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| <big><big>'''Group Kotter'''</big></big> | | <big><big>'''Group Kotter'''</big></big> |
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− | ==Group Members==
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− | <div style="float:right;white-space:nowrap;border:thin solid blue;padding:5px;background-color:lightyellow;"> [http://www.timeanddate.com/worldclock/custom.html?cities=234,184,179 What time is it<br/>for everybody?]</div>
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− | * '''Jane DelFavero''' <br/> [mailto:jane.delfavero@nyu.edu jane.delfavero@nyu.edu] <br/> ''212-998-3053 (EDT)'' <br/> ''cell: 917-575-9765''
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− | * '''Jim Loter''' <br/> [mailto:jloter@engr.washington.edu jloter@engr.washington.edu] <br/> ''206-543-1791 (PDT)''
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− | * '''Erik Lundberg''' <br/> [mailto:lundberg@cs.washington.edu lundberg@cs.washington.edu] <br/> ''206-543-2795 (PDT) (office/mobile)''
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− | * '''Ashish Pai''' <br/> [mailto:apai@ou.edu apai@ou.edu] <br/> ''405-831-3578 (office mobile), 405-641-6716 (mobile) (CDT)''
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− | * '''Sherif Samaan''' <br/> [mailto:sherif.samaan@nyu.edu sherif.samaan@nyu.edu] <br/> ''212-998-1105 (EDT), 917-887-1321 (mobile)''
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− | ===Phone meetings===
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− | ''(We have 30 minutes Tue & Wed, and as much as 90 minutes on Thurs. See [http://www.doodle.ch/dpk6K6CjAYqH full schedule].)''
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− | {|
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− | {| class="wikitable"
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− | |- style="text-align:center;padding=0px;"
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− | ! Date !! PDT !! CDT !! EDT
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− | |- style="text-align:center"
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− | ! Tue,<br/>May 15
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− | | 1 pm || 3 pm || 4 pm
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− | |- style="text-align:center;"
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− | ! Wed,<br/>May 16
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− | | noon || 2pm || 3pm
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− | |- style="text-align:center;"
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− | ! Thur,<br/>May 17
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− | | 9:30 am || 11:30 am || 12:30 am
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− | |}
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− | {| class="wikitable"
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− | ! Sherif's Conference Bridge
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− | * '''(212) 998-2280'''<br/>
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− | * '''49657''' - when prompted, enter this conference bridge number.<br/>
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− | * '''100607''' - when prompted, enter this six digit access code to enter the conference.
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− | |}
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− | |}
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− | ==Our Paper==
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− | <blockquote>
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− | ''What Leaders Really Do'' by John Kotter <br/>
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− | Harvard Business Review, December 2001 <br/>
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− | <u>[http://www.morassociates.com/itlp/itlp-readings/HBR_What_Leaders_Really_Do.pdf HBR_What_Leaders_Really_Do.pdf]</u> (704 KB) <br/>
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− | </blockquote>
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− | ==The Other Papers==
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− | <blockquote>
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− | ''The Work of Leadership'' by Ronald Heifetz and Donald Laurie <br/>
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− | Harvard Business Review, December 2001 <br/>
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− | <u>[http://www.morassociates.com/itlp/itlp-readings/HBR_Work_of_Leadership.pdf HBR_Work_of_Leadership.pdf]</u> (316 KB) <br/><br/>
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− | ''The Leadership Advantage'' by Warren Bennis <br/>
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− | Leader to Leader, No. 12, Spring 1999 <br/>
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− | <u>http://www.pfdf.org/leaderbooks/l2l/spring99/bennis.html</u> <br/><br/>
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− | ''The Leaderful Community'' by Joseph Raelin <br/>
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− | Innovative Leader, Volume 12, Number 6, June 2003 <br/>
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− | <u>http://www.winstonbrill.com/bril001/html/article_index/articles/551-600/article579_body.html</u>
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− | </blockquote>
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− | ==The Assignment==
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− | Develop a brief synopsis of the author’s views on leadership to be presented to the group on Day One. Please contrast the author you are reading with at least one of the other authors’ perspectives on leadership; discuss how your team wants to make your ten minute (or so) presentation. You are encouraged to be innovative in how you share this work with the class. [http://www.morassociates.com/itlp/itlp-readings/Perils_of_PwrPnt.doc Reading PowerPoint slides does not qualify] as innovative: A leader needs to have the ability to capture and hold people's attention while communicating a message. ([http://www.morassociates.com/itlp/viii-itlp/viii-ldrshp-assign1.html Full description].)
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− | ==Comments/Thoughts==
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− | <!--
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− | <span style='border:thin solid blue; background-color:lightyellow; padding:5px;'>[http://www.doodle.ch/dpRHYvdfhmkf Conf Call scheduling - Monday, May 7]</span>
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− | -->
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− | ===<u>Kotter</u> (''What Leaders Really Do'') - 1977 (1990)===
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− | ''From Jim Loter, UW, 5/3/2007...''
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− | I'm keeping my non-editorial notes on the reading here: http://www.engr.washington.edu/confluence/x/FAY
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− | ''From Erik Lundberg, UW, 5/3/2007...''
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− | I've only just started to read the Kotter article (''What Leaders Really Do''), but the main point that crystalized for me is that:
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− | * '''"Managers promote stability, and leaders promote change"'''.
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− | * And secondarily, '''"One person can do both"'''.
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− | ''Jane DelFavero, NYU 5/10/2007''
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− | - The balance between vision and planning seems to be a key point, in particular, the uselessness of long term planning (esp without a vision to guide it)
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− | "visions and strategies" v plans
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− | ====Kotter synopsis====
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− | Leadership vs. management
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− | 1. Setting Direction
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− | * '''goal''': produce change
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− | * '''how''': create vision and strategy
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− | * '''instead of''': planning
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− | 2. Align People
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− | * '''goal''':
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− | * '''how''':
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− | * '''instead of''': organizing people
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− | 3. Motivate People
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− | * '''goal''':
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− | * '''how''': "by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one's life, and the ability to live up to one's ideals."
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− | * '''instead of''': pushing people in the right direction (as control mechanisms do)
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− | 4. Create a culture of leadership
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− | * '''goal''': leadership at many levels (?)
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− | * '''how''':
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− | * '''instead of''':
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− | ===<u>Heifeetz-Laurie</u> (''The Work of Leadership'') - 1997===
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− | ''From Erik Lundberg, UW, 5/7/2007...''
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− | The Heifeetz-Laurie article (''The Work of Leadership'') is about "Adaptive Work". Leaders don't solve problems themselves. Instead, they
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− | * (a) '''pose the questions that engage others to take on the responsibility to identify the problems''', and
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− | * (b) '''create an environment that makes it okay to break the rules''' and do things differently.
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− | ''From Jim Loter, UW, 5/7/2007''
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− | My summary: http://www.engr.washington.edu/confluence/x/JwY
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− | Interesting point to contrast with Kotter: "The prevailing notion that leadership consists of having a vision and aligning people with that vision is bankrupt because it continues to treat adaptive situations as if they were technical: The authority figure is supposed to divine where the company is going and people are supposed to follow." (13)
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− | Doesn't this sound like a direct challenge to Kotter?
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− | Maybe more of an expansion on the "domain" of leadership, in a new dimension. Kotter was all about the Man on the Balcony, because that was the prevailing view of that time (20 years prior). Heifeetz-Laurie (and the others) are pushing those same principles, but are now driving them down ''into'' the organization. '' (summary from our Wed meeting)'' [[User:Lundberg|Lundberg]] 13:54, 9 May 2007 (PDT)
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− | ===<u>Bennis</u> (''The Leadership Advantage'') - 1999===
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− | ''From Erik Lundberg, UW, 5/7/2007...''
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− | My summary of the Bennis article (''The Leadership Advantage'') is:
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− | * Key to an organization's success is the "capacity to '''create the social architecture capable of generating intellectual capital'''."
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− | * "Exemplary leaders are distinguished by the '''master of the soft skills, above all, character'''."
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− | * "Exemplary leaders believe they have a responsibility to '''extend people's growth and to create an environment where people constantly learn'''."
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− | ===<u>Raelin</u> (''The Leaderful Community'') - 2003===
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− | ''From Erik Lundberg, UW, 5/7/2007...''
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− | These two quotes lifted from the article seem to distill it for me:
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− | * "'''Leadership becomes a collective property''', not the sole sanctuary of any one (most important) member."
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− | * "'''Leadership''' of the unit '''needs to come from within the community''', not from an ultimate authority imposed from the outside."
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− | ==Themes==
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− | ===Evolution of Leadership "Theory"===
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− | * Kotter was seminal - and 30 years ago - and was all about the person at the top. Hierarchical - that was normal for the time. An authority-figure at the top shows the masses where to go and how to get there.
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− | * The other authors accept these "new" principles of leadership that Kotter laid out, but are all about the organization. Driving leadership concepts down into the org, flattening the org. ''Power to the people!'' In what ways does this reflect more general societal move (eg, social networking, the internet)?
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| ==Presentation Ideas== | | ==Presentation Ideas== |
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| ===(1) overview of the evolution of thought about leadership, represented by these papers=== | | ===(1) overview of the evolution of thought about leadership, represented by these papers=== |
| * Focus on Kotter (that is our prime assignment, after all) | | * Focus on Kotter (that is our prime assignment, after all) |
− | Question from Jane: Is it really possible for a leader to be both a good manager
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− | and a visionary thinker? Kotter says yes, I have my doubts
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− | Good managing takes time and focus. Leading takes time too, and for sure ''visionary thinking'' requires getting above the day-to-day grind of managing. I agree that it is hard to do that when you have to spend all your time managing, and fighting fires. But maybe you can apply some leadership principals to dealing with managerial-type issues, such as asking the right question instead of solving somebody's problem... Maybe that's sort of what Kotter is saying: leadership is more than just visionary thinking... [[User:Lundberg|Lundberg]] 18:29, 10 May 2007 (PDT)
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| * Point out how each of the authors who followed in his footsteps have expanded those principles, and pushed them into new dimensions. | | * Point out how each of the authors who followed in his footsteps have expanded those principles, and pushed them into new dimensions. |
[maybe something about how, after the reorg, our org structure was very flat, but that was inefficient, because it makes it hard to resolve disputes, allocate resources]
Perhaps as a follow-up to the panel discussion, we could attempt to engage the audience - by asking our colleagues from each of our institutions to come up with further examples to support the Kotter Principles that we outlined in the first part of our presentation. Maybe drawn from their particular area of the organization, or something they've noticed in the broader community. ("A leader needs to have the ability to capture and hold people's attention while communicating a message.") (EL)