Global Leadership: Why being networked matters
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The Networked Leader GLOBAL LEADERSHIP: Why being networked maAers Dr Cheryl Doig 2010
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This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
Transcript of Global Leadership: Why being networked matters
TheNetworkedLeader
GLOBALLEADERSHIP:WhybeingnetworkedmaAers
DrCherylDoig2010
• MinimallyInvasiveEducaLon(MIE).
• ApedagogicmethodthatusesthelearningenvironmenttogenerateanadequatelevelofmoLvaLontoinducelearningingroupsofchildren,withminimal,orno,intervenLonbyateacher.
hAp://www.hole‐in‐the‐wall.com/MIE.html
hAp://www.ted.com/talks/lang/eng/sugata_mitra_the_child_driven_educaLon.html
Compareandcontrast…
www.hAp://thinkglobalschool.org/
Focusingonthefuturesetsleadersapart
ThecapacitytoimagineandarLculateexciLngfuturepossibiliLesisadefiningcompetenceofleaders.Youhavetotakethelong‐termperspecLve.Gaininsightfromreviewingyourpastanddevelopoutsightbylookingaround.
Kouzes&Posner(2010:xxii)TheTruthaboutLeadership
LEADERSHIPGROWTHAREAS• LeadsSelf• LeadsOthers• LeadstheOrganisa.on
TheLeadershipCapabilityFrameworkissupportedbyaconcept‐basedLearningMapsthatprovidesasharedlanguageaboutleadership.TheFrameworkandLearningMapsaredesignedtobecustomised.
hAp://www.acelleadership.org.au/learning‐resources
Whoisthemostnetworkedleaderyouknow?
InnovaLon Culture&Change
– Risk– AssumpLons
– Sustainablechange–abandonment
– BuildingcollecLvecapabiliLes
Entrepreneurship
– Enterprise– Flexibility–adapLvesystems
– Divergentthinking– PossibiliLes…
BuildsPartnerships&Networks Community
– Partnerships&alliances– Offersassistancetoothers
Connec8vity
– Rippleeffect–unintendedconsequences– Data– Connecttopeopleandcontexts
Alsopoli2calandadvocacy/influence
hAp://www.waimairi.school.nz/
AdisconnectedanddisengagedworkforceoperaLnginarapidlychanginganddisconnectedworkenvironmentmeanslostproducLvity
hAp://www.slideshare.net/marknadsstod/enterprise‐20‐efficient‐collaboraLon‐and‐knowledge‐exchange‐slideshare
hAps://portal.educaLon.tas.gov.au/schools/THS/Home/Pages/Default.aspx
DavidHamleA‐TaroonaHighSchoolHobart,Tasmania
Localandglobalcommunity(withinandbeyondeducaLon)
Listeningtostudents
AdapLveleadership
Thereisnothingthatsayswecan’tdothingswithtechnologyaslongasweaccepttherisk.SointhatsenseariskadversiveschoolwillnotdoanyofthissortofstuffbecauseofallthemisconcepLonsthatareinthenewsandmediaaboutnoconnecLngkidstopeopleyoudon’tknow.AslongasyouunderstandtheriskandyoumediateitandyouteachkidsabouttherisksthenIthinkyoucanmanageit.Soit’snotaboutsayingitdoesn’texist,it’saboutrecognisingitexistsandthenbuildingsomeriskprotecLvebehavioursormanagementaroundthat.
It’snotteachersthatdrivethatglobalconnectednessitskidsbecausetheyarealreadygloballyconnectedinlotsofways…Whatwehavetounderstandasteachersishowwecanbestadvantagethat.
Itstartsinalocalcommunity,abitlikeavirus,itstartslocally,spreadsaroundyourcommunity…..
TransiLonal‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ TransformaLonal
• Howdotheseleadersinnovate?
• Whatevidenceisthereofpartnershipsandnetworksdeveloping?
Anotherpossibilityofcourse,isthateducatorswillexertanotherkindofleadership,aleadershipthatconnectstheworldofteachingandlearningwiththelifeworldofcommunity. ‐RobertStarraD
AdapLveleadershipisthepracLceofmobilisingpeopletotackletoughchallengesandthrive.
Heifetz,Grashow&Linsky,2009
www.thinkbeyond.co.nz
QualiLesofanAdapLveOrganisaLon
• NametheElephantintheroom• ShareresponsibilityforthefortheorganisaLon’sfuture• ValueIndependentJudgment• Buildleadershipcapacity• InsLtuLonalisereflecLonandconLnuouslearning
Heterarchy&Wirearchy
hAp://www.wirearchy.com/
ClarenceFisher,bloggerandclassroomteacher,suggestsamodelof“teacherasnetworkadministrator”112:JustasourmindisaconLnuouslyevolvingsetofconnecLonsbetweenconcepts,soourstudentsandtheirlearningcanbecomeplacedatthecentreofapersonallearningnetworkwhichtheyconstructwithourhelp.Helpingstudentstogaintheskillstheyrequiretoconstructthesenetworksforlearning,evaluaLngtheireffecLveness,andworkingwithinafluidstructureisamassivechangeinhowthedynamicsofclassroomsareusuallystructured.
hAp://weareroom1.wikispaces.com/
hAp://www.globalcommuniLesnz.com/index.html
www.schoolofeverything.com
hAp://www.geLdeas.org/
www.alpineleadership.com
L Opportuni8estodevelopasanetworkedleaderoverthenext10weeks
9 Bestimaginableoutcome:CollaboraLngonaregularbasisoverimportantmaAersofschooldevelopmentusingavarietyofmedialikevideoconferencing.SharingindividualschoolPDsessions‐openingtootherclusterparLcipants.TeamsacrossschoolsmeeLngforsharedmeeLngs.Inquirygroupsformedacrossschools
8 TosharedataacrossschoolsformoderaLonandtrends
7 Regularon‐linecollaboraLon‐googledocs,blogetc.
6 VisitotherschoolwithclearintenLons.Useothersassupportandresources/ideas.Acrossschoolteamlearningwalks.
5 Useinquirer/advocacytogaindeeperunderstandingandclarityofsharedideas
4 DP/APtermlymeeLngsbuildingonseniormanagementmeeLng
3 Toestablishsharedandagreeduponprotocols.DebriefasateamarereachmeeLng.WhatisitthatwecanacLonorshoulddiscuss?
2 AcLvelyparLcipateinmeeLngs,sharingideasandthoughts/discussion
1 MinimumexpectaLon:InthenexttermeachmemberofourleadershipclusterwillmakeatleastonecontribuLontodiscussion.
IdeausedwithpermissionDan.buckley@camb‐ed.com
L Opportuni8estoimproveclustercollabora8onoverthenextterm
9 BestimaginableoutcomeOpportuniLestoimproveclustercollaboraLonoverthenextterm
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1 MinimumexpectaLon:Inthenext10weeksteacherswillconnectwithateacherfromadifferentyearlevelorsubjectlevel
IdeausedwithpermissionDan.buckley@camb‐ed.com
ConnecLonbytechnologywithouttrustismerelytraffic.TrustedconnecLonwithouttechnologyisanopportunitylost.Tosurviveasaspeciesweneedboth,butnotattheexpenseoftheother.
KarenStephenson,NetForm,Inc.2009
LeadershipisaninfluencingrelaLonship
Tworecommendedbooks….
VisithAp://www.acelleadership.org.au/toexploretheframeworkinmoredepth
