Portfolio Presentation David Heise 16 July, 2004

Portfolio Portfolio PresentationPresentation

David Heise

16 July, 2004

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OutlineOutline

1. IntroductionQuestions?

2. Vision StatementQuestions?

3. CompetenciesQuestions?

4. ConclusionsFinal questions and wrap-up

http://dheise.andrews.edu/leadership/ then Logon

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1.1 Where it all began1.1 Where it all began

I have worked in a variety of positions, all in Data Processing / Information Technology

Academics – all science and technology: Bachelor of Science (London) – 1969 Master of Engineering Science (Newcastle) – 1974 Master of Computing (Macquarie) – 1998

Seeking a relevant doctoral study program(see IDP Vision Statement)

1. Introduction

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1.2 The e-journey1.2 The e-journey

Learned web authoring – Summer, 1997 Joined the program Summer, 1998

Worked on IDP Jul-Aug, ’98, then Mar-Jun, 99

Started Leadership Portfolio on webOct 1999, converted IDP to HTML for the webKept original in Word, published with hyperlinks

1. Introduction

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1.2 The e-journey (cont)1.2 The e-journey (cont)

Why a web portfolio?Why a web portfolio? Writing and filing electronically:

for search and retrieval nothing can ever be lost!

for active cross-reference links every document is linked into the whole, possibly

in multiple places

For distributed accessFor faculty and regional group members

1. Introduction

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1.3 The technology1.3 The technology

Distributed but controlled accessDistributed but controlled access Valid logon required Access permissions are associated with each

username All of the HTML displayed in this site is passed

through a filter program (dh.asp) This checks a user’s permissions before

displaying the requested document Eg, Personnel development initiatives and results

1. Introduction

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1.3 The technology 1.3 The technology (cont)(cont)

Portfolio StructurePortfolio Structure IDP is fully interlinked with the portfolio The plan is repeated in the portfolio Index pages have consistent navigation and

layout “breadcrumb” trailcurrent competencysearch link

1. Introduction

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1.3 The technology 1.3 The technology (cont)(cont)

Portfolio StatisticsPortfolio Statistics

1. Introduction

HTML # files size (KB)Authored 887 18,759Non-authoreed 84 1,580

Non-HTMLWord 41 3,977Excel 24 1,565PowerPoint 26 5,520Acrobat 84 33,923Graphics 674 8,668Other 94 4,566

Total 1,914 78,558

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1. Introduction – Beginnings, Journey, Technolgy

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2. Vision2. Vision

2. Vision

Continuing to do business as usual will generate no improvement. Corporate cultures are typically very resistant to change, and to successfully bring about change through Data Warehousing represents a challenge that will be a good test of leadership. (from my IDP)

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2. Vision Statement2. Vision Statement

Leadership is about infusing energy and vision into a team and building an environment that results in excellence in the achievement of shared goals.

Personal goals for leadership: To develop as an effective, caring leader. To help others reach a sense of achievement and

fulfillment. To develop and grow into a more complete and

balanced person, balancing work and family, and including the spiritual and recreational

2. Vision

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2. Vision

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3. Competencies3. Competencies

1. Effective teacher/instructor

2. Dynamic change-agent

3. Effective organizer

4. Collaborative consultant

5. Reflective researcher

6. Competent scholar(wording is 1998)

3. Competencies

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3.1 3.1 Effective teacher/instructorEffective teacher/instructor

Cooperative Learning for Adults Designing & teaching IT & MIS courses Using PowerPoint effects Using technology to “teach” Carol “Technology Task Force”

3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor

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3.1 Authors3.1 Authors

David Johnson, Roger Johnson, and Karl Smith

Parker Palmer Brian Haggerty Thomas Armstrong Gary Williams & Robert Miller Edward de Bono Stephen Covey

3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor

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3.1 Changes3.1 Changes

Applications of learnings from instructional theory

Accommodations

3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor

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3.2 3.2 Dynamic change-agentDynamic change-agent

Strategic PlanningAndrews University Information Technology Services

Data Warehousing HR in ITS Communications and PR examples

3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent

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3.2 3.2 AuthorsAuthors

Eric Abrahamson Ken Blanchard Curt Coffman Stephen Covey Gary Hamel David Hutchens Daniel Goleman

Spencer Johnson Jaclyn Kostner John Kotter Tom Peters Noel Tichy Margaret Wheatley

3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent

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3.2 3.2 ChangesChanges

Thinking and communicating strategically Building relationships and trust Fostering happy, effective workplace

3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent

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3.3 3.3 Effective organizerEffective organizer

Restructuring IT, both at Andrews University and at Sanitarium

Facilitator/Advocate roll in CSIS restructuring at AU

Guiding allocation of IT resources Development and application of computer

use policies

3. Competencies – 3(a-c) Effective organizerEffective organizer

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3.3 3.3 AuthorsAuthors

Curt Coffman Stephen Covey Jonathan Day and James Wendler Gary Hamel Jaclyn Kostner John Kotter Nicholas Carr Louis Fried

3. Competencies – 3(a-c) Effective organizerEffective organizer

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3.3 3.3 ChangesChanges

Better understanding of role of trust and relationships in:Organizational restructuring IT policy development and deployment

I am better at my job because of this programAligning and prioritizingBudgeting and allocating

3. Competencies – 3(a-c) Effective organizerEffective organizer

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3.4 3.4 Collaborative consultantCollaborative consultant

Presented paper at SCT Summit 99 Spokesperson on IT Evaluation & Assessment with Jim Tucker Employee Performance Appraisal Process 1 + 2 ≠ 3 and AHP

Decision-making processesTry it out

3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant

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3.4 3.4 AuthorsAuthors

Australian Institute of Management

Corporate Plus Edward de Bono Ernest Forman Daniel Goleman

Jaclyn Kostner Department of Human

Resources, U of Melb Betty Wallace Margaret Wheatley Gary Williams and

Robert Miller

3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant

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3.4 3.4 ChangesChanges

I am more conscious of the “listening” part of communication

Performance evaluation is more about inspiring others to reach their potential than measuring them against “standards”

I feel much better equipped to evaluate alternatives and make good decisions

3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant

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3.5 3.5 Reflective researcherReflective researcher

First job – 8 years at Australasian Food Research Laboratories

Designed ANOVA and RSM experiments Analyzed and interpreted results for other

scientists Took Issues in Education Research in 1999

Broadened my understanding of the academic rigor associated with good research

Took Introduction to Qualitative Research in 1999 Introduced me to new forms of research

3. Competencies – 5(a-c) Reflective researcherReflective researcher

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3.5 3.5 AuthorsAuthors

E. W. Eisner Arthur K. Ellis and Jeffrey T. Fouts Sharan B. Merriam Mildred L. Patten Fred Pyrczak

3. Competencies – 5(a-c) Reflective researcherReflective researcher

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3.5 3.5 ChangesChanges

Courses I have taken, along with interaction with faculty at Andrews, have built on my early training and experience,and have added more structure and rigor.

Regarding data-driven decision making, I now have tools for studying some of the softer people issues, those that can be measured qualitatively but not quantitatively.

3. Competencies – 5(a-c) Reflective researcherReflective researcher

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3.6 3.6 Competent scholarCompetent scholar

Thinking philosophically Learning and decision making The adventure begins – What is

leadership? How do social systems work in an

enterprise? Technology rules!

3. Competencies – 6(a-e) Competent scholarCompetent scholar

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3.6 3.6 AuthorsAuthors

Accel-Team.com. Blanchard, Ken and

Bowles, Sheldon. Cooper, Robert. de Bono, Edward. Goleman, Daniel,

Boyatzus, Richard and McKee, Annie

Harvard Graduate School of Education

Hutchens, David. Knight, George R. Ozmon, Howard and

Craver, Samuel M. Perkins, David N., Jay,

Eileen and Tishman, Shari.

Williams, Gary A. and Miller, Robert B.

Wren, J. Thomas (Ed.).

3. Competencies – 6(a-e) Competent scholarCompetent scholar

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3.6 3.6 ChangesChanges

Better understanding of thinking and learning processes

Better understanding of issues that are “bigger” than just the factsPersonal philosophiesCorporate culturesWho I can be and should be as a leader

3. Competencies – 6(a-e) Competent scholarCompetent scholar

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3. Competencies

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4. Conclusions4. Conclusions

Discoveries made – “ah ha” moments Distinctively unique Personal best and comparisons Thinking and influencing

Summary

4. Conclusions

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Distinctively uniqueDistinctively unique

“I praise you because I am fearfully and wonderfully made; your works are wonderful, I know that full well.” Psalm 139:14 NIV

Gregorc and Myers-Briggs Each person is different from, but not

better than, others Value the differences

4. Conclusions – Discoveries made

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Personal best and comparisonsPersonal best and comparisons

The Poisoned Apple: The Bell Curve Crisis Why blame normal distributions and statistical

averages? Measure ourselves against our own potential II Corinthians 10:12, “For we dare not make ourselves

of the number, or compare ourselves with some that commend themselves: but they measuring themselves by themselves, and comparing themselves among themselves, are not wise.”

4. Conclusions – Discoveries made

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Thinking and influencingThinking and influencing

Different styles for Thinking – Gregorc, Herrmann, Perkins &

Tishman Learning – Gardner, Perkins Making Decisions – Williams and Miller

Counterfactual Thinking Word-processor decisions

4. Conclusions – Discoveries made

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SummarySummary

Leadership is:a position of service to othersservice to others

not:a position of power over otherspower over others

4. Conclusions – Summary

This is the leadership and greatness modelled by Jesus (Phil 2:3-8).

I pray that this is the kind of leader I am becoming.

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““A Servant Leader”A Servant Leader”

“What is leadership? It’s an influence process – any time you are trying to influence the thoughts and actions of others toward goal accomplishment in either personal or professional life you are engaging in leadership. Given that definition, you can see that Jesus is our model for leadership wherever we go – not just at work.” – Ken Blanchard and Phil Hodges in “A Servant Leader”

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