In fact, Clark's leadership model was studied and utilized by a number of my students in a team-based class. Using Clark's book, they were able to apply the concepts of balancing Power, Ideas and Tension successfully to accomplish work. Just as Clark described.
The story Clark tells is fun to read, interesting and educational. I strongly recommend it to all my students...and they love it. My instructional technology students all relate to interactive computer environments from PS2s to Xbox to Riven to SimCity and Roller Coaster Tycoon and they see no other alternative to what Clark describes in terms of how they want to learn in the future (and now for that matter). My students also appreciate the insight into the development process of a major learning initiative. The story of the success and failure of bringing the product to market.
I completely enjoyed this book because it adeptly foretells the future of learning and where academics and corporate training folks need to go. If you are involved with designing or managing learning within any type of environment, you need to read this book.
David L. Hanson, Ph.D.
Consulting Psychologist
My experience with this group was horrendous. We argued bitterly, produced low quality work, and interacted as a team as well as a bunch of five-year-old children playing their first game of AYSO soccer. Fortunately, after seeing a presentation on Virtual Leader during one of the classes, I was able to obtain a draft copy of Mr. Aldrich's book from my professor.
After reading the chapters on "What Would a Leadership Situation Look Like?", "Uncovering the Essence of Leadership", and "The Lure of Linear Content", our group not only began working better together, but we were also producing top-rate work. Our meetings were shorter and more productive, and even though interpersonal differences still existed, we were able to work around them toward our common goal - a sound response to the RFP and a cohesive, outstanding presentation of which we were all very proud.
Why the change? Very simply - Mr. Aldrich synthesized the voluminous materials on leadership into a "Systems Framework for Leadership." In his framework, Aldrich defines leadership as "getting a group of people to complete the right work." Unlike most leadership models which are very specific and try to teach certain skills, this model focuses on the work, not the individual. In addition, Aldrich identifies three forces, which, when used in the correct combination, lead to producing the right work. These three forces include gaining power, generating ideas, and moderating tension.
All of these forces are necessary. One cannot compensate for a lack in one by placing more emphasis on one or both of the others. In addition, each force is also a skill, which contains a subset of additional skills. For example, power skills include negotiating, writing, and communicating. Therefore, to be an effective leader, one must exercise each of these three forces and its corresponding subset of skills in the right amount, in the right combination, and in the right way to produce the right work. Too much of any one force diminishes rather that enhances leadership ability and the output of work.
In closing, this insight was helpful to me as I worked with the team to accomplish our goals. In addition, I have not only benefited from Mr. Aldrich's book during this time, but I have also grown tremendously by applying this framework of leadership in both my personal and professional experiences.