We don’t need a hero. We need collaborative leadership.

Most of my recent writing has focused on the Kiama Council Section 7.11 development contributions issue “How Kiama lost $970,000 in developer contributions and no one explained why”

Today I’m stepping slightly to the side, not away, to show how that issue fits into a broader pattern. Because what’s happening with Section 7.11 is not an isolated event. It is a symptom of a deeper cultural problem in how Kiama Council handles complexity, conflict and community trust.

These moments of tension, whether it is development contributions or surf club leases, often follow the same script. And the script is familiar to anyone who has studied leadership dynamics or conflict psychology.

The Gerringong Surf Life Saving Club issue in the Kiama local government area has become a textbook example of the Karpman Drama Triangle. A well-intentioned community concern has been turned into a stage production. The roles are locked in. The hero has claimed their spotlight. The victim is entrenched. And the villains? They shift by the day.

The moment someone questions the process or raises a legitimate concern, they are quickly cast in that villain role. Not because they are wrong, but because they interrupt the script. We have seen this dynamic before. And we will keep seeing it if we do not name it for what it is.

This is not about surf clubs. This is about how we lead.

At the last Kiama Council meeting, Councillor Imogen Draisma supported Motion 20.1 relating to the Gerringong Surf Life Saving Club. It was an emotionally charged moment, and like many, she likely acted with good intent.

But the motion itself was deeply complex. It involved land classification, leasing laws, native title implications and long-term planning risks, issues that most people in the Kiama local government area have not been given the time or information to fully understand.

Now, that decision has resulted in her integrity being questioned in state parliament.

This is exactly what happens when we let the Drama Triangle run the show. Someone is cast as the hero. Someone becomes the victim. And someone else gets labelled the villain, often unfairly.

It stops being about good governance. It becomes performance.

And good people become collateral damage.

More and more, the front and centre issues in the Kiama local government area are being played out through this lens, public theatre that pulls us into binary roles and distracts us from the real work of governance. The Section 7.11 development contributions issue is another clear example. Rather than work through complexity, we are fed simplified narratives that cast people as saviours or saboteurs.

It is too easy to get caught in it. The Drama Triangle has a gravity of its own. One person steps in to save the day. Another is painted as the problem. The community becomes the audience, applauding the performance but not always understanding what is at stake backstage.

But it does not have to be this way.

What if we stepped outside the triangle?
What if we paused before playing out the roles handed to us?
What if we chose something different?

In the Kiama local government area, we have the opportunity to lead in a more collaborative way. To slow down. To listen. To ask better questions. And to remind ourselves that not every story needs a hero, a victim and a villain.

Sometimes it just needs a group of people willing to work together, with honesty and respect, to get to the heart of the matter.

Let’s try more of that.

#Kiama #KiamaCouncil #LocalGovernment #LeadershipMatters #CollaborativeLeadership #CommunityTrust #DramaTriangle #PublicEngagement #Section711 #GerringongSLSC