Transformational Leadership

Transformational Leadership for Educators

With Vivian Elliott, Rona Wilensky & Mark Wilding

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Tuesday June 17, 2014

At Adams City High School

Adams 14 School District

Transformational Leadership 2

We are often captive to self generating beliefs that remain largely untested. These beliefs are based on conclusions which are inferred from what we observe plus our past experience.

We operate under the following assumptions

  Our beliefs are the truth

  The truth is obvious

  Our beliefs are based on real data

  The data we select are the real data

Source: The Fifth Discipline Fieldbook Peter Senge et al

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Conscious Communication I

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Transformational Leadership 4

Using the ladder of inference to:   Become more aware of your own thinking and

reasoning through reflection;

  Make your thinking and reasoning more visible to others through advocacy

  Inquire into others’ thinking and reasoning including the use of open ended questions/statements such as: ◦  What was your reaction to this? ◦  Are you (your interpretation of their affect)? ◦  You’ve been (your description of their behavior). See what

they say. Source: The Fifth Discipline Fieldbook Peter Senge et al

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Conscious Communication I

Transformational Leadership © PassageWorks 2011 5

Using the Ladder of Inference as a common framework allows us to pause in mid-stream and ask questions:

  What is the observable data behind that statement?

  Does everyone agree on what the data is?

  Can you run me through your reasoning?

  How did we get from that data to these assumptions?

  When you said “(your inference)” did you mean “(my interpretation of it?

Source: The Fifth Discipline Fieldbook Peter Senge et al

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Conscious Communication I

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Mindfulness

Definition:

Paying attention in a particular way:

  With intentions

  In the present moment

  Without judgment

  With kindness and gentleness

Transformational Leadership

A Definition of Cultural Responsiveness Showing up in an interaction with another person, mindful of our own histories, contexts, filters and habits of mind AND with curiosity and an open heart. We enter each encounter willing to be informed and changed by the interaction and each other’s cultural perspective.

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The Synergy of Mindfulness and Cultural Responsiveness

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Levels of Listening & Speaking From

Theory U: Leading From the Future as It Emerges Dr. C. Otto Scharmer MIT Sloan School of Management scharmer@MIT.EDU, www.ottoscharmer.com

  March 2009

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Levels of Listening

disconfirming [new] data

LISTENING 2: from outside

Factual listening noticing differences

seeing through another person‘s eyes emotional connection

LISTENING 3: from within

Empathic listening

reconfirming old opinions & judgments

Downloading habits of judgment

LISTENING 1: from habits

connecting to an emerging future whole; shift in identity and self

LISTENING 4: from Source

Generative listening (from the future wanting to emerge)

Open Will

Open Heart

Open Mind

Transformational Leadership

Field: Structure

Of Attention

1 Downloading:

Talking nice

2 Debate:

Talking tough

3 Dialogue:

Reflective inquiry

4 Presencing:

Generative flow

Field

Speaking from what I think Divergent views: I am my point of view Adaptive system (say what you think)

Speaking from seeing myself as part of the whole From defending to inquiry into viewpoints Self-reflective system (reflect on your part)

Speaking from what they want to hear Polite routines, empty phrases

Speaking from what is wanting to happen. Stilness, collective creativity, flow Generative system (identity shift: authentic self)

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Power of Relational Trust

  Builds staff and community buy in and facilitates initiation of improvements

 Trust in the motivation of others helps sustain commitment in the face of the challenges of change

 Allows for deep engagement by creating safety and supporting collaboration

Source: Organizing for School Improvement: Lessons from Chicago. Anthony Bryk et. Al.

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