Becoming a Learning Community Module 1 School Division Superintendents Leadership Program July 20-24, 2015.

Becoming a Learning Community

Module 1School Division Superintendents Leadership

ProgramJuly 20-24, 2015

Day 1

Welcome Module Host:

Dr. Juan A. Kanapi, Jr.

Future By Design Pilipinas, Inc.

Dedicated to bringing together multiple stakeholders in meaningful conversations in the hope that, with more and more meaningful conversations, positive change can happen in the country

CORE COMPETENCIES• Organizational direction-setting• Program planning, development,

management and evaluation • Multisectoral engagement and

relationship building• Leadership development • Individual and Group Coaching

LEADERSHIP * INNOVATION * STRATEGIC PLANNING * STAKEHOLDER ENGAGEMENT

Our WorkHosting

Conversations that Matter

Circle as Womb for Emergence

Caller

Host

Harvester Guardian

Powerful Question

Diversity

Managementor

Leadership?

How do you differentiate

between Management &

Leadership?

Think of someone whom you consider to be a good…

• Manager

• Leader

Management vs. LeadershipClass Mental Models

Management

• Organization direction• Achieves target• Controls and allocates resources• Transactional • Delegation• Cares for people in the organization• Work people• Compels people to produce results• Recognizes strengths and

capacitates

* Black fonts are more “leadership”

Leadership

• Command people based on organization’s principles

• Subordinates are happy working with the leader

• Inspires, guides, influences and serves• Charisma; motivates others to work

together• Initiative to make things happen• Control and monitors people• Empowers and action• Listen and observe

* Black fonts are the real leadership behaviors

AREA MANAGEMENT LEADERSHIP

Creating an agenda Planning and Budgeting

Establishing Direction

Aligning People

Motivating and Inspiring

Change

Controlling and Problem-solving

Predictability

Execution

Outcomes

Organizing andStaffing

Developing a human network for achieving the agenda

Managementand Leadership

Change, Complexity, and Leadership

HighLow

Low

Considerable leadership but not much management required

Start up businesses

Considerable leadership and management required

Most organizations today

Little management or leadership required

Most organizations until this century

Considerable management but little leadership required

Many successful corporations in the 50’s and 60’s

Amount of change needed in the operation

High

The complexity of change

Overarching Intention

School District Superintendents as transformational leaders, effectively collaborating and learning with others,

within and beyond the organization of the Department of Education (DepEd), towards improving education indicators in the Philippines.

Calling QuestionHow can we support each other,

towards becoming transformational leaders, developing through an effective learning community,

during and beyond this program?

Effective Interpersonal SkillsEffective Interpersonal Skills

Multi-StakeholderEngagement

Mental Models Systems

Thinking

SharedVision

CreativeStrategies

TeamLearning

NewSocial

Arrangements

Sensing

Presencing

Creating

Complex

Issues

PersonalMastery

Appreciative Inquiry

EXPERIENCE

PROCESSING

NEW INSIGHT

APPLICATION

The Experiential Learning Cycle

Theory

Theory

Learning Structures

• Art materials on the table

• Journal• What? (I feel… / significant experience)• Why? (I think… / insight & why important)• How? (I see… / application in the field)

• Slides used to be sent by email at the end of the day

• Plenary Signals• Left arm raise• Music: 5 minutes to resume• Singing bowl: beginning & end of exercise / class

End of Module Paper

• What content or process struck me as “significant?” (I feel…)

• Why is this important in my work as SDS? (I think…)

• How will I apply this concretely in the field? (I see…)

Break

“People do not rise from nothing…It is only by asking where they are from that we can unravel the logic behind who succeeds & who does not”

Malcolm GladwellAuthor, Outliers: The Story of Success

Leadership Journey

Lemniscate Journey

Reference: Perlas, Nicky. 2011. Mission Possible: Sow Courage, Harvest a New World.

ImperfectReality

1. CRISIS

2. TRIAL

HighestFuture

Self

3. ENLIGHTENMENT

4. RETURN

D2D SELF

Leadership Capital

Lunch

Workshop on Leadership Capital

“To be someone’s best friend requires a minimum investment of time. More than that, though, it takes emotional energy.”

Malcolm GladwellAuthor: The Tipping Point: How Little Things Can

Make A Big Difference

Leadership Style

David Kantor’s Four Player System

SOURCE: Scharmer, Otto. 2010. Presencing Institute Action Lab, Masters Class. Boston, Massachusetts.

MOVE• Propose direction• Initiate action• Bring new idea

OPPOSE• Differing views• Surface differences• Devil’s advocate

FOLLOW• Appreciate• Add• Expand

BYSTAND• Label / name events• Reflect / mirror

Leadership Style

• What are the BEHAVIOR PATTERNS of your leadership style?

• What is the EFFECT ON OTHERS when you apply the behavior patterns of your leadership style?

• What is the PERSONAL PRICE that you pay for staying in your natural leadership style too long?

Experimenting with a Leadership Style

Consider your original leadership style…

What do you EXPECT TO GAIN by trying out your chosen alternative leadership style?

Break

Appreciative Inquiry (Ai)

By David Cooperrider, PhD

Appreciative Inquiry

Developed by

Dr. David Cooperrider&

Dr. Suresh Srivastva

• Fairmount Minerals Professors of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University

Appreciative Inquiry (Ai)

An inquiry

that selectively seeks to

locate, highlight and illuminate

the life-giving forces

of an individual, group or organization

Appreciative Inquiry 4 D Cycle

Positive Core

DiscoveryAppreciatingthe best of what

is

DreamEnvisioning

what might be

DesignConstructing

desired structures /processes

DestinyImplementingthe process of

change

Problem-solving & Ai

Problem-Solving

• Problem identification

• Cause analysis

• Solution analysis

• Action planning

Appreciative Inquiry

• Discovery: what gives life?

• Dream: what might be?

• Design: how it will be?

• Destiny: what we will do?

Problem-solving & Ai

Problem-Solving

Mental Model: Organization as problem-to-be-solved

Appreciative Inquiry

Mental Model:

Organization as mystery-to-be-embraced

Basic Processes

• Story Telling

• Group Dreaming

• Positive Collaboration

Examples of Successful Ai

• GTE

•LeadShare

• VISA

• AVON, Mexico

•First People’s Bank

• Scandinavian school system

Telephone Ops

Accounting

Credit card

Cosmetics

Banking

School

Principle 1: Constructionist

• Words create worlds• A person’s reality is created by the mental images one sponsors and

the language one consistently uses• What we constantly think and talk about becomes our reality• Placebo effect, Dr. Imoto experiment with water crystals, Ellen Langer

study on adolescents during the 1950s

Principle 2: Anticipatory

• The future is only limited by our imagination• An image of the future precedes actual change• People become what they project themselves to be • Pygmalion Effect

Principle 3: Poetic

• Reality is open to multiple interpretations• Anything about an individual, group or organization can be studied• However we have the choice of focusing on the positive (e.g.

creativity, innovation) or negative aspects of reality (e.g. stress, inefficiency)

Principle 4: Simultaneity

• Inquiry and change are simultaneous moments• What we ask about determines what we “find,” and what we

“discover” becomes the basis of our choices• What we ask about today lead to the tomorrow we create

Principle 5: Positive

• Successful change requires continuous amounts of positive affect and social bonding

• The more positive the questions, the less the resistance to change• The more positive the questions, the easier it is to sustain a change

process

S.O.A.R. Framework for Organizing Data

• Strengths

• Opportunities

• Aspirations

• Results

• Inner resources of the person • Present and expected events

that can enable coachee-mentee to be more effective

• Desired conditions /consequences

• Measurable indicators of success

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