from collaborative initiatives to collaborative culture
TRANSCRIPT
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American College Personnel AssociationEducating Students:
One Purpose – 10,000 Approaches
From Collaborative Initiatives to Collaborative Culture
Monday, March 31, 2003Minneapolis, Minnesota
Presenters:Lynn D. AkeyKaren A. BoubelMargaret A. HealyRené Hersrud
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Presentation Outline
Why Collaborate?Focal Points for CollaborationCollaborative RelationshipsDeveloping Collaborative InitiativesImplementing Collaborative InitiativesMoving from Collaborative Initiatives to Collaborative CultureLeadership in a Collaborative Culture
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Why do we Collaborate?
External Pressures
Internal Needs
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Focal Points for Collaboration
Shared Big Question: What is best for students?
Shared Goal: Students success demonstrated by improved retention and graduation rates for students.
Shared Strategies:Initiatives that impact the quality of student learning and make the learning environment for students seamless.
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Collaborative Relationships:How to begin?
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Reflection: Developing Collaborative Relationships
What relationships do I have that have the potential to support collaborative initiatives? What is present in the relationship? What is missing or needs to be strengthened?
How can I develop collaborative relationships across cultural boundaries within my organization?
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How do you move from a collaborative relationship to a collaborative initiative?
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Developing Collaborative Initiatives
Goals and outcomes identifiedIndividuals collaborating are committed and assume responsibility to implement the initiativeThe first question asked is “Who else should be involved?”High level of purposeful talk with progress toward implementation
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Developing Collaborative Initiatives
Shared ownership and power
Shared accountability among those collaborating and to the initiative
Planned assessment of results
Outcomes of the initiative are reported
Shared belief that the collaborative initiative is possible and can be successful
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Discussion: Issues of Power and Control
Issues of power and control can be a strategy for success or a barrier to success.
What are some of the positives of sharing power? Giving up control?What are some of the down sides of sharing power? Giving up control?What have you learned about shared power?
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Implementing Collaborative Initiatives
Networking
Cooperation
Coordination
Interdependence
Adapted from Chelle Lyons-Hanson
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Developing Collaborative Culture: Strategies
Human-Oriented/Cultural StrategiesCross-institutional dialogueCommon language developmentCommon visionGenerating enthusiasmMarketing changeStaff development
Kezar, A. (2001). Documenting the Landscape: Results of a National Study on Academic and Student Affairs Collaborations
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Developing Collaborative Culture: Strategies
Structural Strategies – statistically significant in relationship to creating successful collaborations
Shared fiscal resourcesSystemic incentivesPlanningRestructuringReward systemSetting expectations and accountabilityChange in promotion and tenure
Kezar, A. (2001). Documenting the Landscape: Results of a National Study on Academic and Student Affairs Collaborations
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Developing Collaborative Culture:Effect of Specific Strategies
LeadershipCross-institutional dialogueSetting expectationsGenerating enthusiasmCreating a common visionStaff developmentPlanning
Kezar, A. (2001). Documenting the Landscape: Results of a National Study on Academic and Student Affairs Collaborations
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Collaborative Culture
A collaborative culture demonstrates the following characteristics: learning-
centered; interdependent; bi-cultural; generative communication; pro-active;
and systemically-oriented.
Rice, ACPA (1998)
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Leadership in a collaborative culture is for everyone involved.
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Institutional Effectiveness and the Movement from Collaborative Initiatives to Collaborative Culture
Engaged in strategic planning to:Respond to students needsMeet institutional mission and goalsSolve problems togetherSeek additional opportunities to meet shared goals or outcomes
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Strategic Planning and Change
Leading and learning communities Shift in values and behaviors: mental modelsPersonal awareness and masterySystems thinking10 challenges
Peter Senge: The Fifth Discipline (1990), The Fifth Discipline Field Book (1996), The Dance of Change (1999),
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Transformational Leadership
“Good” followers have the same characteristics as “good” leaders
Shared visionCommunication—multilevelRelationshipsCultureImplementation
Sergiovanni (1983), Senge (1990) Pielstick, (19??
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Reflective Practice
Theories-in-belief
Theories-in-action
Schon (1983)
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Key Reflective Questions
What? Why? How?What if . . .?What is the problem? How can it be resolved?What worked? What didn’t? Why?What’s my role/responsibility?
Roth (1989)Staff Development for Reflective Thinking: King & Kitchner (1994)
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Leadership
What are my strengths in strategic planning?What attributes of transformational leadership have I already mastered?What can I do to strengthen my own reflective practice?
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Closing Reflection
The most important idea presented to me was…
To me, that idea means…
I will begin to apply the idea by…