31 
relational realignment that we are in this together. For the folks involved in media it is not
just about being talented in a particular medium but having the wherewithal to move into
other domains with ease and that requires the improvisational ability to see connections
and new ways of understanding leadership through a design mind-set:
In recent years, Richard Boland and his colleagues at the Weatherhead School of
Management at Case Western Reserve University have been building on the work
of Herbert Simon and looking at leadership through the lens of what’s become
known as the design mind-set. Simon noticed that we often think of managers as
decision makers, and in fact most MBA programs focus on techniques for good
analysis and decision making. Perhaps, he posited, we should think of leaders and
managers differently, not as making decisions based on past data, but as creating
forms so that people can flourish in the future. (Barrett, 2012)
Such a vision of leadership is needed in media as well. But as is the case with the culture of
what constitutes work, the vision of leadership in media is also under transformation and
will be explored in this research through the stories of these migrant creatives. According
to Free Press, a media advocacy site promoting media reform as a way to transform
democracy, “Massive corporations dominate the U.S. media landscape. Through a history
of mergers and acquisitions, these companies have concentrated their control over what
we see, hear and read” (http://www.freepress.net/ownership/chart). With fewer companies
controlling media, the ability to make a living as a media freelancer will eventually have to be
explored as a way to promote diversity of opinion and further the idea of democratic
expression.
Relational Realignment Calms The Stress
The guidance and direction we seek to stabilize systems may not come solely from
government or academia but also internally as individuals find ways to center themselves
from the daily storm of work and life compression. The popular proliferation in health care
and yoga practices is a stunning example of an energetic imperative to slow down and
“bring our whole self to work,” the title of a Harvard Business Review publication with
authors such as Hallowell discussing escaping from multitasking in “The Human Moment at
Work” and Jim Loehr and Tony Schwartz examining the high-performance state when we
integrate mind, body, and spirit in the workplace “The Making of a Corporate Athlete”
(Harvard Business Review, 2008).
Previous Page Next Page