• Updates & News

• Reflections on Assignment #4

• Looking ahead to Final Papers• Separating observation from analysis• Assign #5 (due Nov 16)

• Final class: Paper workshop (Nov 19)

Some midterm examples to read . . .

Critical Observations•Rosario (Prayer/medicine circles; Dufour, Argyris & Schon)•Charisse (Science team teaching; Smith & Berg, Sandoval & Lee)•Winston (Teacher study groups; Dufour)•Nneamaka (Elementary students helping; Webb et al, Kruglanski et al)

•Reuben (Religious leader team; Donnellon)

Designing an Experience•Taylor (Outdoor education; Smith & Berg, Achinstein)•Ben (8th grade Math project; Lotan, Gersick)• Jenny J. (Teacher professional development; Cranton, Marsick, Horn)•Zach (School-wide professional development; Cohen, Achinstein)•Betsy (student engagement in English classrooms; Cranton, Cohen, Lotan)

Fundamental Tensions

Knowing

Trusting

Belonging

Leading

create shared certainty and maintain doubt.

demonstrate competencies and disclose vulnerabilities.

create a collective identity and maintain individuality.

influence through vertical and horizontal power.

Readings: Perkins, Murnighan & Conlon, Schmuck & Schmuck

Discussion of Readings

All articles address aspects of our big questions: What does it mean for a group to learn? What are some key dynamics that support/thwart it? What can leaders to do support it?

You decide the most meaningful goal & process of your group over the next 45min. You just need to distill out something that can serve toward a useful summary for the class.

. . . Think about all the strategies we’ve done and Perkins’ strategies. Pay attention to leadership!

7 Bases of Interpersonal Influence(based on French & Raven, 1959)

• Expert: power through knowledge & skill

• Referent : power through personal closeness; identification

• Legitimate: power through right of position, role

• Reward: power through positive reinforcement

• Coercive: power through punishment

• Informational: power through insider knowledge, culture

• Connection: power through social networks, relationships

Where do we see leadership?

Fundamental Tensions

Knowing

Trusting

Belonging

Leading

create shared certainty and maintain doubt.

demonstrate competencies and disclose vulnerabilities.

create a collective identity and maintain individuality.

influence through vertical and horizontal power.

Tension of leading Leadership is a social interaction of

influence, not a characteristic of an individual

Social influence has multiple bases

Positional: a legitimate right?Evaluative: ability to punish/reward? Expertise: special knowledge/skill?Kinship: closeness between individuals?Connectivity: ties in social network?

Tension of leading

What can we do?

• Distribute positional & evaluative power

• Harness power of kinship & connectivity

• Enable the power of expertise

For next week. . .

- Article summaries up by Tues

- Upcoming: The Tension of Belonging

- Readings for next time (Grossman et al, London, Polzer et al, Brown)

- Looking ahead:

- Assignment #5: posting draft of paper by Tues 11/16

- Peers read it, offer feedback during last class 11/19

Conversations . . .

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