Learning Partnerships to Promote Employees’ Self … · Learning Partnerships to Promote Employees’ Self-Authorship Marcia Baxter Magolda Miami University [email protected]

Learning Partnerships to Promote Employees’ Self-Authorship

Marcia Baxter MagoldaMiami University

[email protected]

Ivy Tech, IndianapolisJune 5 & 6, 2013

EXPECTATIONS FOR STAFF

Think critically

Act responsibly

Make good decisions

Demonstrate intercultural maturity

DEVELOPMENTAL LENS

How we “make sense” of our experiences

How we view knowledge - decide what to believe, come to know

How we view ourselves - sense of identity

How we view social relations - how we construct relationships

Holistic perspective - all three dimensions intertwined

[I was] frustrated with not only a new job but also a new city and totally unfamiliar expectations. I hadn’t had a chance to really get those ironed out, and basically they said, “We have faith in you; we think you can do this. Go ahead and do it.” and I suddenly was saying, “Do what? What is it you want me to do?” I think that the best way for me at least, is to have a clearly defined set of objectives and expectations. Then be given the tools you need to accomplish them. ~Gwen

Baxter Magolda, Marcia B. (2001). Making their own way: Narratives for transforming higher education to promote self-development. Sterling, VA: Stylus.

She helps me think through some situations as issues arise and I’m trying to decide what to do. Her management style I just admire immensely. I present the problem, then I say, “So here’s where I am.” Her first question always is, “So what do you read on this? What do you think?” In the beginning it was frustrating because I wanted her to say, “Okay. Well, here’s how you handle that,” because I didn’t know… She’s very good at, “okay, well, have you thought about this? Have you thought about this? Okay.” And then suddenly everything is like, “Oh, so that’s what I’m supposed to do.” Very good at helping you reach your own conclusions. ~ Gwen


A DEVELOPMENTAL BRIDGE

“a holding environment that provides both welcoming acknowledgement to exactly who the person is right now as he or she is, and fosters the person’s psychological evolution. As such, a holding environment is a tricky, transitional culture, an evolutionary bridge, a context for crossing over” (Kegan, 1994, p. 43)

Kegan, R. (1994). In over our heads: The mental demands of modern life. Cambridge, Massachusetts: Harvard University Press.

LONGITUDINAL STUDY

Began with 101 first-year traditional age college students in 1986

80 interviewed annually during 4 years of college [see Knowing & Reasoning in College, 1992]

30 remain in study in 25th year [see Making Their own Way, 2001; Authoring Your Life, 2009]

Learning Partnerships Model [see Learning Partnerships, 2004]

WABASH NATIONAL STUDYwww.liberalarts.wabash.edu/nationalstudy

Designed to discover the student experiences and developmental capacities that affect growth toward seven liberal arts outcomes (King, Kendall, Brown, Lindsay & VanHecke, 2007)

Began with 315 traditional age students on six campuses in 2006 [approximately one third identified as students of color]

177 students returned for interviews all four years of their college experience

CAVEATS

Good company requires getting to know your partners

Developmental narratives offer possibilities regarding how to interpret adults’ meaning-making

Transferability: educators’ responsibility to judge applicability based on deep understanding of particular context

Learning partnerships: key to understanding partners and interpreting development in context

FOLLOWING EXTERNAL FORMULAS

Believe authority’s plans; how “you” know

Define self through external others

Act in relationships to acquire approval

Baxter Magolda, M. B. (2001). Making their own way: Narratives for transforming higher education to promote self-development. Sterling, Va.: Stylus.

REFLECTIVE INTERLUDE

Consider your context – are any of your employees using external formulas?

If so, how does it play out in your interactions?

CROSSROADSTorn between following others’ versus own visions and

expectations

LISTENING TO THE INTERNAL VOICE

Recognize the importance of hearing one’s internal voice and begin work to identify it.

Attempt to get internal voice into conversation with external voices.

Baxter Magolda, Marcia B. (2009). Authoring your life: Developing an internal voice to navigate life’s challenges. Sterling, VA: Stylus.

CULTIVATING THE INTERNAL VOICE

Use internal voice to sort out beliefs, establish priorities, and put the puzzle of who you are together.

Work to reduce reliance on external authorities.



Consider your context – do any of your employees seem to be in the crossroads?


SELF-AUTHORSHIPInternal voice comes to the foreground to coordinate

external influence.

TRUSTING THE INTERNAL VOICE

Realize that reality is beyond your control, but that you can control your reaction to reality.

Use internal voice to shape reaction.



Consider your context – do any of your employees seem to be in self-authoring?


LEARNING PARTNERSHIPS

MODELBalancing Challenge &

Support


Respect learners

thoughts and feelings

Situate in learners’ experience

Mutual learning & problem solving

Complex work & life challenges

Develop personal authority

Share authority; interdependence

Support

Challenge

Learning Partnerships

Baxter Magolda, M. B. (2004). Learning Partnerships Model: A framework for promoting self-authorship. In M. B. Baxter Magolda & P. M. King (Eds.), Learning partnerships: Theory and models of practice to educate for self-authorship (pp. 37-62). Sterling, VA: Stylus.

!

TWO STRATEGIES

Reflective conversations that support adults’ current capacities yet invite (challenge) them to develop more complex capacities

Developmentally sequenced experiences that address developmental capacities cumulatively

REFLECTIVE CONVERSATIONS

Four general phases:

getting acquainted

encouraging the person to reflect on important experiences of his/her choosing

encouraging the person to interpret those reflections

concluding the conversation

Baxter Magolda, M. B., & King, P. M. (2008). Toward reflective conversations: An advising approach that promotes self-authorship. Peer Review 10(1), 8-11.


Encouraging reflection: help people explore beyond what happened to them to why it was meaningful and how they interpreted the experience

Encouraging interpretation: step back and make sense of how experiences have affected them and how to use those insights



Key Element: encouraging people to make sense of their experience rather than the educator making sense of it for them!


REFLECTIVE CONVERSATIONS AS LEARNING PARTNERSHIPS

Invitation to reflect validates people, respects their thoughts and feelings, situates learning in their experience

Invitation to interpret brings self to forefront, recognizes complexity, values peoples’ perspectives, shares authority in mutual exploration of concerns

Value perspective, offer trust

Help process experiences

Guide employee to find own solution

Ask for rationale, teach how to think about complexity Afford employee

reasonable autonomy

Balance autonomy,

guidance & accountability

Support

Challenge

Supervisory Partnerships

!


WORK GROUPS

How could you use these reflective conversations in your particular work context?

How would you unearth employees’ views of knowledge, self, and relationships as they relate to your work?

Consider how these conversations might be altered with particular groups of employees with whom you work

JOURNEY TOWARD SELF-AUTHORSHIP

Self-Authorship

Dependent on others for answers,

values, identity

Beginning to question

authority, form views, develop

identity

Dev

elop

men

tal P

hase

Externally Focused >> >> Internally Focused

Forming own sense of values

and views to guide

relationships and decisions

Leading Edge: E.g., Recognizing

that multiple perspectives exist

Leading Edge: E.g., Evaluating multiple perspectives to form

internal beliefs

Leading Edge: E.g., Acting

consistently based on internal beliefs

Haynes, C. & Taylor, K. B. (2008, October). Moving from a teaching to a learning paradigm in Honors. General session presented at the annual conference of the National Collegiate Honors Council, San Antonio, TX.

TRANSFORMATION FOR EDUCATORS

Recognize how our authority is interwoven in our behavior

Recognize assumptions about staff

Examine our own development - are we self-authoring such that we can share power and authority with staff ? Challenge structures & systems that constrain self-authorship?


What are your assumptions about your authority? How do they guide your supervision?

What are your assumptions about staff capability?

Where do you see yourself in the journey toward self-authorship? Can you share authority? Can you challenge your supervisors and systems?

LPM AS A PHILOSOPHY

LPM is a philosophy about learning and development, about the roles of educators (supervisors) and learners (employees) in the learning process

LPM advocates mutual partnerships among adults to better serve students in their journey toward self-authorship

Documents

Learning Partnerships to Promote Employees’ Self … · Learning Partnerships to Promote Employees’ Self-Authorship Marcia Baxter Magolda Miami University [email protected]