Change agents create new cultures by fostering relational dynamics among participants that include more respectful interactions and broader systems thinking.
Three core dynamics - relational co-ordination, relational co-production, and relational leadership - need to be present at some level in order to successfully implement the structures that can effectively support them.
People with high relational skills, work from the premise “other people are basically good”. Because of this nature, they show a strong sensitivity and compassion for co-workers. They are sympathetic and very considerate of other people. Relational people listen to other people with genuine interest; an intent to want to draw others nearer and to learn more about what’s going on “inside” others’ minds.
They draw on this deep sense of inner connection, an emotional communication with friends, families and co-workers. This supportive person acts like a magnet drawing others to them. Family, friends and co-workers often confide in them. They are a “confidant”, as relational people respect the confidentiality of others.
Perhaps, the most learning is the most obvious - that change agents with strong relational skills play a critical role in creating organisational change.
The key is to carry out these "little things" with intention, with awareness of one's power, one's influence, and one's impact on others as well as with deliberate planning with others to create collective impact for positive change.
This relational leadership style can be exercised by virtually anyone who recognises his or her power as a coach and role model.
Individuals exert a powerful influence for better or worse through the examples that they set for treating others.
Reference: Jody Hoffer Gittell: Transforming Relationships for High Performance: The Power of Relational Coordination
