Human & Machine: The Art of Double Action
A short reflection
Hannah Arendt in The Human Condition highlights two fascinating Greek words for action - archein and prattein. Archein refers to setting something in motion, to initiate, while prattein represents the follow-through, carrying the action to completion.
As a manager in social services, I witness this dynamic daily. It's often easy to be the one throwing balls in the air - initiating new projects, suggesting changes, starting processes (archein). But without someone to take care of these initiatives, to drive them forward and complete them (prattein), they risk remaining suspended in mid-air. Equally important is the ability to catch and realize ideas and initiatives that come from other parts of the organization.
It reminds me of the movement in the hourglass metaphor we've discussed earlier - knowledge and initiatives flow both up and down. Sometimes directives or ideas come from above that need to be caught and translated into practice. Other times, innovations emerge from practical work that need to be lifted up and spread throughout the organization. It's a constant dance between initiating and completing, between archein and prattein.
This insight is particularly relevant in today's welfare organizations where we often have multiple parallel development processes ongoing. Inspiring visions and new initiatives aren't enough - we also need the capacity and structure to bring them to fruition. Too often, we see projects launched with great enthusiasm but lacking the perseverance and resources needed to reach completion.
It's about a mutual dependence between those who initiate and those who follow through. Both roles are equally necessary, but they require different abilities and characteristics. As a human, we need relations to cooperate to help each other both to initiate and follow through. As a leader, it becomes important to ensure that the organization has capacity for both archein and prattein - that we not only start new things but also manage to complete them. It's also about timing - being able to read when the organization is ready for new initiatives and when it needs time to let ongoing processes mature and bear fruit.
A reflection on Social Work