More than a year after Jane Kolbe suggested forming a reading and discussion group to review literature on leadership and management, the group has completed its first six books.
Thoughts on Books: A quick survey of the participants at the last session showed that most of the books resonated with someone. The favorite seemed to be A Simple Life, although it’s fair to note that we had just finished our discussion of that book. The Bennis book On Becoming a Leader, the Boyatzis and McKee book on Resonant Leadership and Bolman and Deal’s Reframing Organizations all had much to offer, and seemed to build on one another in a meaningful way. One person noted how much she had gained from Reframing Organizations, and that she’ll keep that book on her desk from now on. Another person liked The Thin Book of Appreciative Inquiry because it provided a different model of looking at organizations. While The Abilene Paradox was a story we occasionally referred back to, the rest of the book did not have enough substance to recommend using it again.
Participants: Most sessions averaged seven participants. There were six readers who attended most of the sessions; another seven readers joined for one or two sessions. The time commitment to read the books, plus the immediately-after-work discussion time probably kept some people from attending more regularly. Most of those who attended regularly made a good attempt at reading the book beforehand. Although people told me they read the blog site, they did not choose to post comments there.
Outcomes: While the planned outcome may have been to encourage a group of people to learn about leadership and management, there were several of unexpected outcomes related to the project. One of the regular group members received a promotion that moved her into a pivotal management/leadership role. One public library system had staff who monitored the project, read the blog, and eventually began to attend the discussion. The library system is looking at incorporating a reading and discussion program into its leadership program. Discussions between the participants, who represented three different library systems, also led to a greater appreciation for one another’s libraries, and encouraged some future partnership activities. For myself, I am working to embrace my colleagues' differences in their approaches to work, and to provide the space to others for their own "tinkering."
Recommendations: At the last meeting, the group discussed continuing the reading-and-discussion group, perhaps after a summer break. One member suggested looking at books in an online library book excerpt program. The group may also want to consider collections of articles, blog sites or websites. If we select pieces that are not book length, we may want to select several pieces, as I’m not sure we had enough to discuss when we focused our talk on Abilene Paradox.
The group may want to select books ahead of time – participants appreciated knowing what we were going to read, and to have the time to find the books. The group included people who always bought the books, and those who always checked them out of the library. Availability may be another consideration when selecting the books.
The group will also want to discuss how the blog site should continue. It’s a good place to list the books/reading material, and meeting times. Would members be willing to take turns posting a summary/essay, questions and links before hand? Perhaps this is something a revolving discussion leader might do each month. Is it necessary to post a summary?
Final Note: Thank you to everyone who helped with this project. I appreciate the help of Jane Kolbe, Jana Bradley and Tom Wilding in helping me to frame this project, and to select suitable reading materials. I am so pleased that Jana was able to join us for one of the discussions, and appreciate the time she took from both her other professional duties and personal life to do so. Those who participated in the discussions were just great! I learned as much from you, and your insights, as I did from the books. Thank you all.
Laura
Tuesday, May 1, 2007
April 30 Book Discussion
Book: Wheatley, Margaret and Kellner-Rogers, Myron. A Simpler Way. 1998. 135 pages. $19.95.
Preliminaries: Seven of us met Monday night to discuss the book. Snacks weren’t up to par, but everyone ate the trail mix anyway.
Book Discussion: Although Jane was prepared and ready to lead a discussion, this book generated such a lively response, that the discussion soon took on a life of its own as participants reflected on different aspects of the book, and how it applied to their world. In some ways, the book created the very self-organizing, creative system it described.
The discussion began with one participant asking how we are tweaking our organizations, and ended with a lively discussion on tinkers and putterers. In between, we discussed fear and pain, and whether they inform or control; we talked about visionary leaders (“the most informed person in the organization”); we talked about whether knowledge was organic; we talked about the future of libraries (but didn’t figure it out – yet!); and we talked about the importance of information and knowing our customers.
The group discussed the role of the leader as tinkerer, or at least, nurturer of tinkerers. It’s the tinkering process that allows organizations to address change. We agreed that a tinkerer needs to be open to new ideas, inquisitive; and needs to be addressing an important question. We discussed whether a tinkerer needs to have a plan. While we didn’t reach consensus on this, I think we did feel the tinkerer has some vision of what they are trying to accomplish. In comparison, a putterer may take on small problems, but doesn’t have a sense of how their work ties into the bigger picture.
Something to Think About: How do you encourage tinkering in an organization?
Preliminaries: Seven of us met Monday night to discuss the book. Snacks weren’t up to par, but everyone ate the trail mix anyway.
Book Discussion: Although Jane was prepared and ready to lead a discussion, this book generated such a lively response, that the discussion soon took on a life of its own as participants reflected on different aspects of the book, and how it applied to their world. In some ways, the book created the very self-organizing, creative system it described.
The discussion began with one participant asking how we are tweaking our organizations, and ended with a lively discussion on tinkers and putterers. In between, we discussed fear and pain, and whether they inform or control; we talked about visionary leaders (“the most informed person in the organization”); we talked about whether knowledge was organic; we talked about the future of libraries (but didn’t figure it out – yet!); and we talked about the importance of information and knowing our customers.
The group discussed the role of the leader as tinkerer, or at least, nurturer of tinkerers. It’s the tinkering process that allows organizations to address change. We agreed that a tinkerer needs to be open to new ideas, inquisitive; and needs to be addressing an important question. We discussed whether a tinkerer needs to have a plan. While we didn’t reach consensus on this, I think we did feel the tinkerer has some vision of what they are trying to accomplish. In comparison, a putterer may take on small problems, but doesn’t have a sense of how their work ties into the bigger picture.
Something to Think About: How do you encourage tinkering in an organization?
Tuesday, April 24, 2007
April 30 Study Guide
Book: Wheatley, Margaret and Kellner-Rogers, Myron. A Simpler Way. 1998. 135 pages. $19.95.
About the Book: Margaret Wheatley and Myron Kellner-Rogers don’t discuss libraries and librarians in their book, A Simpler Way, but the library community should find much to reflect on in their work. The authors discuss systems, arguing that much of the best organizational structure happens organically, when people and organizations are allowed to create and grow in response to the world around them. A Simpler Way offers ways to think about the organization of information, about staffing organization, and about planning in libraries.
The authors write that we live in a self-organizing world, and that life seeks to organize itself so that it can flourish. Yet, they also note that many lives and organizations provide little opportunity for experimentation, and for organizations to evolve. “If order is for free, than we don’t have to be the organizers,” they write (p. 35). Librarians, certainly historically and perhaps by their nature, are organizers. Some of us still believe it is possible to create an organizational system for the world’s information. Even if we were willing to give up on Dewey, many of us would like to believe that perhaps there’s a better way to organize information out there. Wheatley and Kellner-Rogers ask us to look at patterns that emerge, recognize that organizations and people will self-organize, and that change is a constant. Maybe there is no one, perfect system, and maybe that’s okay.
These same ideas may also be applied to library management and staffing systems. Unlike earlier books we’ve read, Wheatley and Kellner-Rogers don’t value a visionary leader. “The systems they create are chosen together. They are the result of dances, not wars,” the authors write (p. 44). Like other authors we’ve read, Wheatley and Kellner-Rogers offer up the values they think determine the form of a system: information; relationships; identity. What would a library staff look like where information was shared with all; people valued their relationships with co-workers and those they served; and felt empathy for identity of the organization (library)?
Wheatley and Kellner-Rogers offer a number of thoughts about planning, beginning with the idea that information is a necessary first step. “Information is one of the primary conditions that spawns the organizations we see,” (p. 82) they write. They argue for “parallel processing” – allowing many people and organizations to be working on a solution, which allows for both errors and multiple solutions. Interestingly, they are skeptical of traditional evaluation: “Every act of observation loses more information than it gains. Whatever we decide to notice blinds us to other possibilities” (p.26). So how do we create change in a system? Wheatley and Kellner-Rogers argue that we need to be “present and aware” about our organizations and ourselves. By reflecting on who we are, and who we want to become, we can move ourselves toward that change.
About the Authors: According to “the authors” section at the back of A Simpler Way, Margaret J. Wheatley and Myron Kellner-Rogers have been “friends, colleagues, and partners” since 1976. They partner at both a consulting firm, and at the non-profit Berkana Institute. Wheatley earned a Ph.D. in administration, planning and social policy at Harvard; Kellner-Rogers studied at Holy Cross, Tufts and the University of Massachusetts.
Questions:
1. Thinking about the principles in this book, how might you organize an American public library? A grants program?
2. What successful organizations don’t have visionary leaders?
3. When does the creative process work best for you?
A Very Short Webography:
Book Reviews and Summaries
A short summary from Berrett-Koehler book sellers:
http://www.bkconnection.com/ProdDetails.asp?ID=1881052958&PG=1&Type=BL&PCS=BKP
The Illuminated Innovant is a blog with a good summary of the book by Paul Schumann (whom I do not know anything about): http://illuminatedinnovant.blogspot.com/2005/11/simpler-way.html
About the Authors
Margaret J. Wheatley has her own website at: http://www.margaretwheatley.com/.
Wheatley also has an entry at Wikipedia: http://en.wikipedia.org/wiki/Margaret_Wheatley.
For a more traditional biography, and a photo, go to: http://www.integralleadershipreview.com/biography/bio_wheatley_margaret.html
Most everything about Myron Kellner-Rogers also included much info on Wheatley. Here’s a short bio from Berrett-Koehler: http://www.bkconnection.com/SearchResult.asp?SEL=1881052958&Type=RLA2
About the Book: Margaret Wheatley and Myron Kellner-Rogers don’t discuss libraries and librarians in their book, A Simpler Way, but the library community should find much to reflect on in their work. The authors discuss systems, arguing that much of the best organizational structure happens organically, when people and organizations are allowed to create and grow in response to the world around them. A Simpler Way offers ways to think about the organization of information, about staffing organization, and about planning in libraries.The authors write that we live in a self-organizing world, and that life seeks to organize itself so that it can flourish. Yet, they also note that many lives and organizations provide little opportunity for experimentation, and for organizations to evolve. “If order is for free, than we don’t have to be the organizers,” they write (p. 35). Librarians, certainly historically and perhaps by their nature, are organizers. Some of us still believe it is possible to create an organizational system for the world’s information. Even if we were willing to give up on Dewey, many of us would like to believe that perhaps there’s a better way to organize information out there. Wheatley and Kellner-Rogers ask us to look at patterns that emerge, recognize that organizations and people will self-organize, and that change is a constant. Maybe there is no one, perfect system, and maybe that’s okay.
These same ideas may also be applied to library management and staffing systems. Unlike earlier books we’ve read, Wheatley and Kellner-Rogers don’t value a visionary leader. “The systems they create are chosen together. They are the result of dances, not wars,” the authors write (p. 44). Like other authors we’ve read, Wheatley and Kellner-Rogers offer up the values they think determine the form of a system: information; relationships; identity. What would a library staff look like where information was shared with all; people valued their relationships with co-workers and those they served; and felt empathy for identity of the organization (library)?
Wheatley and Kellner-Rogers offer a number of thoughts about planning, beginning with the idea that information is a necessary first step. “Information is one of the primary conditions that spawns the organizations we see,” (p. 82) they write. They argue for “parallel processing” – allowing many people and organizations to be working on a solution, which allows for both errors and multiple solutions. Interestingly, they are skeptical of traditional evaluation: “Every act of observation loses more information than it gains. Whatever we decide to notice blinds us to other possibilities” (p.26). So how do we create change in a system? Wheatley and Kellner-Rogers argue that we need to be “present and aware” about our organizations and ourselves. By reflecting on who we are, and who we want to become, we can move ourselves toward that change.
About the Authors: According to “the authors” section at the back of A Simpler Way, Margaret J. Wheatley and Myron Kellner-Rogers have been “friends, colleagues, and partners” since 1976. They partner at both a consulting firm, and at the non-profit Berkana Institute. Wheatley earned a Ph.D. in administration, planning and social policy at Harvard; Kellner-Rogers studied at Holy Cross, Tufts and the University of Massachusetts.
Questions:
1. Thinking about the principles in this book, how might you organize an American public library? A grants program?
2. What successful organizations don’t have visionary leaders?
3. When does the creative process work best for you?
A Very Short Webography:
Book Reviews and Summaries
A short summary from Berrett-Koehler book sellers:
http://www.bkconnection.com/ProdDetails.asp?ID=1881052958&PG=1&Type=BL&PCS=BKP
The Illuminated Innovant is a blog with a good summary of the book by Paul Schumann (whom I do not know anything about): http://illuminatedinnovant.blogspot.com/2005/11/simpler-way.html
About the Authors
Margaret J. Wheatley has her own website at: http://www.margaretwheatley.com/.
Wheatley also has an entry at Wikipedia: http://en.wikipedia.org/wiki/Margaret_Wheatley.
For a more traditional biography, and a photo, go to: http://www.integralleadershipreview.com/biography/bio_wheatley_margaret.html
Most everything about Myron Kellner-Rogers also included much info on Wheatley. Here’s a short bio from Berrett-Koehler: http://www.bkconnection.com/SearchResult.asp?SEL=1881052958&Type=RLA2
Saturday, April 7, 2007
March 26 Book Discussion
Book: Bolman, Lee G. and Terrence E. Deal. Reframing Organizations: Artistry, Choice and Leadership. 2003. 512 pages.
Preliminaries: Jana Bradley graciously facilitated our discussion this month. Also joining us for the first time was Elaine, who brought a lot of insight to the discussion. As usual, we chatted informally with snacks before getting down to the discussion.
Book Discussion: Jana began the discussion by presenting the basic premise of the book, and describing the four frames: structural, human resources, political and symbolic. She noted that a leader should have the capacity to use all of the frames. She also provided some historic background about management theory, and discussed how this was a “classification system,” which brought out lots of librarian grins. She agreed that there were many subcategories, and understanding the frames allows a leader/manager to mix and match as needed.
One group member pointed out that there is no magic bullet – a person can do everything “right,” yet the hoped-for outcomes don’t happen. She added that leaders seem to need a bit of serendipity as well.
The group spent some time discussing the symbolic framework, which Jana said that often times her students struggle to appreciate. Jana pointed out the use of “symbolic ambiguity” – the use of symbols that can have multiple meanings, and resonate with people in different ways, allowing them to buy-in to the idea.
The discussion concluded with talk about which frameworks are at work in libraries. Member pointed out that to some extent, all of the frameworks are there – the structure in the way the library is organized to provide books; human resources training especially in customer services; the role politics plays in how libraries are funded and operated; and both the values (right to access/freedom to read) and symbolic role they play in a community as a champion for those values. Jana noted that many libraries were classic bureaucracies, and challenged the group to think about what they would change.
Something to Think About: Should a leader strive for harmony?
Preliminaries: Jana Bradley graciously facilitated our discussion this month. Also joining us for the first time was Elaine, who brought a lot of insight to the discussion. As usual, we chatted informally with snacks before getting down to the discussion.
Book Discussion: Jana began the discussion by presenting the basic premise of the book, and describing the four frames: structural, human resources, political and symbolic. She noted that a leader should have the capacity to use all of the frames. She also provided some historic background about management theory, and discussed how this was a “classification system,” which brought out lots of librarian grins. She agreed that there were many subcategories, and understanding the frames allows a leader/manager to mix and match as needed.
One group member pointed out that there is no magic bullet – a person can do everything “right,” yet the hoped-for outcomes don’t happen. She added that leaders seem to need a bit of serendipity as well.
The group spent some time discussing the symbolic framework, which Jana said that often times her students struggle to appreciate. Jana pointed out the use of “symbolic ambiguity” – the use of symbols that can have multiple meanings, and resonate with people in different ways, allowing them to buy-in to the idea.
The discussion concluded with talk about which frameworks are at work in libraries. Member pointed out that to some extent, all of the frameworks are there – the structure in the way the library is organized to provide books; human resources training especially in customer services; the role politics plays in how libraries are funded and operated; and both the values (right to access/freedom to read) and symbolic role they play in a community as a champion for those values. Jana noted that many libraries were classic bureaucracies, and challenged the group to think about what they would change.
Something to Think About: Should a leader strive for harmony?
Sunday, March 25, 2007
March 26 Study Guide Part II
Book: Bolman, Lee G. and Terrence E. Deal. Reframing Organizations: Artistry, Choice and Leadership. 2003. 512 pages. $32.
Reframing Organizations proposes that managers and leaders use four “frames” or points of reference when considering an issue. This allows for multiple perspectives. The four frames are:
Structural: this frame provides the structure of an organization so that people are able to do their best work. Considerations include the allocation of work, and the coordination of work.
Human Resources: this frame works from a number of assumptions including that organizations should serve humans; organizations and people need each other; and a good fit between an organization and a person benefits both.
Political: this frame recognizes that coalitions with an organization will have different values and compete for resources. Goals, structures and policies may emerge from these ongoing negotiations.
Symbolic: this frame recognizes that meaning is based in experience and culture, and that what something means is more important than what happened.
Bolman and Deal make a number of references to other writers on leadership, including an earlier work by last month’s authors, Boyatzis and McKee (“a little squishy,” although grounded in the human resources frame. Much of Bennis’ ideas on vision, voice, integrity and adaptive capacity, play across these frames, although Bolman and Deal make a point of discussion vision as a part of the symbolic frame.
About the Author: Lee G. Bolman and Terrence E. Deal are best-selling authors, business consultants, and members of academic communities. Bolman is the Marion Bloch Chair in Leadership at the Bloch School of Business, University of Missouri-Kansas City. Deal is the Irving R. Melbo Professor of Education at the University of Southern California’s Rossier School.
Questions:
Taking Jana’s suggestion, I came up with a couple of different library issues for us to talk about.
1. Pornography on the Internet. Let us say that our library is CIPA compliant: it has minimal filtering, and we make it easy for people to request that it be turned off. Recently, a number of people have asked to have it turned off, while sitting at computers in the most public areas. The library staff had recently reorganized the computer area so that they could better supervise the area after some computer vandalism. Now, several parents have complained, and the library director has just received a letter from on a city councilperson asking about the incidents. How do you balance CIPA, library staff concerns, and community concerns?
2. Reaching a New Generation. Recently, a staff member has proposed building a video and sound studio, where people can make their own videos for posting to YouTube or for other purposes. While some of the start up costs may be donated, there will be significant ongoing costs, and no new money in the library budget for those costs. In addition, the library needs to find space for the studio. While some staff members are very excited about the studio, others are concerned about what it may mean for their long-standing programs. How do you decide whether to make this a priority? At what cost?
3. Maybe you have an issue you’d like us to use the frames to talk through?
A Very Short Webography:
Book Reviews and Summaries
This is a summary, in outline format, of an earlier version. Written by Ted Nellen, probably as a part of his college work; it seems to summarize the ideas adequately. http://www.tnellen.com/ted/tc/bolman.html
Almisbar (United Arab Emirates University) Library Newsletter had this review of the 2003 edition: http://www.libs.uaeu.ac.ae/almisbar/2005fall/review.html
About the Authors
Lee G. Bolman has his own website (and even posts his photo) at: http://www.leebolman.com/
And so does Terrence E. Deal: https://www.cuesta.edu/commty/foundation/pages/DEAL%20Bio%20&%20Pic.pdf
Reframing Organizations proposes that managers and leaders use four “frames” or points of reference when considering an issue. This allows for multiple perspectives. The four frames are:
Structural: this frame provides the structure of an organization so that people are able to do their best work. Considerations include the allocation of work, and the coordination of work.
Human Resources: this frame works from a number of assumptions including that organizations should serve humans; organizations and people need each other; and a good fit between an organization and a person benefits both.
Political: this frame recognizes that coalitions with an organization will have different values and compete for resources. Goals, structures and policies may emerge from these ongoing negotiations.
Symbolic: this frame recognizes that meaning is based in experience and culture, and that what something means is more important than what happened.
Bolman and Deal make a number of references to other writers on leadership, including an earlier work by last month’s authors, Boyatzis and McKee (“a little squishy,” although grounded in the human resources frame. Much of Bennis’ ideas on vision, voice, integrity and adaptive capacity, play across these frames, although Bolman and Deal make a point of discussion vision as a part of the symbolic frame.
About the Author: Lee G. Bolman and Terrence E. Deal are best-selling authors, business consultants, and members of academic communities. Bolman is the Marion Bloch Chair in Leadership at the Bloch School of Business, University of Missouri-Kansas City. Deal is the Irving R. Melbo Professor of Education at the University of Southern California’s Rossier School.
Questions:
Taking Jana’s suggestion, I came up with a couple of different library issues for us to talk about.
1. Pornography on the Internet. Let us say that our library is CIPA compliant: it has minimal filtering, and we make it easy for people to request that it be turned off. Recently, a number of people have asked to have it turned off, while sitting at computers in the most public areas. The library staff had recently reorganized the computer area so that they could better supervise the area after some computer vandalism. Now, several parents have complained, and the library director has just received a letter from on a city councilperson asking about the incidents. How do you balance CIPA, library staff concerns, and community concerns?
2. Reaching a New Generation. Recently, a staff member has proposed building a video and sound studio, where people can make their own videos for posting to YouTube or for other purposes. While some of the start up costs may be donated, there will be significant ongoing costs, and no new money in the library budget for those costs. In addition, the library needs to find space for the studio. While some staff members are very excited about the studio, others are concerned about what it may mean for their long-standing programs. How do you decide whether to make this a priority? At what cost?
3. Maybe you have an issue you’d like us to use the frames to talk through?
A Very Short Webography:
Book Reviews and Summaries
This is a summary, in outline format, of an earlier version. Written by Ted Nellen, probably as a part of his college work; it seems to summarize the ideas adequately. http://www.tnellen.com/ted/tc/bolman.html
Almisbar (United Arab Emirates University) Library Newsletter had this review of the 2003 edition: http://www.libs.uaeu.ac.ae/almisbar/2005fall/review.html
About the Authors
Lee G. Bolman has his own website (and even posts his photo) at: http://www.leebolman.com/
And so does Terrence E. Deal: https://www.cuesta.edu/commty/foundation/pages/DEAL%20Bio%20&%20Pic.pdf
Wednesday, March 7, 2007
March 26 Study Guide
Book: Bolman, Lee G. and Terrence E. Deal. Reframing Organizations: Artistry, Choice and Leadership. 2003. 512 pages. $32.
Thanks to Dr. Jana Bradley, who has provided us with the following study guide. I'll add more of an overview, and perhaps some other sources, later.
Overview of Book: This book groups approaches to management, represented by management theories, in four categories, each of which views management from a different perspective. The basic premise is that complex problems always benefit from analysis from multiple perspectives. Managers tend to analyze problems from the perspectives with which they feel most comfortable, which may not always be the most relevant or useful. Managers benefit from having an “analytical toolkit” of perspectives.
Reading Recommendations: To understand the book’s premise—that complex management problems benefit from analysis from multiple perspectives—it is necessary first to understand the concept of “framing” and then grasp each of the four frames: structural, human resource, political and symbolic. Here are some reading suggestions to give you a sense of the whole book. Read more if you have the time and interest.
Chapter 1: Introduction: The Power of Framing
Chapter 3: Getting Organized (Structural Frame)
Chapter 6: People in Organizations (Human Resource Frame)
Chapter 9: Power, Conflict and Coalition (Political Frame)
Chapter 12: Organizational Culture and Symbols
Chapter 15: Integrating Frames for Effective Practice
Discussion: One of the best ways to work with this book is to take an issue or problem in library management, discuss how each frame conceptualizes the issue and what solutions each frame offers, and then put together a plan or sequence of approaches that you think pulls everything together.
Of course, you could choose a number of different problems. In classes, I have had a great deal of success with using the introduction of new technology into a library as the focal issue.
Thanks to Dr. Jana Bradley, who has provided us with the following study guide. I'll add more of an overview, and perhaps some other sources, later.
Overview of Book: This book groups approaches to management, represented by management theories, in four categories, each of which views management from a different perspective. The basic premise is that complex problems always benefit from analysis from multiple perspectives. Managers tend to analyze problems from the perspectives with which they feel most comfortable, which may not always be the most relevant or useful. Managers benefit from having an “analytical toolkit” of perspectives.
Reading Recommendations: To understand the book’s premise—that complex management problems benefit from analysis from multiple perspectives—it is necessary first to understand the concept of “framing” and then grasp each of the four frames: structural, human resource, political and symbolic. Here are some reading suggestions to give you a sense of the whole book. Read more if you have the time and interest.
Chapter 1: Introduction: The Power of Framing
Chapter 3: Getting Organized (Structural Frame)
Chapter 6: People in Organizations (Human Resource Frame)
Chapter 9: Power, Conflict and Coalition (Political Frame)
Chapter 12: Organizational Culture and Symbols
Chapter 15: Integrating Frames for Effective Practice
Discussion: One of the best ways to work with this book is to take an issue or problem in library management, discuss how each frame conceptualizes the issue and what solutions each frame offers, and then put together a plan or sequence of approaches that you think pulls everything together.
Of course, you could choose a number of different problems. In classes, I have had a great deal of success with using the introduction of new technology into a library as the focal issue.
Feb. 26 Discussion
Book: Boyatzis, Richard and McKee, Annie. Resonant Leadership: Renewing Yourself and Connecting With Others Through Mindfulness, Hope, and Compassion. 2005. 286 pages.
Preliminaries: Thanks to the core group of participants who continue to participate with this exploration of leadership. We welcomed a new member this month, Dereth, and appreciated her insights and participation. Snacks were tortilla chips and dips – not very inspirational, as we’d already used up the Mexican food theme for lunch with some out-of-town guests earlier in the day.
Book Discussion: Everyone who had read even a little in this book reported that it resonated with them, and we were able to quickly bring the few non-readers up to speed. (We should remember this: even among librarians, we are sometimes non-readers.)
After reviewing the books highlights (emotional intelligences, sacrifice syndrome, CEO disease, and how to combat it: mindfulness, hope and compassion), we discussed whether these strategies worked for those of us who are not “the” leader, but do have professional jobs requiring both creativity and responsiveness. Strategies included exercising; eating meals regularly with significant others; church attendance and other worshipful practices; family events; attendance at cultural events; and hobbies.
Everyone took some time to complete one of the exercises, “Insight into Your Operating Philosophy” (p. 215). The book divides people into three types of operating philosophies: pragmatic, intellectual and humanistic. Just the effort it took some group members to complete and score the exercise said something about their operating philosophy. Our results were mixed, although almost everyone showed up at least somewhat strong in the humanistic area. A few of us learned we’re pretty intensely entrenched in one philosophy. Using that information, we could begin to understand how two people might have the same intentions, but select very different courses of action. And, we realized, an understanding of your operating philosophy also helps develop mindfulness, and toward personal activities that might complement the work life.
Something to Think About: Would you hire someone who had a reputation of always being in the office more than 60 hours a week, and never taking vacations?
Preliminaries: Thanks to the core group of participants who continue to participate with this exploration of leadership. We welcomed a new member this month, Dereth, and appreciated her insights and participation. Snacks were tortilla chips and dips – not very inspirational, as we’d already used up the Mexican food theme for lunch with some out-of-town guests earlier in the day.
Book Discussion: Everyone who had read even a little in this book reported that it resonated with them, and we were able to quickly bring the few non-readers up to speed. (We should remember this: even among librarians, we are sometimes non-readers.)
After reviewing the books highlights (emotional intelligences, sacrifice syndrome, CEO disease, and how to combat it: mindfulness, hope and compassion), we discussed whether these strategies worked for those of us who are not “the” leader, but do have professional jobs requiring both creativity and responsiveness. Strategies included exercising; eating meals regularly with significant others; church attendance and other worshipful practices; family events; attendance at cultural events; and hobbies.
Everyone took some time to complete one of the exercises, “Insight into Your Operating Philosophy” (p. 215). The book divides people into three types of operating philosophies: pragmatic, intellectual and humanistic. Just the effort it took some group members to complete and score the exercise said something about their operating philosophy. Our results were mixed, although almost everyone showed up at least somewhat strong in the humanistic area. A few of us learned we’re pretty intensely entrenched in one philosophy. Using that information, we could begin to understand how two people might have the same intentions, but select very different courses of action. And, we realized, an understanding of your operating philosophy also helps develop mindfulness, and toward personal activities that might complement the work life.
Something to Think About: Would you hire someone who had a reputation of always being in the office more than 60 hours a week, and never taking vacations?
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