Transcript LEADERSHIP IN A CHANGING WORLD

LEADERSHIP FOR A
CHANGING WORLD
SESSION #2
OISE/UT
DR. LYN SHARRATT
COURSE # 1048
FORMAT FOR THE EVENING
• Housekeeping:
– “Reflector”
– Attendance/Books/Cards etc.
• GETTING CONNECTED!
• Dr. K Leithwood: 6 approaches to Leadership
• Form groups and pairs for assignment #1
• BREAK!
• What advice would you give Reflective Leaders?
– “Think-pair-share” to review last week’s session
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Group Activity: “jigsaw” to share reading
Lecture: Leadership and Change
Group Work re: First Assignment
REFLECTOR!
CHANGE
CONSIDER HOW HARD IT IS TO
CHANGE YOURSELF AND YOU’LL
UNDERSTAND WHAT LITTLE CHANCE
YOU HAVE OF TRYING TO CHANGE
OTHERS!
The More Things Change ...
“Students today depend upon paper too
much. They don’t know how to write on
slate without chalk dust all over
themselves. They can’t clean a slate
properly. What will they do when they
run out of paper?”
Principal’s Association, 1815
The More Things Change ...
“Students today depend too much upon
ink. They don’t know how to use a pen
knife to sharpen a pencil. Pen and ink
will never replace the pencil.”
National Association of Teachers, 1907
The More Things Change ...
“Students today depend on store bought
ink. They don’t know how to make their
own. When they run out of ink, they will
be unable to write words or ciphers until
their next trip to the settlement. This is a
sad commentary on modern education.”
The Rural American Teacher, 1929
The More Things Change ...
“Students today depend on these expensive
fountain pens. They can no longer write
with a straight pen and nib (not to mention
sharpening their own quills). We parents
must not allow them to wallow in such
luxury to the detriment of the learning how
to cope in the real business world, which
is not so extravagant.”
PTA Gazette, 1941
The More Things Change ...
“Ball-point pens will be the ruin of
education in our country. Students use
these devices and then throw them
away. The American virtue of thrift and
frugality are being discarded. Business
and banks will never allow such
expensive luxuries.”
Federal Teacher, 1950
The More Things Change ...
“Students today depend too much on
hand-held calculators.”
Anonymous, 1985
The More Things Change ...
CAN YOU PREDICT WHAT
TOMORROW’S ARGUMENT WILL BE?
T. Seidenberg, Washington Mathematics, 1989,
p.8
“ Nothing changes in an
Organization unless people
change”
THINGS I’VE LEARNED
ABOUT CHANGE!
• GETS WORSE BEFORE IT GETS BETTER
• TAKES TIME AND PERSISTENCE, AND IS
MESSY!
• IS ONE STEP AT A TIME
• DEMANDS PRESSURE AND SUPPORT
• NECESSITATES SEEING A NEED FOR IT
(LIGHTENS LOAD), AND BEING INVOLVED
IN THE DECISION-MAKING ABOUT IT
• TALKING ABOUT IT TAKES TIME AND IS
MOST IMPORTANT!
RESISTANCE TO CHANGE
• UNDERSTANDING THAT VALUES ARE THREATENED...FIND
OPPORTUNITY TO PRIVATELY ACKNOWLEDGE, RESPECT
AND DISCUSS RESISTORS FEELINGS ... BUT DON’T ALLOW
THEM TO OVERWHELM
• TAKE ANY STEPS TO RELIEVE UNNECESSARY FEARS;
ASSIST WITH TIME MANAGEMENT THROUGH “PLANNED
ABANDONMENT”
• OFTEN RESISTORS FEEL A LOSS OF POWER: FIND WAYS
TO COME TOGETHER IN A POSITIVE WAY TO DEVELOP
RAPPORT ... BREAKFAST MEETINGS, LUNCH AND LEARN
ETC.
• ALLOW FOR ON-GOING REVISIONS
• DOUBTERS...DON’T BELIEVE THAT CHANGE WILL MAKE A
DIFFERENCE: NEED TO BE SUPPORTED THROUGH
RESOURCES, WORKSHOPS, VISITS, BUILDING A
SUPPORT GROUP
LEADERSHIP FOR A
CHANGING WORLD
• CENTRAL AND LOCAL DECISIONMAKING
• EVOLUTIONARY PLANNING
• PROBLEM-COPING
In a Learning Organization:
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people feel that they’re doing something that matters.
individuals are growing/stretching.
people are more intelligent together than apart.
the organization continually becomes aware of its
underlying knowledge base.
visions of the enterprise emerge from all levels.
employees are invited to learn what is going on at
every level of the organization.
people feel free to inquire about each others’
assumptions.
people treat each other as colleagues.
people feel free to try experiments, take risks, and
openly assess the results.
LEADERSHIP
“... entails being a continual catalyst
for the change process by formulating
and updating a compelling change
agenda, helping the organization
envision the future, unleashing the
energy and resources to fuel the
change process and helping the
organization experience change as
success rather than failure” (Mohrman
and Mohrman, 1993, 101)
INDIVIDUAL SUPPORT
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SHOWS PERSONAL INTEREST
APPRECIATES
LISTENS AND COMMUNICATES WELL
GIVES FEEDBACK
HAS CONFIDENCE IN INDIVIDUALS
IS FAIR
MAKES APPROPRIATE INTERVENTIONS
UNLESS MEMBERS OF AN
ORGANIZATION ARE INVOLVED
IN A MEANINGFUL WAY AS
PARTNERS IN REFORM, VERY
LITTLE WILL CHANGE, AND
THE CHANGES THAT DO
OCCUR WILL BE MISGUIDED
OR SHORT-LIVED.
INFORMAL LEADERSHIP
CHARACTERISTICS
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ACCESSIBLE
APPROACHABLE
SUPPORTIVE
KNOWLEDGEABLE
PATIENT
ALWAYS HAVE TIME
DEMONSTRATE WILL AND
PERSEVERANCE
• MOTIVATED TO LEARN
REFLECTION
“VIEW CHANGE AS A POSITIVE,
LOOK FOR THE OPPORTUNITIES IT
OFFERS, AND REMAIN FLEXIBLE
ENOUGH TO TAKE ADVANTAGE OF THEM.
CHANGE IS GROWTH, AND DESPITE THE
ANXIETY IT CAUSES, IT CAN
SIGNIFICANTLY IMPROVE YOUR LIFE”.
A leader is best
When people barely know that he exists,
Not so good when people obey and
acclaim him,
Worse when they despise him.
Fail to honour people
They fail to honour you
But of a good leader, who talks little,
When his work is done, his aim fulfilled,
They will say,
“We did this ourselves”.
LAO TSU, 604 BC