It was during this meeting and other held about the performance of Secretary Seward that fuller understanding emerged regarding the complex nature of failures occurring in the waging of war against the Confederacy. In seeking to blame everything on Seward, those advocating his dismissal were ignoring this broader analysis. Collective intelligence prevailed. Seward remained in office and a more thoughtful and constructive conversation took place—leading to some important changes in the Union’s war strategy.
Empowerment and Emotional Intelligence
Keys to the creation of collective intelligence align with what I have identified elsewhere as the empowerment pyramid (Bergquist, 2003). Clear and open communication, effective processes for managing conflicts that emerge from differences, both divergent and convergent problem-solving processes, and consensus-based modes of decision-making must be in place. In recent years, with opportunities and fears arising from the Artificial Intelligence revolution in place, we might find collective intelligence to be offering even greater potential if it is coupled with the intelligence generated from the machines. (Malone, 2019).
There is one additional point to be made. We know that for collective intelligence to be successfully engaged, the team members must enjoin emotional intelligence (EI). Hughes and Terell (2007) propose that EI enhances collective intelligence and team performance. They identify the need for a team to have a sense of purpose, acceptance of one another, perception that the team is a distinct entity, shared commitment, shared pride, clarity about roles and responsibilities and resilience.
Collective skills related to these ingredients include forming team identity, finding appropriate motivation, emotional awareness, interpersonal communication, tolerance of differing views, resolution of conflicts, and creation of a positive mood—dynamics that often seem to be operating in Lincoln’s cabinet. We find innovation, learning and profound intelligence when these ingredients are added to those required of empowerment.
Collaboration and Truth
There is one final element I wish to introduce when seeking to determine how Abrham Lincoln could be successful in forming and sustaining productive relationships in the midst of differing views and values. This element is introduced by Ken and Mary Gergen (2004) who proclaimed that “truth is only found within community.” More specifically, they would suggest that truth is found in trusting relationships: “constructivism favors a replacement of the individual as the source of meaning with the relationship.” Even more to the point, truth is found in dialogue – and disagreement.
There is an insistence that we respect and learn from other people: “one is invited into a posture of curiosity and respect for others.” I think that Abraham Lincoln would have noted in agreement with this statement. Of greatest importance for Ken and Mary Gergen is the respect we show for the distinctive expertise which people from all backgrounds bring to the dynamic construction of a desirable future. According to Ken Gergen (2004), a constructivist framework:
“is . . . likely to favor forms of dialogue out of which new realities and values might emerge. The challenge is not to locate ‘the one best way.”’But to create the kinds of relationships in which we can collaboratively build our future.”
