Key+Leadership+Elements

We will determine the major content headings that should be included in the Leadership Audit Paper

__**Leading Change **__
 * Establish a clear **vision**.
 * communicate this vision
 * Establish an **urgency** to change within the community.
 * communicate this urgency
 * Have a process for **managing various stakeholders** throughout the change process bringing people into the processes in a strategic way.
 * Establish our **guiding coalition**
 * With respected and/or powerful enough members of the community to give the guiding coalition weight.
 * Identify and leverage your **opinion leaders**
 * establish **short term wins** or **intermediate objectives** - short term goals that we can reach and measure.
 * **empower people** with the skills and authority to implement change
 * **anchor change** - long-term ideas and visions must be considered to ensure lasting change.

__**Reframing Organizations **__ (//Described on p. 14 - 15, summary table spanning p. 16 - 17)// 1. Structural frame - emphasizing goals, roles and relationships 2. Human Resource frame - based on ideas from Psychology 3. Political frame - organizations are seen as arenas, contests or jungles 4. Symbolic frame - organizations are tribes, propelled by rituals and stories as opposed to policies and procedures Every frame holds multiple truths, but also displays the prejudices of those that own it.
 * Are a variety of frames being used within the management of your organization? **

The single most effective managers (leaders) are aware of the existence of multiple frames and are able to transition between them as the circumstances require.


<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Leaders in every frame come across barriers to implementing important change. These barriers range from anxiety to disempowerment to confusion to loss of purpose. Leaders who excel find ways to overcome these barriers. Leaders address conflict head on as they approach training, organize realignments, resolve conflict, deal with loss and strategize goals.

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Explore ways to expand your passion in your work. You can increase your passion if you are able to find a balance in your life between your work and your home. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Leaders should find important roles for everyone within a company or organization. This can increase the amount of passion throughout the facility. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Face time is a key component in building social capital and increasing your influence with others. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Power and influence come from our ability to maintain unity even when there are major disagreements. This comes, in large part, from having the courage to tackle disagreements and personality conflicts. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Networks can be categorized in seven ways depending on our needs and wants. They include: work, social, innovation, expert knowledge, career guidance, learning and decision-making. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Authentic leadership develops in people who are comfortable in their own skin allowing them to act with integrity. To build authenticity, follow these simple steps: know thyself and express thyself. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Women are often closer to actual issues and problems at a community level which makes it necessary for them to take part in and lead policy discussions both domestically and abroad. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Smart organizations use the skills and traits that are found in many female leaders in this country: multitasking, natural resource optimization, intuition, collaboration and empathy. ======

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<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">• Every organization has groups of people who don’t feel that they fit in with the majority. The use of circles — in which businesses and communities allow people with like traits or interests — can give these members a feeling of legitimacy and a part of the bigger picture. ======

__**<span style="color: rgb(255,0,0);">Disrupting Class **__
<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">//Proper Knowledge Creation Leads to Improved Learning and Fit for Students//

The primary problem with the education system in the United States is a **lack of intrinsic motivation** as a result of the teaching methods being used. Students who excel in the current system do so because they identify with the teaching methods being used.

Harvard psychologist Howard Gardner has led research on **Multiple Intelligences** stating that IQ is much more than a numeric score. When material is presented in relation to our dominant intelligence, we understand and learn faster.

Intelligences are only one dimension of learning; within each there is a second dimension related to **learning styles**, and within this second dimension there is a third, related to **learning pace**.


 * Disruptive Innovation** brings a product/service to an area where no product/service was available prior in contrast to making improvements to current products or services within the existing market and creates a shift in the market to change consumption. For Example – the IPod shifted the way individuals listen to music and shifted the music industry rather than the music industry presenting an improvement to its form of distribution of music.

Computers have the ability to produce a disruptive innovation in schools. The reason for the disappointing result in the way schools have employed computers is because computers are used to sustain and only marginally improve the way subjects are already taught. In the current education system, there are multiple areas of non-consumption. This in conjunction with computer technology focusing on student-centric learning (leveraging individuals’ dominant intelligences) is the set up for a possible **innovative disruption within education**. How? - Shift the “services/products” and the “way of doing business”. <span style="font-size: 10pt; color: black; font-family: 'Arial','sans-serif';"> //In Trying to Implement Change Understand the Organizational Context to Forge a Consensus//
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">create more “tutorial products” rather than “course material”
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">simultaneously shift the business model from a “value-chain” model to a “facilitated user network.”
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">students, parents, and teachers can self-generate technologies that meet students’ needs and offer tools to one another
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Education must begin Earlier - **<span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;"><span style="font-size: 10pt; color: black; line-height: 115%; font-family: 'Arial','sans-serif';">Parents can have an impact on a child’s education/future through “**language dancing**” to build intellectual capacity, cultivate a strong & positive self-esteem, and stimulate intellectual curiosity, in children before the age of 12 months.

Tools of cooperation: The extent to which people agree on what they want and agree on cause and effect: Power tools (structural/political) Leadership tools (Human resource/Political?) Culture tools (symbolic) Management tools (structural?)

//Bring the Right Team for the Job. Understand Whether the Focus is on Product v. Process, Steps v. Model// See chart on page 203 (Christensen et al.) Heavyweight/autonomous versus lightweight/functional teams Functional/departmental—component level (product) and step level (process) Lightweight/coordinative/matrix—when a predictable level of interdependence must take place for success/transformation Heavyweight—enables transcendence of structural boundaries and interact in new ways—they bring their departmental expertise, but their mindset is not representative. Collective responsibility to improve and bring everything together. Unlike the lightweight group, needed when interdependence is unpredictable. For innovating. Expensive and coordinative overhead. If maintained indefinitely, redundant and unnecessary. <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;"> A Key Leadership Element from //__Primal Leadership__// is understanding relationships, with others as well as oneself. In order to understand relationships, one must develop the following skills: <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;"> The four Categories of Emotional Intelligence which enable leaders to understand relationships and build effective teams are: <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;"> The six leadership styles that Goleman talks about are:
 * __<span style="color: rgb(255,0,0);">Primal Leadership __**
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">** Empathy ** is an extremely important property of successful leaders. In terms of Bowling Alone, we need to be sure to understand the emotions of the townspeople as well as their goals.
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">** Dissemination: ** We need to be sure to disseminate any information in a manner consistent with the emotions of the people and not to direct them how to live. We should include reasoning along with all stages of our consultant work. At no time should a decision be made without consulting with designated leaders in the town. Otherwise the buy-in will be non-existent.
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Self-Awareness
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Self-Management
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Social Awareness
 * <span style="font-size: 12pt; font-family: 'Times New Roman', Times, serif;">Relationship Management
 * Visionary
 * Coaching
 * Affiliative
 * Democratic
 * Commanding
 * Pacesetting

The first four are resonant styles and the last 2 are dissonant. For more comprehensive information, please see the powerpoint presentation