I have written before about my affinity for the “Tragedy of the Commons” by Garrett Hardin. I wrote a paper for a Geography course as an undergraduate student that has surfaced in my mind repeatedly over the subsequent years. I find I often relate to the Commons. According to Hardin the Commons is any shared and unregulated resource. Thus, t came to mind recently following the recent Oregon snow storms.
Having spent the majority of my life in the east (Pittsburgh, New York, and Michigan), I struggle with the response to snow in metropolitan Oregon and find it quite frustrating. It snows rather infrequently, but, when it does, it shuts everything down—schools, universities, city offices, etc.
My point here is not to complain or vent frustration. Rather, I want to discuss some thoughts on leadership that have came to mind as I have considered the municipal response. These thoughts took me to the “Commons”.
One challenge with the snow in much of Oregon is that communities do not have the snow plows and resources to remove what snow falls. In the long run, purchasing plows would enable communities to clear roads and minimize closures. The difficulty lies in that these cost money and revenue is limited (a sort of commons). As a municipality, there is little incentive to spend these funds if the neighboring communities will not.
Opposite the theme of Hardin’s work (taking from the Commons), the notion here is that one is not likely to contribute to the Commons unless others are willing to also do the same. Why spend resources if you neighbor is not? It occurred to me that this is a trait of a leader—to be the first to risk adding to the Commons.
Leaders do not wait for consensus. Leaders take the risk. Leaders see a need and act despite the sacrifice.
If one is to lead, one must dare to give to the Commons whether or not others are willing to take the risk. When a leaders do so, there is an initial cost, but the benefit shows itself to be great, and others surely follow.
Without a commanding leader significant change never occurs. We continue doing what we have always done.
I see the same plight in academia—e.g., why take on extra students (an “overload”) in a course if others will not (or, conversely, one is often discouraged from taking on extra work, as the administration will expect it of everyone)—and athletics—e.g., don’t push too hard or you will make your teammates look bad. Surely, we see this in numerous other areas, as well—business, relationships, etc. Sadly, we are often unwilling to go the extra distance to help or to change the status quo, because we are either fearful of reprisal or unwilling to sacrifice for a greater good. Leaders, in whatever setting, however, are not concerned for these. Leaders see the opportunity to be better and act.
In what areas are you holding out for others to act? What is holding you back. Remember, there is a cost to every opportunity. Sometimes, the cost of not acting is greater than the cost of stepping up. Be the leader who chooses to act first. Otherwise, you are a mere follower. Nothing (extra)ordinary comes from the status quo. Be the one who overcomes the inertia. Carpe momento!