Keeping the poster assignment in mind, each of your social movement would have one or more leaders. How are each of them exhibiting characteristics of technical/adaptive leadership?
Vitthal rao vikhe Patil the adaptive leader, was an ordinary peasant with an extra ordinary vision of uniting the poor sugarcane growers under sugarcane cooperatives, at a time when they slogged under the traditional model. He was proactive and had foreseen their future; they had the resources but not the way to use it as their weapons of the weak. He became the part of the problem and led them to land mark success. Though he was not formally educated, he acted as the change agent and led the masses to liberate them from poverty, illiteracy and disease. Ritu (32037)
The genesis and subsequent progress of naxal organisations in Bihar was started by Jagadish Mahto in Bhojpur district of Bihar as a war against the landlords. Rather than bringing a first order change or having a problem solving approach for the existing issues of tenancy relations, minimum wages, common property resources and lack of social honour to the lower caste poor Jagadish Mahto and the contemporary naxal leaders went for deep or second order changes to alter the existing dominance of landlords in central Bihar. So the leadership style of the initiators represented a thoroughly planned adaptive leadership. Shipra (32092)
Mr. Rasikbhai Mehta, the leader in opposition to the establishment of industries in the villages of Mundra District displayed characteristics of both types of leadership. He was the only active member of the revolt who was educated and knew about the laws and norms to fight against the companies with legal power. He asked for a public hearing and arranged for lawyers to fight the case on behalf of the villagers. His adaptive leadership skills were seen when he settled on the demands of the villagers and the people from industries in such a manner that the villagers too gained in the process in terms of good employment while the industries promised to take care of avoiding all kinds of pollution.
Anna Hazare has always been an adaptive leader. In his village he started the collective action treating each social evil and socio-economic problem under different light and in a non-copybook fashion. The solutions always had the people affected by the problem as central solvers. The environment required out of box thinking and ability to tackle the problems as they surfaced. such an environment requires contextual analysis before any decision making and there are no ready-made or quick fix solutions as the technical leaders are always ready with.
Mr. Sanjoy Ghose, an IRMA graduate, was the founder-member of the URMUL trust. Throughout his career he always exhibited the qualities of an adaptive leader. He immersed himself in the lives of ordinary people, he observed, understood and wrote their stories.Started from scratch in the middle of the desert, in a semi-feudal society,learnt a new language, lived in a different cultural milieu, where women were in purdah, where everyone was identified by his caste; he learnt about the “systematic subversion of the rights of poor people”. Under his powerful adaptive leadership URMUL's work expanded to include weavers, peasants, migrant labour, midwives, girls’ education, water, food security, and local governance. His impact can be seen till this day, as locals have taken over the trust, dalits run independent craft institutions, schools and panchayats, drought relief funds are collectively organised and the dairy movement flourishes across Bikaner and beyond. Tahira Sheikh 32043
A movement would always have adaptive leaders as the tasks in a movement are non-routine. The circumstances change everyday and the leaders have to be flexible to adapt to the changes as well as motivate people to not lose hope and continue to respond to changes.
In the anti-coke movement in Plachimada, the agitation was at first taken up by the farmers. Later, a tribal leader, C K Janu, took up the issue. Her leadership spurred the campaign to spread to other areas of the district and several local people took up leadership to initiate agitation in their areas, giving rise to a movement. People carried on their struggle in the face of threats and physical abuse. The adaptive leadership skills of the local leaders motivated people to not give up and keep fighting for the cause.
Vijay Jardhari, the leader of the Save the Seed movement shows the characteristics of an adaptive leadership. Earlier he was associated with the Chipko movement and once he realized that the traditional seeds of the hills are suffering owing to the introduction of hybrid seeds, he stood up for it. Abandoning hybrids and chemical pesticides was the initial action of the movement which have grown much further and now they are on their way of saving the different varieties. The most applaud able aspect is that he believes in working without any financial assistance from the Government. Anju Lakra 32004
During the 2011 Egyptian revolution, a different way of mobilizing people using social media took place. Asmaa Mahfouz, a female activist, posted a video in which she challenged people to publicly protest and join the demonstration on 25th January 2011 at Tahrir Square. The leaders of the revolution used facebook to schedule protest, twitter to co-ordinate and YouTube to tell the world. This along with the traditional methods of mobilizing like posters and fliers helped make the revolution as success. This characteristic of discovering effective ways suiting the situation qualifies as adaptive leadership. Jeevan Krishnakumar (32073)
The Non-Cooperation movement of the Indian freedom struggle was headed by Mahatma Gandhi who clearly emerged as an adaptive leader.He invented new methods of passive resistance which included boycott of British goods including foreign clothes,boycott of public services like schools,police and military services and a simultaneous propagation of Swadeshi.These methods not only proved to suit the oppressed Indian masses at all levels, they also set the stage for future non-violent struggle of the masses led by Gandhi culminating in our independence. Parneet Kaur 32028
The most Unique thing about Woodstock was that there was no leader to it. The organisers never intended and projected the event to be of the kind that it developed on to be. It was a way through people were protesting about many things like Racism, War etc. but no single leader and no single motive except to enjoy the Music Nature and the Freedom that the event offerd
Within the focus of Narmada Bachao Andolan towards the stoppage of the Sardar Sarovar dam, Medha Patkar emerged as an adaptive leader wandering through the villages slated to be submerged & asking people whether they had any idea of the plans the Government had in store for them. Using the right to fasting, she undertook a 22 day fast that almost took her life & resulted in the Indian Government pulling out its loan agreement with the World Bank. She protested with the affected people saying that they would drown if they had to but not leave their homes. Neelam (32026)
Bimal Gurung, an eminent leader in the Gorkhaland movement invented unique practices to snatch the leadership from Subhash Ghising (the existing head) and gain public support to carry forward the demand of separate state in his own style. He, for instance, captured the opportunity and passionately supported Prashant Tamang, an Indian idol finalist from Darjeeling. Thus riding on his popularity (Prashant’s), Bimal Gurung was able to establish his arguments and mobilised people to support him. Thus by adjusting and adapting to the environment and acting in his own unique ways he showed characteristics of adaptive leadership. Ajay vikram singh(32053)
Occupy movement was started against the basic problems related to proper governance such as health care, employment, banking, and corporatocracy. These are fundamentals issues so a technical short term fix was not an answer. More phenomenal long term changes are required in the system. New York City General Assembly took up the task of coordinating and guiding the agitation. It adopted adaptive leadership style as the challenges faced by the agitation were varied and capricious in nature. Every problem was unique; they had to deal with legal issues and simultaneously charter a declaration to institutionalize their demands. Mayank Tiwari 32079
Wikipedia, started as Nupedia project, had a lot of academic peer review committees who criticised articles contributed by volunteers and gave feedback. This was a bottleneck for the development of Nupedia. Jimmy Wales and Larry Sanger, the founders of Wikipedia figured out the drawback and went with the concept of wiki model (Extreme Programming), which was adopted to adapt with the changing needs of the contributors. This shift describes them as adaptive leaders. Roba Jabeen P32087
Co-creation is not a social movement but a management one. The founders of this movement, C.K. Prahlad and Venkat Ramaswamy were pro active in understanding and predicting the market forces and accordingly bringing up this concept, thus adaptive leaders. Co-creation involves the product or service development and innovation 'with' and not only 'for' the customers. Several companies like Microsoft, Lego, Ideaken etc have launched a movement of co-creation in the market. Komal Makkad 32077
When 15 SEZs were sanctioned in Goa, it drew protests from sectors. The state government did not suppress the movement but reviewed the situation and stopped the initiation of 8 SEZs. Here the state government took up the role of a technical leader. But as the protests continued, CM Digambar Kamat played an important role of an adaptive leader. He used his position for lobbying at the central government and finally became successful in curbing the SEZ construction in Goa. Raunak Shashikant Rao (32036)
Leaders like KCR in Telangana movement are exhibiting characteristics of an adaptive leader by using different methods like protests, rallies, walkathons, hunger-strikes, elections, lobbying, non-cooperation etc. people involved continuously in these activities to show wish for a separate state. For example, by-election was used in the year 2010, where the MLA’s resigned in support of Telangana and all of them won it with an overwhelming majority which reflected the people's wish. Leaders belonging to ruling party(who are supporting Telangana) are following technical style, assuring each time that Central Govt. is aware and there's no need of showing protest.
The issue is not development vs. environment. It is extinction vs. survival.” Sundarlal bahugana is a proactive environmentalist who has been involved in the efforts towards the conservation of the himalayan environment. As a leader of the anti-tehri dam movement he continued efforts to save himalayan ecology by means of ‘satyagrah’ and later massive mob drives for the cause. Court case against the government continued for 10 years but work resumed, dam was eventually constructed. Bahugana had to leave the site yet he continued his efforts of environment conservation and helping the displaced overcome the plight and emotional setback.
I wrote essay on farmer protest against a sugar factory. The leader was technical leader and an ego-builder. He imposed on others his solutions. What to do if the protest fails to deliver, how and where to protest (block the transport on a nearby road or not, stop the cane crushing or letting the mill operate during the protest), what area to campaign for the protest and other similar decisions were took by him without the involvement of any other person. He feared that if the will of the people operated, he will lose his importance. Raj kamal goldi(32033)
21 comments:
Vitthal rao vikhe Patil the adaptive leader, was an ordinary peasant with an extra ordinary vision of uniting the poor sugarcane growers under sugarcane cooperatives, at a time when they slogged under the traditional model. He was proactive and had foreseen their future; they had the resources but not the way to use it as their weapons of the weak. He became the part of the problem and led them to land mark success. Though he was not formally educated, he acted as the change agent and led the masses to liberate them from poverty, illiteracy and disease.
Ritu
(32037)
The genesis and subsequent progress of naxal organisations in Bihar was started by Jagadish Mahto in Bhojpur district of Bihar as a war against the landlords. Rather than bringing a first order change or having a problem solving approach for the existing issues of tenancy relations, minimum wages, common property resources and lack of social honour to the lower caste poor Jagadish Mahto and the contemporary naxal leaders went for deep or second order changes to alter the existing dominance of landlords in central Bihar. So the leadership style of the initiators represented a thoroughly planned adaptive leadership.
Shipra (32092)
Mr. Rasikbhai Mehta, the leader in opposition to the establishment of industries in the villages of Mundra District displayed characteristics of both types of leadership. He was the only active member of the revolt who was educated and knew about the laws and norms to fight against the companies with legal power. He asked for a public hearing and arranged for lawyers to fight the case on behalf of the villagers. His adaptive leadership skills were seen when he settled on the demands of the villagers and the people from industries in such a manner that the villagers too gained in the process in terms of good employment while the industries promised to take care of avoiding all kinds of pollution.
Jainee Nathwani
32071
Anna Hazare has always been an adaptive leader. In his village he started the collective action treating each social evil and socio-economic problem under different light and in a non-copybook fashion. The solutions always had the people affected by the problem as central solvers. The environment required out of box thinking and ability to tackle the problems as they surfaced. such an environment requires contextual analysis before any decision making and there are no ready-made or quick fix solutions as the technical leaders are always ready with.
SUNNU SETU
P32042
Mr. Sanjoy Ghose, an IRMA graduate, was the founder-member of the URMUL trust. Throughout his career he always exhibited the qualities of an adaptive leader. He immersed himself in the lives of ordinary people, he observed, understood and wrote their stories.Started from scratch in the middle of the desert, in a semi-feudal society,learnt a new language, lived in a different cultural milieu, where women were in purdah, where everyone was identified by his caste; he learnt about the “systematic subversion of the rights of poor people”. Under his powerful adaptive leadership URMUL's work expanded to include weavers, peasants, migrant labour, midwives, girls’ education, water, food security, and local governance. His impact can be seen till this day, as locals have taken over the trust, dalits run independent craft institutions, schools and panchayats, drought relief funds are collectively organised and the dairy movement flourishes across Bikaner and beyond.
Tahira Sheikh
32043
A movement would always have adaptive leaders as the tasks in a movement are non-routine. The circumstances change everyday and the leaders have to be flexible to adapt to the changes as well as motivate people to not lose hope and continue to respond to changes.
In the anti-coke movement in Plachimada, the agitation was at first taken up by the farmers. Later, a tribal leader, C K Janu, took up the issue. Her leadership spurred the campaign to spread to other areas of the district and several local people took up leadership to initiate agitation in their areas, giving rise to a movement. People carried on their struggle in the face of threats and physical abuse. The adaptive leadership skills of the local leaders motivated people to not give up and keep fighting for the cause.
Arshia Gupta (32057)
Vijay Jardhari, the leader of the Save the Seed movement shows the characteristics of an adaptive leadership. Earlier he was associated with the Chipko movement and once he realized that the traditional seeds of the hills are suffering owing to the introduction of hybrid seeds, he stood up for it. Abandoning hybrids and chemical pesticides was the initial action of the movement which have grown much further and now they are on their way of saving the different varieties. The most applaud able aspect is that he believes in working without any financial assistance from the Government.
Anju Lakra
32004
During the 2011 Egyptian revolution, a different way of mobilizing people using social media took place. Asmaa Mahfouz, a female activist, posted a video in which she challenged people to publicly protest and join the demonstration on 25th January 2011 at Tahrir Square. The leaders of the revolution used facebook to schedule protest, twitter to co-ordinate and YouTube to tell the world. This along with the traditional methods of mobilizing like posters and fliers helped make the revolution as success. This characteristic of discovering effective ways suiting the situation qualifies as adaptive leadership.
Jeevan Krishnakumar (32073)
The Non-Cooperation movement of the Indian freedom struggle was headed by Mahatma Gandhi who clearly emerged as an adaptive leader.He invented new methods of passive resistance which included boycott of British goods including foreign clothes,boycott of public services like schools,police and military services and a simultaneous propagation of Swadeshi.These methods not only proved to suit the oppressed Indian masses at all levels, they also set the stage for future non-violent struggle of the masses led by Gandhi culminating in our independence.
Parneet Kaur 32028
The most Unique thing about Woodstock was that there was no leader to it. The organisers never intended and projected the event to be of the kind that it developed on to be. It was a way through people were protesting about many things like Racism, War etc. but no single leader and no single motive except to enjoy the Music Nature and the Freedom that the event offerd
Within the focus of Narmada Bachao Andolan towards the stoppage of the Sardar Sarovar dam, Medha Patkar emerged as an adaptive leader wandering through the villages slated to be submerged & asking people whether they had any idea of the plans the Government had in store for them. Using the right to fasting, she undertook a 22 day fast that almost took her life & resulted in the Indian Government pulling out its loan agreement with the World Bank. She protested with the affected people saying that they would drown if they had to but not leave their homes.
Neelam (32026)
Bimal Gurung, an eminent leader in the Gorkhaland movement invented unique practices to snatch the leadership from Subhash Ghising (the existing head) and gain public support to carry forward the demand of separate state in his own style. He, for instance, captured the opportunity and passionately supported Prashant Tamang, an Indian idol finalist from Darjeeling. Thus riding on his popularity (Prashant’s), Bimal Gurung was able to establish his arguments and mobilised people to support him. Thus by adjusting and adapting to the environment and acting in his own unique ways he showed characteristics of adaptive leadership.
Ajay vikram singh(32053)
Occupy movement was started against the basic problems related to proper governance such as health care, employment, banking, and corporatocracy. These are fundamentals issues so a technical short term fix was not an answer. More phenomenal long term changes are required in the system. New York City General Assembly took up the task of coordinating and guiding the agitation. It adopted adaptive leadership style as the challenges faced by the agitation were varied and capricious in nature. Every problem was unique; they had to deal with legal issues and simultaneously charter a declaration to institutionalize their demands.
Mayank Tiwari
32079
Wikipedia, started as Nupedia project, had a lot of academic peer review committees who criticised articles contributed by volunteers and gave feedback. This was a bottleneck for the development of Nupedia. Jimmy Wales and Larry Sanger, the founders of Wikipedia figured out the drawback and went with the concept of wiki model (Extreme Programming), which was adopted to adapt with the changing needs of the contributors. This shift describes them as adaptive leaders.
Roba Jabeen
P32087
Co-creation is not a social movement but a management one.
The founders of this movement, C.K. Prahlad and Venkat Ramaswamy were pro active in understanding and predicting the market forces and accordingly bringing up this concept, thus adaptive leaders. Co-creation involves the product or service development and innovation 'with' and not only 'for' the customers. Several companies like Microsoft, Lego, Ideaken etc have launched a movement of co-creation in the market.
Komal Makkad
32077
When 15 SEZs were sanctioned in Goa, it drew protests from sectors. The state government did not suppress the movement but reviewed the situation and stopped the initiation of 8 SEZs. Here the state government took up the role of a technical leader. But as the protests continued, CM Digambar Kamat played an important role of an adaptive leader. He used his position for lobbying at the central government and finally became successful in curbing the SEZ construction in Goa.
Raunak Shashikant Rao (32036)
Leaders like KCR in Telangana movement are exhibiting characteristics of an adaptive leader by using different methods like protests, rallies, walkathons, hunger-strikes, elections, lobbying, non-cooperation etc. people involved continuously in these activities to show wish for a separate state. For example, by-election was used in the year 2010, where the MLA’s resigned in support of Telangana and all of them won it with an overwhelming majority which reflected the people's wish. Leaders belonging to ruling party(who are supporting Telangana) are following technical style, assuring each time that Central Govt. is aware and there's no need of showing protest.
Ankith Reddy(32054)
The issue is not development vs. environment. It is extinction vs. survival.”
Sundarlal bahugana is a proactive environmentalist who has been involved in the efforts towards the conservation of the himalayan environment. As a leader of the anti-tehri dam movement he continued efforts to save himalayan ecology by means of ‘satyagrah’ and later massive mob drives for the cause. Court case against the government continued for 10 years but work resumed, dam was eventually constructed. Bahugana had to leave the site yet he continued his efforts of environment conservation and helping the displaced overcome the plight and emotional setback.
I wrote essay on farmer protest against a sugar factory. The leader was technical leader and an ego-builder. He imposed on others his solutions. What to do if the protest fails to deliver, how and where to protest (block the transport on a nearby road or not, stop the cane crushing or letting the mill operate during the protest), what area to campaign for the protest and other similar decisions were took by him without the involvement of any other person. He feared that if the will of the people operated, he will lose his importance.
Raj kamal goldi(32033)
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