Transcript Leading Change in Teaching and Learning

Leading Change in
Teaching and Learning
Michael Bradford
University of Manchester
And Senior Associate of HE Academy
Leeds University Conference 11.01.08
Leadership
 Affect
the context (locally)
 Facilitate and encourage innovation
 A ‘learn from’ rather than ‘a blame culture’
 Network people so that they learn from
one another (tailoring ideas from one
discipline to another) (facilitating interdisciplinarity)
 Have ‘conversations’ and tell ‘stories’ that
convey vision and help the above
‘Leadership is
visionary: it is the projection of personality and
character to inspire the team to achieve the
desired outcome. There is no prescription for
leadership and no prescribed style of leader.
Leadership is a combination of example,
persuasion and compulsion dependent on the
situation. It should aim to transform and be
underpinned by individual skills and an enabling
ethos. The successful leader is an individual
who understands him/herself, the organisation,
the environment in which they operate and the
people that they are privileged to lead’
Defence Leadership Centre, Defence Academy of UK
WARRIOR
[Thatcher]
GUARDIAN
[FD Roosevelt]
SAGE
[Gandhi]
ADVENTURER
[Martin Luther King]
from Keith Patching 2007 Leadership,
character, and strategy: exploring diversity.
Basingstoke; Palgrave MacMillan
GUARDIAN
o
WARRIOR
SAGE
x
ADVENTURER
Values
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Warrior
Achievement and
accomplishment
Winning
Competition
Advancement and
promotion
Fame
Defending territory
Being a hero
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Sage
Wisdom
Learning and
understanding
Search for truth
Humility
Celebrating others
Inner harmony
Seeking spiritual
inspiration
values
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Guardian
Protecting and
providing
Respect
Membership of
community
Maturity and
responsibility
Developing a legacy
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Adventurer
Challenging
convention
Moving on
‘you only live once’
Change and variety
Fun and excitement
Self-reliance
Strategies (in a nutshell)
 Warrior:
lead from the front
 Sage: develop people and foster personal
growth
 Guardian: create a community and build a
future
 Adventurer: liberate people and challenge
paradigms
GUARDIAN
WARRIOR
SAGE
ADVENTURER
Recap and onwards
 Knowing
yourself and the context
 Knowing your vision and values
 Knowing how to share them (stories,
conversations, metaphors)
 Knowing how you are seen (many ways)
 Leadership as Change: positive reframing
 Understanding the culture of the institution
and its sub-cultures
Types of change
 Briefly
compare two theories of change
technical-rational
complexity- emergent
Linear
non-linear
Predictable outcomes
unpredictable
Clear end to process
no obvious end
 Which theory characterises the way Leeds
tries to implement change?
 Which of these, in your experience, best
characterises the way most change happens
here?
Some facilitating conditions
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(Richard Seel www.new-paradigm.co.uk)
connectivity - increase connections across
boundaries
diversity- increase (cultural, intellectual,
emotional)
rate of information flow - richer
lack of inhibitors e.g. power, anxiety, threat
good boundaries e.g. deadlines, clear goals
intentionality - broad direction from
interactions
watchful anticipation - patience, ‘don’t just do
something, stand there!’ avoid premature
closure