LEADERSHIP FOR A CHANGING WORLD

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LEADERSHIP FOR A CHANGING WORLD

• SESSION 2
• OISE/UT
• DR. LYN SHARRATT
• COURSE 1048

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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 weeks session
• Group Activity jigsaw to share reading
• Lecture Leadership and Change
• Group Work re First Assignment
• REFLECTOR!

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CHANGE

• CONSIDER HOW HARD IT IS TO
• CHANGE YOURSELF AND YOULL
• UNDERSTAND WHAT LITTLE CHANCE
• YOU HAVE OF TRYING TO CHANGE
• OTHERS!

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The More Things Change ...

• Students today depend upon paper too much. They
  dont know how to write on slate without chalk
  dust all over themselves. They cant clean a
  slate properly. What will they do when they run
  out of paper?
• Principals Association, 1815

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The More Things Change ...

• Students today depend too much upon ink. They
  dont know how to use a pen knife to sharpen a
  pencil. Pen and ink will never replace the
  pencil.
• National Association of Teachers, 1907

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The More Things Change ...

• Students today depend on store bought ink. They
  dont 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

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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

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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

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The More Things Change ...

• Students today depend too much on hand-held
  calculators.
• Anonymous, 1985

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The More Things Change ...

• CAN YOU PREDICT WHAT
• TOMORROWS ARGUMENT WILL BE?
• T. Seidenberg, Washington Mathematics, 1989, p.8

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Nothing changes in an Organization unless
people change
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THINGS IVE 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!

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RESISTANCE TO CHANGE

• UNDERSTANDING THAT VALUES ARE THREATENED...FIND
  OPPORTUNITY TO PRIVATELY ACKNOWLEDGE, RESPECT AND
  DISCUSS RESISTORS FEELINGS ... BUT DONT 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...DONT BELIEVE THAT CHANGE WILL MAKE A
  DIFFERENCE NEED TO BE SUPPORTED THROUGH
  RESOURCES, WORKSHOPS, VISITS, BUILDING A SUPPORT
  GROUP
• INVITATIONAL VS. 10 FACTOR

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LEADERSHIP FOR A CHANGING WORLD

• CENTRAL AND LOCAL DECISION-MAKING
• EVOLUTIONARY PLANNING
• PROBLEM-COPING

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In a Learning Organization

• people feel that theyre 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.

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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)

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INDIVIDUAL SUPPORT

• SHOWS PERSONAL INTEREST
• APPRECIATES
• LISTENS AND COMMUNICATES WELL
• GIVES FEEDBACK
• HAS CONFIDENCE IN INDIVIDUALS
• IS FAIR
• MAKES APPROPRIATE INTERVENTIONS

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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.
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INFORMAL LEADERSHIPCHARACTERISTICS

• ACCESSIBLE
• APPROACHABLE
• SUPPORTIVE
• KNOWLEDGEABLE
• PATIENT
• ALWAYS HAVE TIME
• DEMONSTRATE WILL AND PERSEVERANCE
• MOTIVATED TO LEARN

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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.

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• 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