nitle shared academics: fostering a collaborative culture: smart change and shared leadership
DESCRIPTION
Institutional readiness to respond and even thrive amid rapid change is dependent on the ability to cultivate a culture of collaboration and embrace transformative change. Indeed, institutional speed of response ultimately depends on shared vision, shared agreement, and shared leadership. Ann Hill Duin urges those involved with planning throughout all levels of an organization to actively foster a culture of collaboration. Doing so will ready your institution to tackle complex challenges and transform them into opportunities for reinvention and re-invigoration. As a professor of writing studies, Ann Hill Duin studies the language of the transactions that occur through networks of individuals engaged in collaborative, strategic work. During her 15 years in higher education administration, she has worked to build shared leadership across colleges, institutions, and academic and administrative realms. In her study of multiple inter-institutional partnerships, she found that a key component of fostering a collaborative culture is increased access to and shared understanding of “smart” change and “shared” leadership. During this Shared Academics seminar, you will gain increased understanding of these concepts and examine an action plan for strategic partnering.TRANSCRIPT
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Fostering a Collaborative Culture: Smart Change and Shared Leadership
Ann Hill DuinProfessor of Writing Studies
University of [email protected]
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Framing Questions
• Why cultivate collaboration? • How might we foster smart change?• How might we foster shared leadership?• How might we measure its effectiveness?
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Why cultivate collaboration?
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Rationale Why cultivate collaboration?
• To pursue opportunities that are significant, urgent, and/or risky.
• To do together what cannot be done alone.• To expand reach.• To improve outcomes.• To achieve synergy and open doors to innovation.• To address a clear learner need.• To leverage resources, share infrastructure.• To respond to new markets, improve competitiveness.• To enhance access and pedagogy of learning.• Other…
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Study of the implementation of shared leadership in 27 non-profit organizations over two years
“Organizations found that they could do more with less (funds) by doing more with more (leadership).” Allison, Misra, & Perry (2011, 32)
Rationale Why cultivate collaboration?
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Study of the process of shared leadership in 45 teams found that
“Teams with shared leadership experienced less conflict, greater consensus, and higher intra-group trust and cohesion than teams without shared leadership.” Bergman et al. (2012, 17)
Rationale Why cultivate collaboration?
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Real collaboration takes more than meetings and powerpoints.
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Focus on transforming relationships.
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Create spaces for reflection and deeper conversation.
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Be anchored by a “backbone organization.”
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Be open to changes in how they think and operate.
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Indicators of Success
Cultivate:– adaptability within the
leadership spectrum – an orientation toward shared
leadership – a culture of trust
Be prepared to:– commit to change – stress across-the-board
engagement– invest time
Allison, Misra, & Perry (2011, 30)
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How might we foster smart change?
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Approaches to change
Routine change Strategic change Transformative change
1. Sustains status quo2. Leadership is solo3. Scope is siloed4. Applies routine expertise5. Focuses on policy
compliance6. Requires buy-in from
local management
1. Sustains status quo2. Leadership is a team3. Scope is bridged4. Applies strategic
expertise for redesign5. Focuses on planned
change6. Requires buy-in from
upper admin
1. Disrupts status quo2. Leadership is shared3. Scope is shared4. Applies adaptive
expertise to major challenges
5. Focuses on innovation6. Requires buy-in from
many levels
Baer, Duin, & Ramaley. (2008). Smart Change. Planning in Higher Education.
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Transformative change…
is imperative for finding solutions when there are no clear answers, and results in significantly expanding core capacities because it demands that people work together differently.
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Name a collaborative
initiative.
What type(s) of change does it represent?
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Smart Change
Focuses on the future through– Leading over lagging indicators – Principles over practices– Scenarios over environmental scans– Evidence over anecdote– Leadership over management– Continuous over episodic improvement– Communication over sound bites– System over silos– Shared leadership over competition
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How might we foster shared leadership?
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One should not merely look to the designated leader for guidance, but rather that one should let logic dictate to whom one should look for guidance on the basis of individuals’ knowledge of the situation at hand.
Mary Parker Follett (1924)
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Shared leadership occurs when group members actively and intentionally shift the role of leader to one another as necessitated by the environment or circumstances in which the group operates.
Pearce, Hoch, Jeppesen, & Wegge (2010, 151)
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Conceptualize leadership as a more relational process, a shared or distributed phenomenon occurring at different levels and dependent on social interactions and networks of influence.
Fletcher & Kaufer (2003)
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Shared leadership involves a process where all members of a team are fully engaged in the leadership of the team: Shared leadership entails a simultaneous, ongoing, mutual influence process involving the serial emergence of official as well as unofficial leaders.
Pearce, Manz, & Sims (2008, 353)
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Shared leadership entails broadly sharing power and influence among a set of individuals rather than centralizing it in the hands of a single individual who acts in the clear role of a dominant superior.
Pearce, Manz, & Sims (2009)
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Shared leadership is not a replacement for ‘leadership from above;’ rather, it works in conjunction with more traditional hierarchical leadership, thus giving an organization a more flexible, dynamic, robust and responsive leadership platform.
Manz et al. (2009, 237)
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The gist…
Look beyond the designated leaderShift the role of leader as neededSee leadership as relational and emerging Lead together to achieve goalsFoster simultaneous, mutual influence
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Approaches to Leadership
Vertical Identified by position in a
hierarchy Evaluated by whether the
leader solves problems Leaders provide solutions
and answers Distinct differences
between leaders and followers
Communication is formal
Shared Identified by the quality of a
person’s interactions Evaluated by how well
people are working together Leaders provide multiple
means to enhance the process
Members are interdependent
Communication is critical
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Power of a collaborative
Transactions occur through networks of individuals engaged in reciprocal, preferential, mutually supportive actions… The parties agree to forego the right to pursue their own interests at the expense of others.
Weibler & Rohn-Endres (2010, 182)
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1. Introduce yourselves to each other.
Listen for language.
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Stage one: Talking nice
PoliteRepeat roles and rulesReproduce existing knowledgeLittle responsibility for joint tasks
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2. Name a “tough” issue.
Identify disagreements…
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Stage two: Talking tough
More open and authenticReveal rules and disagreementsAct in conflictStill little joint responsibility for outcomes
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3. Inquire about the issue(s).
Ask questions.Listen to learn.
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Stage three: Reflective dialogue
Reflective, curiousInquireListenBegin to create conditions for shared leadership
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4. Find (name) one point of agreement.
Can you identify more?
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Stage four: Generative dialogue
Aware of common groundGenerate rules togetherTranscend self interestGroup as a whole explores new ideas, shares responsibility
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How will we measure its effectiveness?
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Partnership BlueprintA metric for determining readiness
– Vision– Description– Beliefs– Assumptions– Operations– Commitment
– Collaboration– Risk– Control– Adaptation– Return (Value)
on investment
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– Vision• What is the greater social good?
– Description• What is it? How will it affect my institution?
– Beliefs• What are the guiding, foundational principles?
– Assumptions• What will we achieve together from this change?
– Operations• How will it work? Is it feasible?
– Commitment• Are multiple levels committed to it?
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– Collaboration• Is collaboration more important than competition?
– Control• Who is sharing leadership?
– Adaptation• How will the constituencies adapt to this new environment?
– Risk• What are the financial, legal, academic, and
experimentation risks?
– Return (value) on investment• What is your potential return on this change investment?
Expanded from Blueprint Model as discussed in Partnering in the Learning Marketspace, 2001.
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Indicators of Success
• Launch• Maintain• Sustain
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Launch
• Consortium or alliance existing prior to the project (pre-existing trust)
• Clarity of purpose/vision (meeting a clear need) and compatible missions
• Commitment (a clear lead unit; support)• Clear contribution from each partner• Champion• Communication• Capacity (e.g., technological)
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“What made this work was having someone they [partners] could trust that they knew would not drop the ball.”
“Collaboration is the absolute key. Competition does not enter anywhere.”
“There was a sense from the beginning that everyone was a partner in the real sense; i.e., everyone would contribute to it, and it would contribute back… There was a common purpose: the target was the same.”
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Maintain
• Mutual respect and trust• Understanding of intellectual property rights• Responsiveness (to partners and learners)• Patience, especially with the evolution of
partners• Frequent / regular communication; sharing
and networking• Commitment to embed the effort within
existing structures/policies• Perseverance to come to agreements
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“All know that everyone else is doing something important.”
“We decided not to say, ‘Here’s one shoe; make it fit.’ Rather, we provided a shoe in a number of sizes.”
“It has fundamentally changed the way we do things… It required changing quite a few policies without changing standards. It took the engagement of many people to get this to happen.”
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Sustain• Embedding of the project into
institutional structures, policies, procedures
• Income stream and the commitment of partners (includes contracts)
• Letters of agreement OR clear established networks
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How will you foster a collaborative culture?
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Attributes of Shared LeadershipCompetencies Authenticity Balancing
Polarity
Intelligence Demonstrates and values multiple literacies
Exhibits emotional intelligence
Works simultaneously on both poles of an issue
Communication Communicates and consults regularly to increase accessibility
Demonstrates values of collaboration and trust
Balances environment of openess/publicness with validity of information
Transparency Functions in multi-linear mode; networks and shares resources
Develops multidimensional leaders
Seeks multi-sector partners among competitors
Change Distinguishes between routine, strategic, and transformative change
Exhibits transformational leadership through a focus on shared vision
Seizes innovation as a balance between improving existing processes and creating new ones
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http://iaa.ksu.edu/http://www.gpidea.org/policy-procedure/Alliance-Policy-Procedure-Manual.pdfhttp://www.gpidea.org/policy-procedure/appendices/appendix_e1.pdf
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References• Allison, M, Misra, S., & Perry, E. (2011). Doing more with more: Putting shared leadership into
practice. The Nonprofit Quarterly, Summer 2011, 30-37.• Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S.W., & Bergman, S. M. (2012). The
shared leadership process in decision-making teams. The Journal of Social Psychology, 152(1): 17-42.
• Fletcher, J. K., & Kaufer, K. (2003). Shared leadership: Paradox and possibility. In Shared Leadership: Reframing the Hows and Whys of Leadership. C. L. Pearce and J. A. Conger (eds). Thousand Oaks, CA: Sage Publications, 21-47.
• Follet, M.P. (1924). Creative experience. London: Longmans, Green.• Great Plains IDEA Policy and Procedure Manual.
http://www.gpidea.org/policy-procedure/Alliance-Policy-Procedure-Manual.pdf• Manz, C.C. Manz, K.P. Adams, S.B. and Shipper, F. (2011). A model of values-based shared
leadership and sustainable performance. Journal of Personnel Psychology, 21, 687-702.• Pearce, C.L., Hoch, J. E., Jeppesen, H., & Wegge, J. (2010). New forms of management: Shared
and distributed leadership in organizations. Journal of Personnel Psychology, 9(3): 151-153.• Pearce, C.L., Manz, C.C. & Sims, H.P., Jr. (2009). Where do we go from here?: Is shared
leadership the key to team success? Organizational Dynamics, 38: 234-238.• Sample agreements.
http://www.autm.net/AM/Template.cfm?Section=TechTransferResources&Template=/CM/ContentDisplay.cfm&ContentID=7337
• Senge, P. (2013). Real collaboration takes more than meetings and power points. Network for Business Sustainability. http://nbs.net/real-collaboration-takes-more-than-meetings-and-powerpoints/
• Weibler, J., & Rohn-Endres, S. (2010). Learning conversation and shared network leadership. Journal of Personnel Psychology, 9(3): 181-194.
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Collabronauts
They journey from their home organization to forge new alliances and to explore creative opportunities, like leaving their home planet to bring back knowledge of strange new worlds and new civilizations…
Rosabeth Moss Kanter, Evolve! (2001, 137)
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They work out complicated dealings between and among partners, manage rumors, mount peace-keeping missions, and solve problems. They use personal friendships and powers of persuasion to sell people on the importance of helping a partner.
Rosabeth Moss Kanter, Evolve! (2001, 137)