Transcript Slide 1
The Tenth National Early Childhood Inclusion
Institute
An Overview of Tools and Resources to
Support Partnerships at the State or
Local Level
Presenters: Abby Cohen
Desiree’ Reddick-Head
Patti Russ
PACT Is an Initiative of NCCIC, a Service of the Child Care Bureau
Session Objectives
1. Learn about the training modules and
resources produced by the National Child
Care Information Center, Partnerships,
Alliances and Coordination Techniques
(PACT) initiative.
2. Examine specific collaboration techniques
related to leadership.
3. Explore strategies for communicating
effectively.
4. Apply knowledge and skills to existing
partnerships.
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Today’s Agenda
Welcome and Introductions
Thinking and learning about our current
partnerships
Overview of the PACT training modules
Application of PACT training modules:
Collaborative Leadership and
Communication
Review and Reflections
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PACT
PACT is an NCCIC initiative, which is a
service of the Child Care Bureau within the
U.S. Department of Health and Human
Services
PACT gives State, Territory, and Tribal
policymakers—particularly Child Care and
Development Fund Administrators and their
partners—the resources they need to build
more comprehensive and collaborative early
and school-age care programs for serving
children and families
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PACT Materials
PACT consists of an introduction and six
training modules:
Fundamentals of Collaborative Leadership
Creating, Implementing, and Sustaining
Partnerships
Communication Strategies
Financing
Managing and Facilitating Successful Partnerships
Building Capacity to Evaluate Partnership
Initiatives
Modules include intersecting and
complementing concepts to provide users with
a comprehensive package
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Partnerships can be messy,
but doable… and could be
fun!
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System Principles:
Elements of Working Together
New levels
of service achieved;
agreements are
established
Independent agencies formally
working together on some
common goals
Independent agencies building relationships
and sharing
information informally
Independent agencies exchanging information—
networking
Adapted from Wisconsin Department of Public Instruction and Great Lakes Resource Access Project
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Today’s Partnerships
At your tables discuss:
Who you are
partnering with
What brings you
together?
What have been
some of your
successes?
What have been
major roadblocks ?
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Leadership is…..
A TRAIT and a PROCESS
Trait—the ability to exert influence and have
others accept that influence producing change
or performance
Chrislip, Sweeny, Chritian, Olsen, 2002
Northcross, 1997
Process—A process whereby an individual or
small group influence others to achieve a
common goal.
(Collaborative Leadership, 2004h, p. 8)
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Why Collaborative
Leadership … ?
Most partnerships are complex,
interdependent, and messy.
Most partnerships require a systems approach
with diverse input and multiple perspectives.
Many sectors need to “own” the solution for it
to be successfully implemented.
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Collaborative Leadership…
– Is leadership shown by a group that is acting
collaboratively to solve agreed upon issues
– Has leaders who use supportive and inclusive methods
to ensure that those they represent are part of the change
process
– Requires new notion of power…the more power that is
shared, the more there is to use
(Collaborative Leadership, 2004h, p. 25-26)
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What Makes Collaborative
Leadership Different?
Usual
Top down
Few make decision
Unilateral action
Win or shift power
Linear thinking
Programs and products
Charisma
Persuasive
Group falls apart if leader
leaves
Collaborative
Self governing
Broad participation
Guide and coordinate process
Build relationships
Systems thinking
Process
Vision
Empathetic
Group continues after leader leaves
(Collaborative Leadership, 2004h, p. 31-32)
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Leadership Styles:
Directing, Coaching, Supporting,
and Delegating
Directing:
Focuses communication on goal achievement
Gives instruction (what goals to achieve and how)
Spends limited time on supporting behaviors
Coaching:
Focuses communication on both goal achievement
and people’s needs
Gives encouragement
Asks for input
(Collaborative Leadership, 2004h, p. 13)
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Leadership Styles:
Directing, Coaching,
Supporting, and Delegating
Supporting:
Does not focus just on goals
Focuses on tasks to be accomplished
Uses supportive behaviors to bring out others skills
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•
•
•
Listening
Praising
Asking for input
Giving feedback
Delegating
Offers less input and social support
Facilitates others confidence and motivation to do tasks
Leader not as involved in planning, details or goal
clarification
(Collaborative Leadership, 2004h, p. 13-14)
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Supporting Behaviors
Four Leadership Styles
Supporting
High supportive and
low directive
Coaching
High supportive and
high directive
Delegating
Low supportive and
low directive
Directing
Low supportive and
high directive
Directive Behaviors
(Collaborative Leadership, 2004h, p. 14)
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Who is a Collaborative
Leader?
Someone who safeguards and
promotes the collaborative process
(Collaborative Leadership, 2004a, p. 3)
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Qualities of Collaborative
Leaders
Acts maturely
Shows patience
Can learn from
self reflection
Handles
uncertainty
Tolerates
uncertainty
Has the ability to
see problems from
others’ points of
view
Respects others’
experience or
point of view
Has the ability to
create a safe,
supportive
environment
Is comfortable
communicating
across
organizational
boundaries and
with every part of
the community
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Qualities of Collaborative
Leaders (Con.)
Has the ability to create a shared
vision
Knows the need for creativity
Constructively manage conflict, and
The most important quality ….
The Ability to Listen
(Collaborative Leadership, 2004h, p. 28)
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Six Guiding Principles of
Collaborative Leadership
1. Assessing the Environment for
Collaboration
2. Developing Clarity
3. Building Trust
4. Sharing Power and Influence
5. Developing People
6. Self Reflection
(Collaborative Leadership, 2004h, p. 33)
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Building Trust
Practice focused listening
Call each other by name
Clearly identify purpose for gathering
Let people know what is expected of them
Identify time frame team will work within
Balance process with product
Ensure everyone has an opportunity to
speak
Use fair processes to get things done
Have diverse representation of types of
people
Create working agreements
(Collaborative Leadership, 2004c, p. 9)
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Self Reflection
The ability to analyze or examine in a
serious way one’s experience and the
ability to see how that experience
impacts and shapes one’s relationships
with others is a trait of individuals who
develop effective leadership qualities
and capacities.
(Collaborative Leadership, 2004j, p. 6)
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Partnerships, Alliances, and
Coordination Techniques
Communication Strategies to Support
Partnerships
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It is All About Communication!!
“How well we communicate is determined not by
how well we say things but how well we are
understood.”
~ Andrew Grove, CEO, Intel Corporation
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Key Concepts
Communication is the process of exchanging
information through speech, signals, or
writing
Communication involves listening,
questioning, understanding, and responding
to what is being expressed by others
Effective communication is central to the
success of creating, implementing, and
sustaining partnerships over time
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Communication Pyramid
Collaboration
Coordination
Cooperation
Note: Different authors use the terms “cooperation” and “coordination” interchangeably. This diagram follows the work of Sharon Lynn Kagan in defining the
least intense level as cooperation as cited in Winer and Ray (2000). Used with permission.
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Modes of Communication
Listening
Reading
Writing
Speaking
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Are You an Active Listener?
Has anyone ever told you that you weren’t
listening?
Have you ever asked others to repeat
themselves, because your mind had
wandered?
Have you ever been embarrassed because
you gave the wrong answer to a question
when you weren’t listening?
Have you ever taken a mental “leave of
absence” while someone was speaking?
Has anyone ever asked you whether you’re
paying attention?
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Active Listening Techniques
Stop talking
Give the speaker your conscious
attention
Exercise patience
Be empathetic
Ask clarifying questions
Paraphrase
Make notes
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Communication Styles
Analyzer/
Thinker
Supporter/
Relater
Controller/
Director
Promoter/
Socializer
Source: Jourdain, K. (February 2004). Communication styles and conflict. Approaching change, Vol. 4, No. 6. Chrysalis Performance
Strategies, Inc. www.teamchrysalis.com/AC/V4/AC46_Communication_Styles.htm
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Plan to Communicate
Design a communication system that is
responsive to the different kinds of agencies
and people in your partnership
Establish informal and formal
communication links
Create a communication plan that reflects
what your partners want and need to know,
and how they want to receive information
Hold partners accountable for
communications
Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance;
and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.
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Expect Conflict
Conflict is inevitable
Early indicators of conflict can be recognized
Conflict involves people resolving issues that
are important to them
Conflict causes authentic communication
Conflict builds cooperation among people
through learning more about each other
Conflict helps people develop understanding
and skills
Although inevitable, conflict can be
minimized, diverted, and/or resolved
Source: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance.
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Review
Make sure your message is clear
Practice active listening
Acknowledge the viewpoints of others, even if
you disagree
Use specific language, especially when
providing guidance and asking for feedback
Ask questions to make sure your message is
understood, or to clarify points you are
uncertain about
Make sure your body language delivers the
same message as your words
Think before you speak or write
Keep your language simple and format brief
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Summary
Three brick layers were
asked what they were
doing.
One said, ‘I’m laying
bricks.’
The second replied, ‘I’m
building a wall.’
The third stated, ‘I’m
constructing a temple.’
- Anonymous
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Reflections
I learned …
I relearned …
I will apply …
I would like to
know more
about …
I am surprised
by …
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Thank you!
PACT is an initiative of NCCIC, a service of the Child Care
Bureau
Facilitated by the National Child Care Information and Technical
Assistance Center
10530 Rosehaven Street, Suite 400 ● Fairfax, VA 22030
Phone: 800-616-2242 ● Fax: 800-716-2242 ● TTY: 800-516-2242
Email: [email protected] ● Web: http://nccic.acf.hhs.gov
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