you combined IQ, EQ, and SQ to make an important decision? How might the outcome of your decision have been different if you had only used one or two of your intelligence?
References in this Section
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. 4th ed. San Francisco: Jossey-Bass.
Cheverie, J. (February 13, 2017). EDUCAUSE: The Professional Development Commons. Why asking good questions can help you be a better leader. Available at: https://er.educause.edu/blogs/2017/2/why-asking-good-questions-can-help-you-be-a-better-leader
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books
Mantas, J., Sweary, R. (February 22, 2021). Digital transformation: 4 ways to build empathy into your processes. The Enterprise Project. Available at: https://enterprisersproject.com/article/2021/2/digital-transformation-4-ways-build-empathy
Papatya, G., Dulupcu, M. (n.d.). Thinking Quantum Leadership for true transformation: The talisman of “not to know” at the threshold of new leadership. Opava, Czech Republic: Silesian University. Available at: http://www.opf.slu.cz/vvr/akce/turecko/pdf/Papatya.pdf
Sternberg, R. J. (1996). Styles of thinking. In P. B. Baltes & U. M. Staudinger (Eds.), Interactive minds: Life-span perspectives on the social foundation of cognition (p. 347–365). Cambridge University Press.
Zohar, D. (2016). The Quantum Leader: A Revolution in Business Thinking and Practice. United States: Prometheus Books.