Upload
levi
View
43
Download
0
Embed Size (px)
DESCRIPTION
Leading Change in Teaching and Learning. Michael Bradford University of Manchester And Senior Associate of HE Academy Leeds University Conference 11.01.08. Leadership. Affect the context (locally) Facilitate and encourage innovation A ‘learn from’ rather than ‘a blame culture’ - PowerPoint PPT Presentation
Citation preview
Leading Change in Leading Change in Teaching and LearningTeaching and Learning
Michael BradfordMichael BradfordUniversity of ManchesterUniversity of Manchester
And Senior Associate of HE Academy And Senior Associate of HE Academy Leeds University Conference 11.01.08Leeds University Conference 11.01.08
LeadershipLeadership
Affect the context (locally)Affect the context (locally) Facilitate and encourage innovationFacilitate and encourage innovation A ‘learn from’ rather than ‘a blame culture’ A ‘learn from’ rather than ‘a blame culture’ Network people so that they learn from Network people so that they learn from
one another (tailoring ideas from one one another (tailoring ideas from one discipline to another) (facilitating inter-discipline to another) (facilitating inter-disciplinarity) disciplinarity)
Have ‘conversations’ and tell ‘stories’ that Have ‘conversations’ and tell ‘stories’ that convey vision and help the above convey vision and help the above
‘‘Leadership isLeadership is visionary: it is the projection of personality and visionary: it is the projection of personality and
character to inspire the team to achieve the character to inspire the team to achieve the desired outcome. There is no prescription for desired outcome. There is no prescription for leadership and no prescribed style of leader. leadership and no prescribed style of leader. Leadership is a combination of example, Leadership is a combination of example, persuasion and compulsion dependent on the persuasion and compulsion dependent on the situation. It should aim to transform and be situation. It should aim to transform and be underpinned by individual skills and an enabling underpinned by individual skills and an enabling ethos. The successful leader is an individual ethos. The successful leader is an individual who understands him/herself, the organisation, who understands him/herself, the organisation, the environment in which they operate and the the environment in which they operate and the people that they are privileged to lead’ people that they are privileged to lead’
Defence Leadership Centre, Defence Academy of UK Defence Leadership Centre, Defence Academy of UK
WARRIOR [Thatcher]
SAGE [Gandhi]
GUARDIAN [FD Roosevelt]
ADVENTURER [Martin Luther King]
from Keith Patching 2007 Leadership, from Keith Patching 2007 Leadership, character, and strategy: exploring diversity. character, and strategy: exploring diversity. Basingstoke; Palgrave MacMillanBasingstoke; Palgrave MacMillan
GUARDIAN
ADVENTURER
WARRIOR SAGE
o
x
ValuesValues
WarriorWarrior Achievement and Achievement and
accomplishmentaccomplishment WinningWinning CompetitionCompetition Advancement and Advancement and
promotionpromotion FameFame Defending territoryDefending territory Being a heroBeing a hero
SageSage WisdomWisdom Learning and Learning and
understandingunderstanding Search for truthSearch for truth HumilityHumility Celebrating othersCelebrating others Inner harmonyInner harmony Seeking spiritual Seeking spiritual
inspirationinspiration
valuesvalues
GuardianGuardian Protecting and Protecting and
providingproviding RespectRespect Membership of Membership of
communitycommunity Maturity and Maturity and
responsibilityresponsibility Developing a legacy Developing a legacy
AdventurerAdventurer Challenging Challenging
conventionconvention Moving onMoving on ‘‘you only live once’you only live once’ Change and varietyChange and variety Fun and excitementFun and excitement Self-reliance Self-reliance
Strategies Strategies (in a nutshell)(in a nutshell)
WarriorWarrior: lead from the front: lead from the front SageSage: develop people and foster personal : develop people and foster personal
growthgrowth GuardianGuardian: create a community and build a : create a community and build a
futurefuture AdventurerAdventurer: liberate people and challenge : liberate people and challenge
paradigmsparadigms
GUARDIAN
ADVENTURER
WARRIOR SAGE
Recap and onwardsRecap and onwards
Knowing yourself and the contextKnowing yourself and the context Knowing your vision and valuesKnowing your vision and values Knowing how to share them (stories, Knowing how to share them (stories,
conversations, metaphors)conversations, metaphors) Knowing how you are seen (many ways)Knowing how you are seen (many ways) Leadership as Change: positive reframing Leadership as Change: positive reframing Understanding the culture of the institution Understanding the culture of the institution
and its sub-cultures and its sub-cultures
Types of changeTypes of change Briefly compare two theories of change Briefly compare two theories of change
technical-rationaltechnical-rational complexity- emergentcomplexity- emergentLinear non-linearLinear non-linearPredictable outcomes unpredictablePredictable outcomes unpredictableClear end to process no obvious endClear end to process no obvious end Which theory characterises the way Leeds Which theory characterises the way Leeds
tries to implement change? tries to implement change? Which of these, in your experience, best Which of these, in your experience, best
characterises the way most change happens characterises the way most change happens here?here?
Some facilitating conditionsSome facilitating conditions (Richard Seel www.new-paradigm.co.uk)(Richard Seel www.new-paradigm.co.uk)
connectivity - increase connections across connectivity - increase connections across boundariesboundaries
diversity- increase (cultural, intellectual, diversity- increase (cultural, intellectual, emotional)emotional)
rate of information flow - richerrate of information flow - richer lack of inhibitors e.g. power, anxiety, threatlack of inhibitors e.g. power, anxiety, threat good boundaries e.g. deadlines, clear goalsgood boundaries e.g. deadlines, clear goals intentionality - broad direction from interactionsintentionality - broad direction from interactions watchful anticipation - patience, ‘don’t just do watchful anticipation - patience, ‘don’t just do
something, stand there!’ avoid premature closuresomething, stand there!’ avoid premature closure