Does how you respond get conditioned by who asks the question? In what circumstances? In what environment? Do you always answer exactly the same or do you change it? Understanding and forming identity is a key element of change, of leadership, of organisational survival. For any change to be meaningful it needs to engage as closely as possible with our identity because our existing identity will have already set the bounds to preserve the status quo.
Every time we change our business or political structures, we provoke questions about our identity. Who really are we? What matters to us? How must we now connect? Here John Atkinson explores issues of identity and relationships in the light of the U.K. Brexit vote and the US 4th of July celebrations.
An individual is a specific human being with a personal identity that is represented by his desire to be and to become who he wants to be. Social identity is just one aspect of this individual’s personal identity. Having a social identity does not necessarily preclude an individual from choosing another social identity. To do this he must be able to think and to reflect on whether his social and cultural background or his position within society is the most adapted to his personal endeavours.
Myron Rogers asks us as leaders in complex systems to focus on identity, information and relationships above structure, systems and policy. Of these identity is for me the critical stepping off point, the place from which so much else takes shape (although as Myron points out, you can start anywhere when everything is linked up!)