Leadership and Change in an Innovation Society



Leadership and Change in an Innovation Society PA 5103 Fall 2017Tuesdays 6:00 – 8:45 p.m., 3 creditsBlegen 430Instructor: Stephanie Jacobs, Director, Public and Nonprofit Leadership Center, Humphrey School of Public AffairsOffice hours 3-5 p.m., Tuesdays and by appointment, Rm 245 HHHJacob818@umn.edu (612-301-7143)Course support: Susan Viker, sviker@umn.edu Change is often built into definitions of leadership, and certainly many scholars and practitioners have written about how leaders can foster change in their organizations or communities. Moreover, understanding the links between leadership and change takes on increased urgency as the United States and other countries strive to foster an “innovation economy” and navigate through complex, turbulent political terrain. Leaders will need conceptual tools and practical skills to promote innovative organizations that thrive in and contribute to an innovative society. In this course, students will explore their own personal journey that has shaped their leadership and leadership development. We will also explore the importance of things like mindfulness and emotional intelligence when practicing leadership and making change. Finally, we will delve deeper into the particular skills leaders need in order to make change and promote innovation in their work.Learning Outcomes, Goals, Feedback and AssessmentWhen participants complete this course, they will have knowledge, skills, wisdom, and motivation that enable them to practice personal, team, organizational and societal leadership aimed at innovation for the common good.Learning GoalsAs a participant, you will:Gain essential knowledge and skills, includingAnalyzing leadership from several perspectivesUnderstanding personal-level models of changeUnderstanding organizational-level models of changeUnderstanding societal-level models of changeAnalyzing roles of leadership and followership in an innovation societyThinking systemicallyPracticing action researchBuilding a learning communityEffectively communicating ideas about leadership and changeEngaging a group in critical reflectionAction-oriented strategy mappingApply knowledge and build skills throughAssessing readings and leading in-class dialogUsing class time to connect knowledge and skills to practice contextsOffering personal cases for analysisCarrying out an action research project in teamsDeveloping a framework for leadership and changeIntegrate insights from several disciplines – including philosophy, psychology, political science, organizational behavior, sociology, and the arts — in order to be a more effective and humane change agent in teams, organizations and societies in a global context.Identify personal and social implications of course experiences through:Participating in reflection exercisesDiscussing tension points in one’s own practiceArticulating aspirationsDeepen your caring and commitment to improving your groups, organizations, communities, and the broader societies in which we live through:Seeing yourself as a more efficacious leader and followerDeveloping greater stores of hope and reasoned optimismGain a foundation for continual learning about leadership and change through:Peer networkingConnection to multiple resources for improving the leadership practice at the personal, team, organizational, and societal levels Feedback and AssessmentFeedback – that is, constructive responses from others to one’s written and oral work and group participation – is a crucial tool for learning and thus will be an important feature of this course. It will be provided through:Comments from the instructor on written assignments, class participation, and ability to synthesize viewpoints and engage fellow learners in fruitful, time-limited discussion.Peer feedback in ments to the instructor on the usefulness of readings, session structure, and classroom process. Extensive feedback from the instructor to action learning teams in order to help them carry out and report on an action research project.Assessment in the form of A-F grades will be based on the following criteria (in italics) and standards:Critical thinkingClaims are backed up with evidence from a variety of sources and perspectives.Assumptions are probed and clarified.Appropriate boundary conditions are acknowledged.Systems and process thinkingThe systems in which problems, challenges, and opportunities are embedded are considered.Precise, clear, and persuasive writing Arguments are presented in logical, accessible fashion.Concise, grammatical writing is employed.Reflective, engaging, and well-managed dialogueIn-class comments demonstrate familiarity with readings, share resources, respectfully offer alternative perspectives, and stimulate inquiry.In Moodle journal posts, learners creatively engage in grappling with lessons and puzzlements from the reading assignments (and honor time limits).Fulfillment of team responsibilitiesAs team members, learners honor the team contract and fulfill leadership and followership responsibilities.Each team member participates in the final presentation.Grades will be given for the following:Moodle Journal Posts — Each week students will respond to questions from the reading to process with their own experiences with leadership, change and innovation. In addition to writing their own posts, students will also be required to skim the posts of their classmates, as the topics will be revisited in class discussion. Each post should be roughly one single space typed page, or at least 500 words (more if necessary).Mid-semester report — A 5-page reflection on learning so far, uploaded to website. Due October 17.Team action research project — Teams will be formed during the fourth week of the course. Each team will research a concept on leadership, change, and/or innovation that they believe could contribute to significant impact on the common good. Project presentations will be on December 5.Reflection Paper — 8-10-page scholarly paper documenting your personal change as a result of the course (your own change as case study). The paper must incorporate a range of course theories, concepts, and tools. It may not be a recapitulation of journal posts. Due December 12.Class ParticipationIn class:Class members are expected to contribute to in-class dialogue through asking questions, respectfully probing their own and others’ assumptions, sharing knowledge and resources, and helping compile class learning.Class attendance is important. More than three absences will seriously diminish a learner’s ability to gain from and contribute to the course.On-line journal:Completing the Moodle Journal Posts in important. More than three missing will have significant impact on grades. Team projectTeam participation is important. You are expected to carry out your responsibilities within the team’s contract and participate in the project presentation.Grading:Moodle Journal Posts 10%Mid-Semester Report 20%Team Action Research Project 30%Reflection Paper 30%Class participation 10% APA citation style to be used in all written assignments. See . Academic honesty is a must. Incompletes will be given rarely and only in cases of documented emergency. To receive an incomplete, learners must have a Humphrey School Incomplete Contract signed by the instructor.Assigned Reading:Text:Tan, Chade-Meng. Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (and World Peace). New York: HarperOne, 2012.Johansen, Bob. Leaders Make the Future: Ten New Leadership Skills for an Uncertain World. San Francisco: Berrett-Koehler, 2012.The text is available at Coffman Union Bookstore. Additional readings will be on the course website. In the syllabus and on Moodle, Search Inside Yourself will be referred to as SIY. Leaders Make the Future will be referred to as LMF.Course Website:The course website is an important part of the course and is located on Moodle ().It is recommended that you access Moodle via Mozilla Firefox or Google Chrome, as students have reported issues in the past while using Internet Explorer or Safari. For easy-to-follow instructions on how to get a free Mozilla Firefox download and for Moodle technical requirements, go to you need further help with Moodle, go back to the Moodle home page () and use the links in the Help & Support column to access an online orientation and other Moodle information.If you have questions regarding Moodle software, please contact IT at help@umn.edu.University Resources The University of Minnesota is committed to providing all students equal access to learning opportunities. Disability Services is the campus office that works with students who have disabilities to provide and/or arrange reasonable accommodations.? Students registered with Disability Services, who have a letter requesting accommodations, are encouraged to contact the instructor early in the semester. Students who have, or think they may have, a disability (e.g., psychiatric, attentional, learning, vision, hearing, physical, or systemic), are invited to contact Disability Services for a confidential discussion at 612-626-1333 (V/TTY) or at ds@umn.edu mailto:ds@umn.edu. Additional information is available at the DS website a student you may experience a range of issues that can cause barriers to learning, such as strained relationships, increased anxiety, alcohol/drug problems, feeling down, difficulty concentrating and/or lack of motivation. These mental health concerns or stressful events may lead to diminished academic performance or reduce your ability to participate in daily activities. University of Minnesota services are available to assist you with addressing these and other concerns you may be experiencing. You can learn more about the broad range of confidential mental health services available on campus via mentalhealth.umn.edu Sessions:Week 1: September 5 — Introduction to leadership, change, innovation societyIntroductions and course requirementsLeadership: What do you know? How do you know it?Change: How do you want to change as a result of this course?What do you want to change as a result of this course?Innovation: What is it?Systems thinking: What system are you in? How does change happen in systems?Reading:Adler, Richard. (2015). Navigating Continual Disruption: A Report on the 2014 Aspen Institute Roundtable on Institutional Innovation. 2: September 12 — Your life story and intro to emotional intelligenceReading:SIY — Introduction, Chapters 1 & 2George, Bill (2015). Discover Your True North. Hoboken, New Jersey: Wiley & Sons, Inc. Chapter 1Assignments Due: Moodle Journal Post #1 (Due September 11 at noon):Looking at the patterns from your early life story, what people, events, and experience have had the greatest impact on you and your life? In which experiences did you find the greatest impact on you and your life?Week 3: September 19 — Models of change and their implications for leadershipReading: SIY – Chapters 3 & 4Kotter, J. P. (1999). “Leading Change: The Eight Steps to Transformation.” In Jay A. Conger, Gretchen M. Spreitzer & Edward E. Lawler, III. eds., The Leader’s Change Handbook. San Francisco: Jossey-Bass, 87–99.Heifetz, R. A., Grashow, A. & Linsky, M. (2009). The Practice of Adaptive Leadership. Boston, MA: Cambridge Leadership Associates, chapter 4.Dan Heath on change in behavior: Due: Moodle Journal Post #2 (Due September 18):What is a major change that you have made in your life? How did you do it? What did you learn about yourself when you made the change? What did you learn about what it takes for people change?Week 4: September 26 — Crucibles and leading personal change in innovation societyReading:SIY – Chapters 5 & 6George, Bill (2015). Discover Your True North. Hoboken, New Jersey: Wiley & Sons, Inc. Chapter 3Palmer, Parker J. (2000). Let Your Life Speak. San Francisco: Jossey-Bass, 56 – 94.Assignments Due: Moodle Journal Post #3 (Due September 25):Write freely about your greatest crucible, and describe: How you felt at the timeThe resources you called upon to get through itHow you resolved the issues, if you haveHow this experience shaped you and your views about the worldIn class, we will divide up in the project groups for the remainder of the semester. Come to class with an idea of a potential changethat you would like to research with a group that you think could be transformative at either an individual, organizational or systems level.Week 5: October 3 — Networked leadership and emotional intelligence at workReading:SIY – Chapters 7 - 9Crosby, Barbara C. & Bryson, John M. (2005). Leadership for the Common Good. 2nd ed. San Francisco: Jossey-Bass, chapter 1.Allen, K. E. & Cherrey, C. (2000). Systemic Leadership: Enriching the Meaning of Our Work. Lanham, MD: University Press of America, 1-23, 103-121.Recommended: Rock, D. & Schwartz, J. (2006).“The Neuroscience of Leadership.” Strategy+Business 43: 72–81.Assignments Due:Moodle Journal Post #4 (Due October 2):Many of our readings have talked about “new ways” of doing things. What’s your interpretation of what the “new way” means? How is it (or isn’t it) connected to emotional intelligence?Week 6: October 10 — Leadership skills and leading organizational changeReading:LMF – Introduction and Chapter 1Mumford, M. D., Eubanks, D. L. & Murphy, S. T. (2007). “Creating the Conditions for Success: Best Practices in Leading for Innovation.” In J. Conger & R. E. Riggio, The Practice of Leadership. San Francisco: Jossey-Bass.Ford, Jeffrey D., Ford, Laurie W. & D’Amelio, Angelo. (2008). “Resistance to Change: The Rest of the Story.” Academy of Management Review 33(2): 362–377.Assignments Due: Moodle Journal Post #5 (Due October 9):Make something this week. Engage your inner maker. Whether its cooking, knitting, writing, woodworking, music, whatever. It can be something you do often or something new you’ve wanted to try. In your post, describe what you did. How does the what and how of what you made contribute to your role as a leader?Week 7: October 17 — The personal/organizational/societal nexusReading:LMF – Chapters 2 & 3Leveraging Social Sector Leadership (on Moodle)Assignments Due: Reflection on learning so far, 5 pages, due October 17Moodle Journal Post #6 (Due October 16):Ask a coworker, your boss, a friend, a family member or someone else you are close with to assess your clarity in communicating with them. As them to give specific examples where you were either clear or not clear. What was your reaction to their feedback? Were you surprised? What insights are you going to take away from the conversation? Week 8: October 24 — Leading organizational and societal changeReading: LMF — Chapters 4 & 5Mendelberg, T. & Karpowitz, C.F. (2016). “Women’s Authority in Political Decision-making Groups.” Leadership Quarterly, 27(3), 487-503.Triandis, Harry C. (1993). “Collectivism and Individualism as Cultural Syndromes.” Cross-Cultural Research, 27(3&4), 155-180. HHH Dean Laura Bloomberg will come speak to the class. Here is her bio: Assignments Due: Moodle Journal Post #7 (Due October 23):Spend some time outside this week. Do a walking meditation, take a hike, ride your bike, etc. Whatever you do, take several minutes to observe the world around you. What do you see, hear, smell and feel? How do you look to nature for insight about challenges you have in your life? How do these life lessons get translated into your leadership style and skill set?Week 9: October 31— Leading across boundariesReading:LMF – Chapters 6 & 7Hogg, Michael. (2009). “From Group Conflict to Social Harmony.” In T. L. Pittinsky, ed., Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard University Press.Moodle Journal Post #8 (Due October 30):Is there such a thing as absolute transparency? What about absolute authenticity? Pick an environment in which you work or play. How is transparency defined in that world? Who are examples of people you see acting with Quiet Transparency?Week 10: November 7 — Leading societal change in an innovation society Reading:LMF — Chapters 8 & 9Wheatley, Margaret and Frieze, Deborah. Using Emergence to Take Social Innovation to Scale. The Berkana Institute (on Moodle)Dan Heath on “sticky ideas”: Due: Moodle Journal Post #9 (Due November 6):What is an example where you were able to learn from your own failures? How does your approach to failure fit in with your own leadership style? Do you encourage people you lead to learn from their own failures?Week 11: November 14— Sustaining changeReading:LMF- Chapter 10Crosby, Barbara C. & Bryson, John M. (2005). Leadership for the Common Good. 2nd ed. San Francisco: Jossey-Bass, chapter 5.Borins, S. (2014). The Persistence of Innovation in Government: A Guide for Innovative Public Servants. Washington, DC: IBM Center for the Business of Government.Assignments Due:Moodle Journal Post #10 (Due November 13):How do you seek out and try to create situations where multiple parties benefit (as opposed to a situation in which you alone win)? Can you give recent examples when you have tried to do this, whether or not your efforts were successful?Week 12: November 21— Embodying leadership and leadership developmentReading:LMF – Chapter 11Seidle, Brett, Sergio Fernandez, and James Perry (2016). Do Leadership Training and Development Make a Difference in the Public Sector? A Panel Study. Public Administration Review Ernst, C. & Yip, J. (2007). “Boundary-Spanning Leadership.” In Pittinsky, T. L., ed., Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard Business Press.Week 13: November 28— Global leadership and finalizing projectReading:Sen, A. (1999). Development as Freedom. New York: Anchor Books, introduction & chapter 1.Pick one of the following e-cases:Mission Convergence Leadership Across Borders Week 14: December 5 — Report on findingsAssignments due:Team action research project presentationWeek 15: December 12 — Wrapping it all upAssignments Due: Reflection PaperReference ListAllen, K. E. & Cherrey, C. (2000). Systemic Leadership: Enriching the Meaning of Our Work. Lanham, MD: University Press of America, 43–64, 125–129.Brown, J. S. & Adler, R .P. (2008). “Minds on Fire: Open Education, the Long Tail, and Learning 2.0.” EDUCAUSE Review 43(1): 16–32.Chang, Ha-Joon. (2008). Bad Samaritans: Free Trade and the Secret History of Capitalism. New York: Bloomsbury.Conger, J. & Riggio, R. E. (2007). The Practice of Leadership. San Francisco: Jossey-Bass.Conger, Jay A., Spreitzer, Gretchen M. & Lawler, III, Edward E. (1999). The Leader’s Change Handbook: An Essential Guide to Setting Direction and Taking Action. San Francisco: Jossey-Bass.Crosby, Barbara C. & Bryson, John M. (2005). Leadership for the Common Good. 2nd ed. San Francisco: Jossey-Bass.Crossan, M. M., Lane, H. W. & White, R. E. (1999). “An Organizational Learning Framework: From Intuition to Institution.” Academy of Management Review 24(3): 522–537.Csikszentmihalyi, M. (1993). The Evolving Self: A Psychology for the Third Millenium. New York: Harper Perennial.Duarte, D. L. & Snyder, N. T. (2002) “Leadership in a Virtual World.” In F. Hesselbein & R. Johnson, eds., On High-Performance Organizations. San Francisco: Jossey-Bass.Dungee, T. with Whitaker, N. (2010). The Mentor Leader. Carol Stream, IL:Tyndale.Ernst, C. & Yip, J. (2007). “Boundary-Spanning Leadership.” In Pittinsky, T. L., ed., Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard Business Press.Ford, Jeffrey D., Ford, Laurie W. & D’Amelio, Angelo. (2008). “Resistance to Change: The Rest of the Story.” Academy of Management Review 33(2): 362–377.Friedman, T. L. (2007). The World is Flat. New York: Picador.Harkins, A. (Spring 2003). “In Their Dreams: Paradigm Alternatives and the Marketing of Responsive Educational Services.” On The Horizon 11(1).Harkins, A. (Winter 2002). “The Futures of Career and Technical Education in a Continuous Innovation Society.” Journal of Vocational Education Research 27(1).Heath, Chip & Heath, Dan. (2010). Switch: How to Change Things When Change is Hard. New York: Broadway Books.Heath, Chip & Heath, Dan. (2007). Made to Stick: Why Some Ideas Survive and Others Die. New York: Random House.Heifetz, R. A., Grashow, A. & Linsky, M. (2009). The Practice of Adaptive Leadership. Boston, MA: Cambridge Leadership Associates.Hesselbein, F. & Johnson, R., eds. On High-Performance Organizations. San Francisco: Jossey-Bass.Hillman, J. (1997). The Soul’s Code: In Search of Character and Calling. New York: Warner.Hogg, Michael. (2009). “From Group Conflict to Social Harmony.” In T. L. Pittinsky, ed., Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard University Press.Johansen, Bob. Leaders Make the Future: Ten New Leadership Skills for an Uncertain World. San Francisco: Berrett-Koehler, 2012.Kotter, J. P. (1999). “Leading Change: The Eight Steps to Transformation.” In J. A. Conger, G. M. Spreitzer & E. E. Lawler, eds. The Leader’s Change Handbook. San Francisco: Jossey-Bass, 87–99.Kouzes, James M. and Posner, Barry Z. (2007). The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. 4th ed. San Francisco: Jossey-Bass.Light, P. (1998). Sustaining Innovation: Creating Nonprofit and Government Organizations that Innovate Naturally. San Francisco: Jossey-Bass.Manns, M. L. & Rising, L. (2005). Fearless Change: Patterns for Introducing New Ideas. Boston: Addison-Wesley.Marris, P. (1996). The Politics of Uncertainty: Attachment in Private and Public Life. London: Routledge.Mendelberg, T. & Karpowitz, C.F. (2016). “Women’s Authority in Political Decision-making Groups.” Leadership Quarterly, 27(3), 487-503.Mumford, M. D., Eubanks, D. L. & Murphy, S. T. (2007). “Creating the Conditions for Success: Best Practices in Leading for Innovation.” In J. Conger & R. E. Riggio, The Practice of Leadership. San Francisco: Jossey-Bass.Noddings, N. (1984). Caring: A Feminine Approach to Ethics and Moral Education. Berkeley, CA: University of California Press.Offerman, L. R. & Matos, K. (2007). “Best Practices in Leading Diverse Organizations.” In J. Conger & R. E. Riggio, The Practice of Leadership. San Francisco: Jossey-Bass.O’Toole, J. (1995). Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom. San Francisco: Jossey-Bass.Patchett, Ann. 2001. Bel Canto. New York: Harper Collins.Pittinsky, T. L., ed. (2007). Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard Business Press.Rock, D. & Schwartz, J. (2006). “The Neuroscience of Leadership.” Strategy+Business 43: 72–81.Schein, E. H. (2004). Organizational Culture and Leadership. (3rd ed.). San Francisco: Jossey-Bass.Schumpeter, J. A. (1962). Capitalism, Socialism, and Democracy. (3rd ed.). New York: Harper Torchbooks.Sen, A. (1999). Development as Freedom. New York: Anchor Books.Terry, R. (2001). Seven Zones for Leadership: Acting Authentically in Stability and Chaos. Palo Alto, California: Davies-Black Publishing.Van de Ven, A. H., Polley, D. E., Garud, R. & Venkataraman, S. (1999). The Innovation Journey. Oxford: Oxford University Press.Van de Ven, A. H. & Poole, M. S. (1995). “Explaining Development and Change in Organizations.” Academy of Management Review 20(3): 510–540.Wheatley, M. J. (1999). Leadership and the New Science: Learning about Organization from an Orderly Universe. San Francisco: Berrett-Koehler Publishers, Inc.Other:Allee, Verna. (2003). The Future of Knowledge: Increasing Prosperity through Value Networks. Boston: Butterworth-Heinemann.Amidon, Debra M. (2003). The Innovation Superhighway. Boston: Butterworth- Heinemann.Gibbons, M., Limoges, C., Nowotny, H., Schwartzman, S., Scott, P. & Trow, M. (1994). The New Production of Knowledge. London: Sage.McElroy, Mark W. (2003). The New Knowledge Management: Complexity, Learning and Sustainable Innovation. New York: Butterworth-Heinemann.Pascale, Richard T., Millemann, Mark & Gioja, Linda. (2000). Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business. New York: Three Rivers Press.Rhodes, Frank H. (2001). The Creation of the Future: The Role of the American University. Ithaca, NY: Cornell University Press.Rogers, Everett M. (2003). Diffusion of Innovations. New York: Free Press. ................
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