ARTICLE: Community, Communication, and Leadership

[Bholanath]

I wrote this a few weeks ago with the intention of sending this to Michel
Rendier in regards to The Order of the Crystal Phoenix [
http://groups.yahoo.com/group/orderofthecrystalphoenix/ ]. I haven't
decided if this is necessary finished (I think it needs some work towards
the end), and I may eventually (as per the advise of Madame X) offer a
second version that is more specifically tailored towards the vampire
community.

However, I have decided to finally offer my work on this document. I may
revise it depending upon the feedback I recieve.








Community, Communication, and Leadership

by Brian Matthew Kessler (a.k.a. Bholanath of the Dreaming)

(First Draft: 19 March 2004; Current Revision: 20 March 2004)








A community may be commonly thought of and referred to in the single. This
does not make it a singular object, and properly so considered, it is not a
singular object. In fact, it is a collective, the components of which can
only rudely be contemplated, referred to, and treated as objects. For the
components of a community are living organisms, each with their own unique
background, personality, and will.


Let us meditate a bit further upon an abstract individual who we might
considering a member of a community. Why do you consider him1 a member of
this community? Does he consider himself a member of this community? Why
does he want to be considered a member of this community? Does he have a
functional relationship towards the community? Does this relationship
function towards his benefit, the benefit of the community, or both? What is
this individual capable of accomplishing? What is this individual willing to
accomplish? What is this individual willing to accomplish for the sake of
the community in question? What is the language of this individual? What is
the dialect of his language?


There are many languages in the world and there many theories about how
languages relate both to thought processes and external communications.
George Orwell made popular in 1984 the idea of "New Speak", in which the
English language was systematically reduced in an effort to control
thoughts: if you do not have the words to think of an abstract idea, you can
not and will not think of it. Nor, if he could think of it, could he
communicate a dangerous but abstract meme to another person when the
language does not provide an adequate common tools.


New Speak, however, is not and most likely shall never be a problem. Our
problem is quite the opposite. The English language has been growing at a
phenomenal rate. This growth contains countless words, phrases, and
terminologies which are unique to certain localities, heritages, ethnicitys,
cultures, and professions. Even if the sound of the word is not unique, the
application of the word may be. But the application may not be entirely
different: there may be a subtle difference that only creates a problem when
people fail to realize that there is a difference to acknowledge and act
upon. Some words even become loaded with more meaning then they are actually
defined to have because of the experience that an individual or collective
has had with the use of this term. This loaded terminology can inadvertently
trigger emotional responses.


But the problem of language is not just a problem of verbiage. This is only
the most obvious component of communication. Other components include
inflections, eye contact, and body language. As communication is
increasingly removed from physical face-to-face confrontations, much of this
supplementary information is lost. The assumptions made in their stead can
commonly lead to disasters.


There is a theory2 which suggests that every human actually possesses and
uses his own unique language. Usually, the people who he attempts to
communicate with are in possession of languages with enough overlap that
correct communication occurs, leading to the correct results.


But the language and medium which a person uses in his attempts to send out
his messages only represents half the formula for communication. The other
half is the language and disposition of the recipient(s). Even presupposing
that the recipient has a completely compatible language experience (which
may not be true), he may be wanting or expecting a certain response. This
may colour his ability to correctly interpret his input when he hears it.


Language schools, for a very long time, have treated listening, like
reading, as a "passive" skill (in opposition to the "active" skills of
speaking and writing). But, while to hear is passive, (as language schools
are now discovering and acknowledging), to listen is an active process. The
recipient can not merely allow noise to come to his ears and react equally
to every noise that approximates his expectations. He must engage the sounds
(and/or other signals) to determine their actual meanings and (more
importantly) their actual intentions (which may not be the same thing).
Failure to do this can result in misunderstanding, antagonism, and even a
complete breakdown of communications.




* * * * *



A community is made up of many individuals, each in possession of his own
language. An individual has his own will, talents, and skills. Left to his
own devices he will apply his talents and skills as he sees best fitting
towards his own agenda.


Humans are naturally social creatures. Experience, circumstance, and perhaps
random mutation may occasionally render them otherwise. But there is an
innate (even if ambiguous) desire to bond. This may be merely social or it
may be functional. In order to bond, there must be a medium of
communication. For social bonding, this medium may be very primitive and
unsophisticated. However the more sophisticated the function of any bond,
the more sophisticated must be the language to accomplish it.


There are many reasons why someone might want to bond for functional
purposes: To take advantage of skills, talents, or resources he does not
personally possess. To save time, energy, or other resources (either by
avoiding redundancy or exploiting the other's personal resources). To feel
useful. As an excuse for social bonding. The process of communication must
be used to find partners with the necessary skills, talents, or resources;
to allocate responsibilities and enter agreements, and communicate relevant
data during the task.


The more complicated the task being rendered and the more people whose
efforts must be combined, the more complicated it becomes to organize all
this communication and render decisions. This is where leadership comes in.


A good leader is the hub of any operation. Whether the function is a matter
of fun or a matter of urgency, the leader is the one who is responsible for
the task being done. Whether he works directly or through delegates (who
must exercise their own communication skills), he must learn the community's
resources and he must allocate tasks. He must motivate workers and he must
arbitrate disputes. To do this a leader must be able to listen to the wants
and needs of his people. And he must be able to speak to them in a language
that they will understand and not be offended by. A leader who fails to
collect enough information will be working with a handicap. A leader who
fails to communicate will not yield results. A leader who offends will
inspire anything from passive-aggressive resistence to outright mutiny.


A good leader does not only communicate with the community he serves. He
must also communicate with other leaders. Some tasks (whether social or
functional) may want or even require the combined efforts of multiple
communities. Even when there is no joint function involving the communities,
the leader is a representative of his community. His communications with
people outside his community reflect upon the membership of his community.
His successful communications can lead towards the alliances of third
parties. His failures, conversely, can lead towards third party animosities.


Because communication is so much more important for a community leader, the
leader of the community must be that much more careful, both to make sure
that he is understanding properly and properly being understood. He must be
expect and be prepared to handle even the most subtle of cultural and
linguistic differences. He should be patient and not be surprised if there
are communication failures. He should be careful not to perceive slights
where they were not intended. Even if he perceives that an insult was indeed
intended, he should avoid being reactionary. There is no advantage to be had
from escalating a bad situation. Nor do you do yourself, nor your community,
any favors when you make yourself seem petty, immature, paranoid, crude, or
belligerent.


By remaining level headed in the face of adversity, you avoid burning
bridges and making enemies. You maintain the respect, if not of your
adversaries, than at least of any third party witnesses. You allow for a
quicker and easier reconciliation, if not between you and the one who
offended you, at least between yourself and the rest of your offender's
community.


It is not for nothing that common folklore makes a gentleman of the devil.
The soothing tongue makes him more delightful to converse with. It tempts
those who disagree to more willingly listen to the arguments and be
persuaded thereby. His persuasiveness makes him more apt towards inspiring
people to take his deals and pursue his goals, thereby fostering
accomplishments of a larger scale. The effective leader - while perhaps
having a kinder heart, having better intentions, and ideally being more
honest than the devil - would do well to contemplate and make use of this
legendary methodology.


In order to heighten your abilities as a listener, you are advised:


1. Never assume you speak the same exact language as the person who is
attempting to communicate with you. If words or phrases are known to have
multiple or ambiguous meanings, or if you even see a potential for
confusion, ask for clarification.

2. Never assume that the manners of a person will match the manners you have
been accustomed to. In America, a toothy smile might be construed as a sign
of pleasure. In Japan, that same smile will be seen as a sign of aggression.
Don't assume that a failure to give you the jesters of respect that expect
is meant as a transgression against your person, status, or organization.
And be wary of assuming that any seemingly-offensive jesters are intended to
be interpreted as such. When in doubt about a person's intentions, ask.

3. Never assume that a person you are speaking with knows exactly what he is
saying or implying with his words or actions. People tend to understand
themselves and optimistically assume that therefore everyone else should
therefore be able to understand them. They may not be aware how their
language may seem loaded or their flow of information may appear to contain
gaps or inaccuracies. Don't assume the speaker's intentions or incompetence:
ask for further clarifications.

4. Realize that some speakers may be overly optimistic about his abilities
and the abilities of those he represents. While a chronic history of errors
may be cause for valid concerns about a person's competence, errors of
optimism should be expected and the failures that expose them shouldn't be
interpreted as insults, either to you, your intelligence, nor your
organization.

5. As a listener, you may be presented with ideas that you find false or
uncomfortable. While some intelligent debate may be in order, avoid
interpreting the disagreement as personal when it often may not be intended
as such. Be prepared to agree to disagree.

6. Third party information should be taken, but with a grain (or even a
bottle) of salt. It should never be assumed that your speaker is aware of
all the facts, nor is altruistic of intention. The speaker may have
legitimate reasons for making projections, but his opinion does not confer
the whole story. There may be misunderstandings and unfair biases.

7. Do not assume you have all the information or the best information. Do
not assume you are the best capable of processing the information to the
correct conclusions. Be prepared to accept new information and alternative
answers.




In order to heighten your abilities as a speaker, you are advised:




1. Never assume you speak the same exact language as the person who is
attempting to communicate with you. If words or phrases are known to have
multiple or ambiguous meanings, or if you even see a potential for
confusion, attempt to clarify yourself before misunderstanding occur. When
using specialized terminology before an unknown or uncertain audience,
define your terms before you make further use of them. Be prepared to accept
and even invite questions.

2. Never assume that the mannerisms you extend will be correctly interpreted
or reciprocated by the person you are speaking with. If you do not receive
the expected or appropriate responses, use other forms of communication to
confirm that your jesters were perceived and intentions understood.

3. Consider your audience when speak, speak to them not at them, insuring
that you are communicating at their level of understanding. Never assume
that a person you are speaking with knows exactly what you are saying or
implying with his words or actions. You may be overly optimistic in your own
ability to understand yourself. Even if your words are accurately
understood, your full intentions or personal agenda might not be. You may be
a saint, but your listener may live in a world of sinners and be extremely
and appropriately jaded before being exposed to your sermon. Pe prepared to
accept and even invite questions. Be willing to accept careful scrutiny.

4. Be responsive rather than evasive. Evading the questions shows that you
have something to hide and can be interpreted as disrespect. It also
inspires discomfort and distrust.

5. Be respectful instead of patronizing. Your ideas and intentions may seem
obvious to you, but your listeners may have completely different
experiences. Speaking down at people can seem insulting. Gage your audience'
s intelligence, maturity, and sophistication and respond at the appropriate
level. Be attentive as towards whether you have gaged correctly and make
adjustments as necessary.

6. Be discrete. Sharing, or even asking for private information, may not
only be rude but can inspire distrust.

7. As a speaker, you may be presenting ideas that your audience find false
or uncomfortable. Your ideas may be challenged and the words used to
challenge them may seem inappropriate. Keep your arguments level-headed,
rational, and impersonal. Do not allow yourself to be taunted into
bickering. While intelligent debate may be in order, avoid allowing or
causing an intelligent discussion to degrade into combat. Be prepared to and
extend the offer to agree to disagree.

8. Do not return coarse language or bad manners in kind. This can only
escalate bad situations. Instead offer polite responses intended either to
bring the focus back to the issues at hand or to steer the dialog towards
"safer waters".

9. Exert discretion when speaking of third parties. Your information may not
be correctly projected or understood. You can mislead your audience into
either undo trust or hostility towards that party. This will reflect badly
upon you. It may also reflect badly upon you if your audience already has a
vastly different opinion of the party and is inspired to be defensive
towards the party or hostile towards the party. When offering comparisons or
contrasts, consider whether you are doing either yourself, your listener, or
the third party any potential favors by proceeding with the discussion, or
whether you are just arousing anger to no good end.

10. Be honest and up-front with your personal and organizational goals and
your personal and organizational abilities. Present the truth in a timely
manner. Truth often finds its own outlets. This can lead to either
individual or mutual embarrassment(s), confusion, distrust, a break down in
communications, and even animosity. Being honest early on can preempt some
or all of these potential problems.

11. Be humble about your identity, your motives, and your abilities. Hubris
inspires disdain while mistaken optimism inspires distrust.

12. Do not assume you have all the information or the best information. Do
not assume you are the best capable of processing the information to the
correct conclusions. Be prepared to accept and respond to questions and
criticism.






Applying this advise should allow you to create and maintain better
communications both inside and outside your community. The better your
communication, the more effectively you can lead your community towards
glorious accomplishments.

[EzikielTempted]

[Khan]

"When nature formed our species, she gave us certain instincts: self-esteem in our preservation, benevolence for the preservation of others, love, which is common to all species, and the inexplicable gift of combining more ideas than all the animals together. Then, having given us our portion, she said to us: "Do as you can." That comes from Voltaire's Philosophical Dictionary 250 years ago.

I don't think we need a leader, because no one has earned that right. But I think we need leadership. We are leadership. Those assembled here, and many yet to participate, are a collective of some incredible knowledge. I believe we owe our kind a collection of that knowledge to keep us from having to continually wade through the muck of apathetic mediocrity. We owe that to our contemporaries. We owe that to those who have walked before us, because it was the knowledge from them that helped make our minds grow. We owe it to those who shall follow in our footsteps, so we have given them a sense of direction as we progress into the next stages of history, allowing new spirits to take our place.

For far too long has our kind squabbled and flamed in the name of ego. For far too long have great thoughts and deeds been brought asunder because we grow tired of ignorance, yet care not to speak. For every great thinker, there have been 100 mindless sheep driving them away with frustration. We have a society full of fluffy, shiny people who don't want to be offended, so we do this silly dance of pushing achievement down to pacify the masses.

And, personally, I deplore the word, "community" to describe us. I believe we are more than a sub-culture. Amongst our ranks we have doctors and nurses, authors and publishers, jewelers, tv producers, veterinarians, musicians and promoters, managers and business owners. And what do we have to show for it?

I think a day might come where, if we combine certain efforts, without sacrificing individual and group ideals, we will be able to one day fend for ourselves, and not so dependent on the mainstreamers to sustain us. It is but a dream, but the potential of us as a real civilization is our potential.

"Rome was not built in a day." To that, I say, "It was still built." And though they eventually fell like the Greeks, Trojans, Carthaginians, and the Huns, we have minds that can learn to not make the same mistakes they did by becoming complacent and falling victim to our own, self-diluted decadence. But we have to want that together, or it is just another passing thought, falling into the annals of failure and could-have-been.

And so, I believe in a legacy we can pass down to our future, to honor our past, and to fix our present. I believe in this as an ideal more than any name. Do you want to shape that with your kindred brethren, or shall we stay a gaggle of forums that ask fluffy bunny questions like, "What song are you listening to today" to fill our time?

I know my answer, and I'm still here...

[The Madame X]

Bump!