http://www.slideshare.net/lisahorn/larpt-summary-of-findings
]]>http://www.startribune.com/local/42637077.html?elr=KArksUUUU
]]>The link to our Facebook Group is: http://www.facebook.com/group.php?gid=157265220310
If you would like to receive a copy of our PowerPoint presentation: Email either Laura (smit3879@umn.edu) or Michael (satt0080@umn.edu) and we'll be happy to send it to you!
]]>We have two sets of updates/notes for you this week. Exciting!
Last week we met, discussed “connecting the connections” that we made, and we also continued to work on our presentation. We talked about change, best practices and agreed to think about “what worked and what didn’t” in preparation for the following week.
Over the weekend we compiled some of the information from our Stakeholder survey so we could begin making observations about that. We received a very good response from our stakeholders and the data was helpful so that was fun to share with each other.
This week when we met we continued to discuss our presentation. We also talked about what worked throughout the process and what didn’t, began to discuss some of the final numbers and started to make some of our notes for the future. Next week we plan to wrap up final numbers, our presentation, and help each other with our individual projects as is appropriate/needed.
We also have two invitations to extend to you - also exciting!
1) Altered Esthetics is turning 5 this month, and we’re having a celebration in conjunction with our annual spring fundraiser this Friday, April 17. The celebration will include music, games, a wood-themed art exhibit, etc. It is free to attend and it would be a fun opportunity for everybody to see in person what this is all about. You can find more about the specific event at alteredesthetics.org/fiveyears
2) Just a reminder of what Nduka noted in class - we value your feedback to this process and invite you to give us your impressions or thoughts on what we’ve been doing.
Thanks - and have a good week! ~Nduka, Lindy, Janayah and Jamie.
P.S. For notes/agendas please view the extended entry.
]]>Never considered myself of a fan of Friedman, but now, I am rethinking my stance. I appreciate the way he is engaging in the global issues of the world and challenging himself, readers, and the world to think outside the box. It seems to me that the term “flat” is synonymous for interconnectedness on a positive and prosperous level. The unflat world is not so much, thus the “only way out is through new ways of collaboration between” the two worlds.
The beginning of this collaboration will also usher in the beginning of “trust” and at the decline of “fear.” Different players with different views will seize to feel threatened but seek to understand, to “use their imagination…to lift people up” (p. 613). We will be more careful about bombing nations for which we have little just cause, and more eager to engage them in mutual respect. Way to bring trust into the conversation Pat!
To address this question of “when fear or love has affected…ability to bridge cultural…divides?” I will have to disagree with Friedman and say that it was our era of being the only superpower, with “the world [as] our oyster” that has contributed to the fear that limits American leaders from bridging gaps. For example with China’s rise in power and affluence, I am not particularly concerned about China’s (and Asia’s) response to America’s number 1 status than I am of our response to their ascension. We’ve made up all these reasons to why China’s rise is concerning, when I think it is simply because we are experiencing humiliation at not being the sole power. We need to want to be part of those cultures that thrive on “sudden opportunities for collaboration” (p. 555). It will be the only way for us to remain a beloved superpower—if we so desperately want to keep the title!
And nice choice on the Kiwi-Strawberry Nathan might just get one tomorrow! ;o)
]]>Too often, we confuse leaders with authority, causing us to complain about the “lack of leadership” shown by our bosses, supervisors, or coaches. But instead of looking to our hierarchical superiors in times of crises, Heifetz & Laurie say that “we should be calling for leadership that summons us to face the problems for which there are no simple, painless solutions – the challenges that require us to learn in new ways” (56). This is where adaptive work comes in: finding solutions by demanding learning and often requiring changes in people's values, attitudes, and habits.
In order to improve problem-solving and leadership dilemmas, Heifetz & Laurie ask leaders to note the differences between leadership and authority, as well as distinguish between technical and adaptive work (56). A failure to recognize these differences, they say, leads us to seek out the wrong kind of leadership, the kind of leadership that leads to “quick fixes” and incomplete innovation. Heifetz & Laurie believe that the best solutions require looking beyond technical fixes. "Hard to define and even harder to resolve, adaptive situations demand the work and responsibility of managers and works high and low," making adaptive work collaborative and messy - but certainly plausible in our shared-power world (63). Thankfully, “Mobilizing Adaptive Work” presents five principles of leadership for mobilizing people to do adaptive work:
I appreciated Heifetz & Laurie's honest and concise closing remarks on adaptive change: "Focusing managment team and front-line workers on adaptive change is among the leader's most difficult tasks...Adaptive challenges have no ready solutions" (85). Further, the conclusion reminded me of our discussions during last week's class regarding 'learned leadership' and 'change forward': "Leading adaptive change requires a learning strategy. To learn the way forward, each manager facing an adaptive challenge must ask who needs to learn what and how."
Questions for you...
Reflect on a situation when authority figures did not meet your expectations of leadership. How did this affect your personal definition or vision of leadership?
Can you think of a situation when you and your team or colleagues implemented an adaptive work strategy to solve a problem? If not, can you cite an experience about how a problem facing your team struggled due to the limits of technical work?
Do you think that the five principles of leadership as presented by Heifetz & Laurie are realistic for today's leaders? Why or why not?
Do you think that any one of the five principles is more important than the others? Why or why not?
Thanks for reading! I look forward to your comments and insights.
]]>These two chapters offer a fair amount of detail outlining the circumstances around 9/11 and the fears and insecurities that came as a result of the attacks on the US. Friedman points out that when your approach is out of fear, you risk losing your ability to be imaginative about what can be done. You risk forfeiting your ability to collaborate and problem solve for the common good. I believe that operating out of fear, is actually the opposite of falling and staying in love with the work as defined by Kouzes and Posner in the last chapter of the “Leadership Challenge.” Operating out of fear causes you to be suspicious of everything around you; you retreat inside and lose out on creativity and forward thinking. Hope is also lost. Operating out of love (and I acknowledge the discomfort with the term love) allows an openness to innovation and possibilities. Hope is gained. Friedman states that “there are two ways to flatten the world. One is to use your imagination to bring everyone up to the same level, and the other is to use your imagination to bring everyone down to the same level” (p.613). Can you site personal examples of when fear or love has affected your ability to bridge cultural (broadly defined i.e., language, ethnic, or class etc.) divides?
Friedman also talks about the too sick, the too disempowered and the too frustrated. These terms refer to a level of consciousness about the globalization and the notion of a flattened world. These terms are also about inequity of access to the opportunities that are afforded though a flattened world. The term “too sick” is a literal reference to people devastated by the ravage effects of the HIV/AIDS epidemic in certain parts of the world. It also refers to the illnesses brought on by extreme poverty and broken governments where there is no system or resources to connect to the flattening world; in essence these are the areas where the world is not flat and there is no consciousness of or connection to the technological advancements. The too disempowered refers to people who are keenly aware of the advancements that are around them but there is an inability to contribute to or benefit from the flatness in any meaningful way. The too frustrated, according to Friedman, are those feeling humiliated and threatened by the suddenness of the flattened world and their exposure to the entire world; the frustration can also arise from anger at their lack of having a voice. This is where some of the debate over globalization, for whose benefit, at whose expense comes in. This is also where some anti-American sentiment can arise in reference to the view that Americans are not always open to viewing the world from other perspectives. Here I will ask you to comment on globalization, the advancements and breakthroughs that not every one benefits from, the effects on the environment when more people can and do participate, and the implications that being a developed country means being like Americans.
]]>Chapter 13
Awh…!! What an endearing way to end a book—really a manual!—called “The Leadership Challenge.”
It ends on a good note; one will be hard-pressed to feel dejected after reading: “leadership is not an affair of the head. Leadership is an affair of the heart (p. 351).” And this is all too apparent in the preceding comments especially as Jody shares about how she overcame her fears and just let her love for the technical sides of the funeral business overtake her! ;o)
So Stacey asks:
What role has love played in your experiences as leaders? Do you agree that is “the secret to success?
I think love has always played the role in my leadership experience. This is because, one does not often choose to be a leader, but may feel called, compelled to address a need, thus, facing some challenging situations. And these situations are often unwelcome or uneasy, so I have often found myself questioning the worth. I find that it is this love and vision I have for a group, project, or issue that has me remaining in the leadership role. For example, I recently decided to stay on the BGAPSA (Black Graduate and Professional Students Association) board for the next year. I was going to excuse myself from these responsibilities but there are still some things I would like to see happen, and would like the opportunity to positively influence our community. And I’m sure we can all agree that when we’re leading with love, more than just duty it inspires us and those around us, and it is often the recipe for a successful and durable outcome. For me, my responsibility to meet a collective need often outweighs my personal need to have more time for myself. I just hope, in this instance, I won’t regret leading from my heart instead of my head!
]]>Synopsis - A study completed in 1994. The Surviving Innovations Project. Wonderful stories. Some excellent points made and lessons learned. A couple of quotes from the conclusion, "Innovativeness...is so much easier with leaders who care most about the soil in which innovation and ordinary good practice grow..." and, "What greater expression of heroism could there be in a society fixated on individual glory than to submerge oneself for the public good?"
I included the quotes as a preface to what I hope will be an interesting online discussion. I hope that you had a chance to read some of this piece but if not, I hope that you will still take the chance to participate. The author categorized the lessons/leadership practices learned from the 1994 study into ten areas, I would like to have you pick at least one and define it based either on the reading or your own thoughts and impressions. If you have one, please include an anecdote, personal or otherwise, to support your definition.
The top ten leadership practices - 1. Change the leader's work. 2. Be clear who decides. 3. Issue a call for ideas. 4. Give the permission to fail. 5. Communicate to excess. 6. Pay attention to sequencing. 7. Teach the organization how to say no and why to say yes. 8. Keep faith and intuition alive. 9. Stay balanced. 10. Keep innovation in perspective.
To facilitate our discussion I would like to post an example.
Be clear who decides = A lighthouse. When sailors are sailing on dangerous shores or attempting to find safe harbors during inclement weather lighthouses have provided guidance to help them remain on course. Similarly, when it is clear who decides in organizations who want to naturally innovate clear guidance on mission, vision and direction allow them to stay on course.
Have fun with the definitions, I am looking forward to your thoughts.
]]>(I do not say this as someone who has mastered Kouzes & Posners exemplary leadership practices, or any other collection of leadership skills. Just as someone who feels strongly that they are important skills to develop.)
In what arenas of your life do you consider yourself a leader? How did Kouzes and Posner influence your perspective on your role?
Kouzes & Posner’s begin the chapter by pointing out that managers make the difference for their employees. This reinforces the age-old adage that “People choose to join companies, but they decide to leave managers.” Later, the authors reiterate this concept with stories demonstrating the meaningful impact that leaders have on their constituents.
How does your relationship with your direct manager influence how you feel about your job and/or organization? Can you think of another factor that has more influence? Have you ever left a company because of your manager?
]]> Kouzes & Posner provide a powerful reminder that leadership skills can be developed. “It’s not the absence of leadership potential that inhibits the development of more leaders, it’s the persistence of the myth that leadership can’t be learned. This haunting myth is a far more powerful deterrent to leadership development than is the nature of the person or the basics of the leadership process” (p. 340). Everyone is encouraged to develop their own leadership skills and to help those around us do the same. The organization that I work for takes the position that “Everyone is a leader.” It is a good reminder that we are all responsible for our actions, and (to some extent) how those actions impact the people around us. Occasionally, it also seems like an excuse for not holding those with positional power accountable for their behaviors.What negative consequences to you foresee in everyone considering him/herself a leader? How might those consequences be mitigated?
The book ends with a surprising twist, declaring that “”The best-kept secret of successful leaders is love” (p. 351). Kouzes & Posner go on to say that successful leaders stay in love with “leading, with the people who do the work, with what their organizations produce,” and customers.
What role has love played in your experiences as leaders? Do you agree that is “the secret to success?
]]>Thanks.
One Yoga is a nonprofit yoga studio, gaining its status as a nonprofit in 2003. Since then, One Yoga has brought thousands of people into the practice of yoga within the studio walls. In 2008, the board and teachers decided that they needed to bring their service beyond their walls and establish partnerships with other government and nonprofit organizations to bring yoga to those who would not otherwise come to the studio. They started by compiling a list of specific clientele of which the teachers had expertise in teaching and the organizations who served these people. For example, one of the teachers wanted to serve women who are victims of abuse. Under that category, they listed Jeremiah House as a possible partnership. After much thought, a master list of organizations was compiled, which amounted to over 100 organizations.
The second step of this process was actually finding out if these organizations were at all interested in a partnership, if they could contribute, and when they were interested in starting. In many ways, this step is proving to be the most breath-taking steps of the process and is where I entered the organization as their outreach coordinator. I was involved in the studio previous to my appointment, both as a volunteer and a yoga student. My interest in yoga matched with my experience in nonprofit management and I realized this to be a great opportunity to serve my community while facilitating in change. I created my position as an internship and, at first thought that I could be active in all parts of the organization. I quickly realized that the organization could most benefit from having someone to facilitate and track outreach, so I shifted my focus to work on that. Currently, my main focus is maintaining relationships with the active partnerships we have and communicating with other organizations who have independently expressed interest in working with us.
]]> As it pertains to the growth of the outreach program, is it better to serve fewer organizations and establish deep relationships with these? Should we be reaching out to more organizations as a service-only model, providing the service but not holding much personal relation with them? What are the possible outcomes of each scenario, both positive and negative?In detail, my job consists of maintaining the collection of organizations, both active and potential, to which we serve. Part of my challenge this year is collecting the information into a database that can be easily accessible to the board and teachers. I have also looked into using GoogleCalendar and Googledocs as online reference tools for One Yoga. This is proving to be more difficult than I originally assumed because the those involved are unfamiliar with it and many have expressed not wanting to learn how to use it. I have played around with how to best utilize the internet as a communication tool without overloading the teachers.
Do you have any suggestions on how One Yoga could enter the world wide networking to grow the organization while? Which network would you recommend for One Yoga?
My internship will eventually become a paid staff position. For right now, though, it is volunteer in exchange . When it becomes a paid position, the person will be in charge of much of the outreach program management. I would like to see the position take over most of what the ED has to do for the outreach right now, initiating contacts with organizations, meeting with all of the organizations, being the leader in explaining what the partnership could involve, being the liason between the teachers and the orgs, etc. Is this a realistic hope or should the ED continue to be responsible for this?
As an intern, how can I make myself most effective within the organization? Is it more important that I work throughout the entire organization, learning the various components that fit together to make up a nonprofit or is it more beneficial for both the organization and myself to be committed to one of the changes within the organization?
Employment... The studio is now run with one staff member, our managing director. We have a part time ED and a board and employ teachers as private yoga instructors. The weakness in this model is that the teachers can only devote a minimal amount of extra time to the growth of the studio as they teach other venues as well. We have been considering employing a “core group” of One Yoga teachers full time, which would obligate this group to the major parts of the studio. The teachers would work for One Yoga as staff personnel but would have to stop teaching elsewhere in order to be employed through the studio. Other teachers would be hired on contract to sub and conduct workshops, etc. The problem with this is the studio has too many teachers currently to hire all as full-time employees. With the studio changing so much right now, we don’t even know if this is sustainable and teachers are hesitant to completely devote their energy to it.
Do you think a shared-power type of leadership that we have now is most effective? Should we consider the "core" teacher model?
Brief history of the yoga practice and how it carries over into One Yoga:
According to Iyengar Yoga Resources: “The word Yoga comes from the Sanskrit word "Yuj" meaning to yoke, join or unite. This implies joining or integrating all aspects of the individual - body with mind and mind with soul - to achieve a happy, balanced and useful life, and spiritually, uniting the individual with the supreme.”
“According to the Yoga Sutras of Patanjali, the ultimate aim of Yoga is to reach "Kaivalya" (emancipation or ultimate freedom). This is the experience of one's innermost being or "soul" (the Purusa). Then one becomes free of chains of cause and effect (Karma) which tie us to continual reincarnation. In Kaivalya one is said to exist in peace and tranquillity, having attained absolute knowledge of the difference between the spiritual which is timeless, unchanging and free of sorrows, and the material which is not.
This is considered desirable as life is analysed as ultimately full of sorrows and pain- even pleasure and joy leave pain and loss when they have gone as nothing in the material world is permanent. Yoga therefore is a spiritual path...”
Briefly, here is the foundation of One Yoga. For more information, please visit www.one-yoga.org
Mission: One Yoga offers health and well-being through the practices of yoga, specifically inclusive of people who traditionally lack access. Vision: Regardless of age, ability, ethnicity, income or limiting circumstance, One Yoga aspires to offer an experience of yoga practice that is appropriate to the unique needs of each person and audience served, thereby supporting the physical, emotional and spiritual health and well-being of all people.
Values: One Yoga believes in: The transformative benefits of yoga Making yoga accessible for all Building a community of yoga practitioners Sustaining an environment that is conducive to personal growth and compassion
]]>We wanted to again solicit you, our colleagues, to contribute your feedback to our letter as you feel motivated. We would very much appreciate your response, constructive criticism, etc. Even if you say "the letter was boring, I didn't even read it" that's valuable information for us too!
For notes/agendas from the full meeting please see the extended entry.
See you next week!
~ Jamie, Janayah, Lindy and Nduka
]]> Tuesday March 31, 5:45pmOur group is in now in the process of making direct connections - following up and contacting the individual folks we sent letters to. As we go through, we'll be monitoring the progress and making notes of what works/doesn't work in particular. We also began to discuss our class participation and what we'll do during our time with everybody.
For notes/agendas please see the extended entry.
]]> Week of March 24 Reviewing script written for contacting folks after the letter is sent Call/email those we sent letters to – touch points Collect/track contacts as they are made Discuss presentationAe Action Research Meeting 2009-03-24
Agenda Group reviewed week's progress
Script for Calling Group to call/email/contact Thurs and Fri Jamie to take 1st 18 on the list, Lindy to take 2nd 18, Janayah to take 3rd 18. Jamie to make sure document for tracking is shared
Class Participation Group to distribute class letters Jamie to post a link on blog for info/feedback
Survey for stakeholders Nduka to start a draft of the survey for stakeholders.
Presentation - Discussion Video possibility from past discussions Group to bring brainstorming ideas to the next pre-class meeting
Next Meeting Tuesday March 31, 5:45pm (Before class)
Agenda for next meeting Continue contacting organizations Discuss next steps Discuss process and what worked, what didn't Outline presentation/Brainstorming thoughts
]]>