becoming a learning community module 1 school division superintendents leadership program july...
TRANSCRIPT
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Becoming a Learning Community
Module 1School Division Superintendents Leadership
ProgramJuly 20-24, 2015
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Day 1
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Welcome Module Host:
Dr. Juan A. Kanapi, Jr.
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Future By Design Pilipinas, Inc.
Dedicated to bringing together multiple stakeholders in meaningful conversations in the hope that, with more and more meaningful conversations, positive change can happen in the country
CORE COMPETENCIES• Organizational direction-setting• Program planning, development,
management and evaluation • Multisectoral engagement and
relationship building• Leadership development • Individual and Group Coaching
LEADERSHIP * INNOVATION * STRATEGIC PLANNING * STAKEHOLDER ENGAGEMENT
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Our WorkHosting
Conversations that Matter
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Circle as Womb for Emergence
Caller
Host
Harvester Guardian
Powerful Question
Diversity
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Managementor
Leadership?
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How do you differentiate
between Management &
Leadership?
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Think of someone whom you consider to be a good…
• Manager
• Leader
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Management vs. LeadershipClass Mental Models
Management
• Organization direction• Achieves target• Controls and allocates resources• Transactional • Delegation• Cares for people in the organization• Work people• Compels people to produce results• Recognizes strengths and
capacitates
* Black fonts are more “leadership”
Leadership
• Command people based on organization’s principles
• Subordinates are happy working with the leader
• Inspires, guides, influences and serves• Charisma; motivates others to work
together• Initiative to make things happen• Control and monitors people• Empowers and action• Listen and observe
* Black fonts are the real leadership behaviors
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AREA MANAGEMENT LEADERSHIP
Creating an agenda Planning and Budgeting
Establishing Direction
Aligning People
Motivating and Inspiring
Change
Controlling and Problem-solving
Predictability
Execution
Outcomes
Organizing andStaffing
Developing a human network for achieving the agenda
Managementand Leadership
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Change, Complexity, and Leadership
HighLow
Low
Considerable leadership but not much management required
Start up businesses
Considerable leadership and management required
Most organizations today
Little management or leadership required
Most organizations until this century
Considerable management but little leadership required
Many successful corporations in the 50’s and 60’s
Amount of change needed in the operation
High
The complexity of change
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Overarching Intention
School District Superintendents as transformational leaders, effectively collaborating and learning with others,
within and beyond the organization of the Department of Education (DepEd), towards improving education indicators in the Philippines.
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Calling QuestionHow can we support each other,
towards becoming transformational leaders, developing through an effective learning community,
during and beyond this program?
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Effective Interpersonal SkillsEffective Interpersonal Skills
Multi-StakeholderEngagement
Mental Models Systems
Thinking
SharedVision
CreativeStrategies
TeamLearning
NewSocial
Arrangements
Sensing
Presencing
Creating
Complex
Issues
PersonalMastery
Appreciative Inquiry
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EXPERIENCE
PROCESSING
NEW INSIGHT
APPLICATION
The Experiential Learning Cycle
Theory
Theory
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Learning Structures
• Art materials on the table
• Journal• What? (I feel… / significant experience)• Why? (I think… / insight & why important)• How? (I see… / application in the field)
• Slides used to be sent by email at the end of the day
• Plenary Signals• Left arm raise• Music: 5 minutes to resume• Singing bowl: beginning & end of exercise / class
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End of Module Paper
• What content or process struck me as “significant?” (I feel…)
• Why is this important in my work as SDS? (I think…)
• How will I apply this concretely in the field? (I see…)
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Break
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“People do not rise from nothing…It is only by asking where they are from that we can unravel the logic behind who succeeds & who does not”
Malcolm GladwellAuthor, Outliers: The Story of Success
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Leadership Journey
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Lemniscate Journey
Reference: Perlas, Nicky. 2011. Mission Possible: Sow Courage, Harvest a New World.
ImperfectReality
1. CRISIS
2. TRIAL
HighestFuture
Self
3. ENLIGHTENMENT
4. RETURN
D2D SELF
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Leadership Capital
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Lunch
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Workshop on Leadership Capital
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“To be someone’s best friend requires a minimum investment of time. More than that, though, it takes emotional energy.”
Malcolm GladwellAuthor: The Tipping Point: How Little Things Can
Make A Big Difference
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Leadership Style
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David Kantor’s Four Player System
SOURCE: Scharmer, Otto. 2010. Presencing Institute Action Lab, Masters Class. Boston, Massachusetts.
MOVE• Propose direction• Initiate action• Bring new idea
OPPOSE• Differing views• Surface differences• Devil’s advocate
FOLLOW• Appreciate• Add• Expand
BYSTAND• Label / name events• Reflect / mirror
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Leadership Style
• What are the BEHAVIOR PATTERNS of your leadership style?
• What is the EFFECT ON OTHERS when you apply the behavior patterns of your leadership style?
• What is the PERSONAL PRICE that you pay for staying in your natural leadership style too long?
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Experimenting with a Leadership Style
Consider your original leadership style…
What do you EXPECT TO GAIN by trying out your chosen alternative leadership style?
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Break
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Appreciative Inquiry (Ai)
By David Cooperrider, PhD
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Appreciative Inquiry
Developed by
Dr. David Cooperrider&
Dr. Suresh Srivastva
• Fairmount Minerals Professors of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University
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Appreciative Inquiry (Ai)
An inquiry
that selectively seeks to
locate, highlight and illuminate
the life-giving forces
of an individual, group or organization
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Appreciative Inquiry 4 D Cycle
Positive Core
DiscoveryAppreciatingthe best of what
is
DreamEnvisioning
what might be
DesignConstructing
desired structures /processes
DestinyImplementingthe process of
change
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Problem-solving & Ai
Problem-Solving
• Problem identification
• Cause analysis
• Solution analysis
• Action planning
Appreciative Inquiry
• Discovery: what gives life?
• Dream: what might be?
• Design: how it will be?
• Destiny: what we will do?
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Problem-solving & Ai
Problem-Solving
Mental Model: Organization as problem-to-be-solved
Appreciative Inquiry
Mental Model:
Organization as mystery-to-be-embraced
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Basic Processes
• Story Telling
• Group Dreaming
• Positive Collaboration
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Examples of Successful Ai
• GTE
•LeadShare
• VISA
• AVON, Mexico
•First People’s Bank
• Scandinavian school system
Telephone Ops
Accounting
Credit card
Cosmetics
Banking
School
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Principle 1: Constructionist
• Words create worlds• A person’s reality is created by the mental images one sponsors and
the language one consistently uses• What we constantly think and talk about becomes our reality• Placebo effect, Dr. Imoto experiment with water crystals, Ellen Langer
study on adolescents during the 1950s
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Principle 2: Anticipatory
• The future is only limited by our imagination• An image of the future precedes actual change• People become what they project themselves to be • Pygmalion Effect
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Principle 3: Poetic
• Reality is open to multiple interpretations• Anything about an individual, group or organization can be studied• However we have the choice of focusing on the positive (e.g.
creativity, innovation) or negative aspects of reality (e.g. stress, inefficiency)
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Principle 4: Simultaneity
• Inquiry and change are simultaneous moments• What we ask about determines what we “find,” and what we
“discover” becomes the basis of our choices• What we ask about today lead to the tomorrow we create
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Principle 5: Positive
• Successful change requires continuous amounts of positive affect and social bonding
• The more positive the questions, the less the resistance to change• The more positive the questions, the easier it is to sustain a change
process
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S.O.A.R. Framework for Organizing Data
• Strengths
• Opportunities
• Aspirations
• Results
• Inner resources of the person • Present and expected events
that can enable coachee-mentee to be more effective
• Desired conditions /consequences
• Measurable indicators of success
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CheckoutThe most important things I learned about myself as leader...What are my unique traits that differentiates me from other
education leaders?