Leadership and Change in an Innovation Society



Leadership and ChangePA 5103 Spring 2019Monday – Thursday, January 14 – 17, 20199:00 am to 3:30 pmHHH 151.5 creditsInstructor: Stephanie Jacobs, Director, Public and Nonprofit Leadership Center, Humphrey School of Public AffairsOffice hours by appointment, Rm 245 HHHJacob818@umn.edu (612-301-7143)Course support: Susan Viker, sviker@umn.edu Change in our society is no longer optional. It’s necessary. Our failing and out of touch institutions and systems are doing more harm them good. However, systems in and of themselves are not inherently “bad”. How do we reframe our approach to systems change so that we can harness what works and jettison what doesn’t?What is the leader’s role in change? 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. Putting these concepts into practice takes a close examination of one’s own role and belief that change can actually happen. In this course, we will use a living systems approach to diagnose the breakdown in design that is producing failing institutions and systems. We will explore lessons from nature that inform the way systems and institutions are organized, students will explore their own personal journey that has shaped their leadership and leadership development, and define for themselves what leadership looks like in the face of change.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.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 changeThinking systemicallyEffectively communicating ideas about leadership and changeEngaging a group in critical reflectionApply knowledge and build skills throughAssessing readings and leading in-class dialogUsing class time to connect knowledge and skills to practice contextsOffering personal cases for analysisIntegrate 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 leaderDeveloping greater stores of hope and reasoned optimismFeedback and AssessmentAssessment 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.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.Grades will be given for the following:Systems Diagnosis and Mapping — Students will choose a system they wish to diagnose and map. They will uncover the purpose, incentives, power, accountability, and culture of those systems. Then, they will map the system actors within the system. Limit 2 pages. 25 pointsSystem Intervention and Plan Outline — Students will choose a leverage point within the system where a systems change intervention can be applied. Students will research past attempts of the intervention. Students will pull together an outline of the steps for implementation of the intervention. Limit 3 pages. 50 pointsOvercoming Obstacles Strategies — Students will identify barriers to the interventions they have proposed and will develop possible strategies for overcoming/mitigating these obstacles. Limit 2 pages. 15 pointsReflection Paper — Scholarly paper documenting the leadership required for making systems change. Students will assess their own leadership abilities and identify skills, knowledge, or abilities they would like to develop in order to build their own systems change leadership. The paper must incorporate a range of course theories, concepts, and tools. Limit 10 pages. 10 pointsGrading:Students will complete drafts of the systems diagnosis and map, system intervention and outline, and the strategies for overcoming obstacles to bring to class. These drafts will not be graded or submitted individually, but will be used in group discussion. A final version of each of the components will be compiled into one paper and will be due on January 20, 2018 at 11:59 pm.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:While this is a short course, this is a reading intensive class. You are expected to have read both textbooks prior to the first day of class. Subsequent readings are assigned for each class day.Text:Allen, Kathleen. Leading from the Roots: Nature-inspired Leadership Lessons for Today’s World. New York: Morgan James Publishing, 2019.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. Course Website:The course website is an important part of the course and is located on Canvas.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 1: January 14 — Diagnosing and mapping systemsTopics:Introductions and course requirementsDefinitionsLiving systems frameworkLessons from natureSystems diagnosis and mappingReadings due in class (in addition to the texts):Wouldn’t Take Nothing For My Journey Now. Angelou, Maya. Bantam Books, 1994. New York, New York. Pages 89-92. The Waters of Systems Change. FSG.Guide to Actor Mapping. FSG. Systems Thinking for Social Change. Stroh, David Peter. Chelsea Green Publishing, 2015. White River Junction, Vermont. Chapter 4, pages 45-68.Homework: Diagnose and map a systemDay 2: January 15 — Systems thinking, behavior and changeTopics:Systems behavior (Cynefin)Leverage pointsTwo loopsSystems changeReadings due in class:Systems Thinking for Social Change. Stroh, David Peter. Chelsea Green Publishing, 2015. White River Junction, Vermont. Chapters 5-6, pages 71-89.Thinking in Systems: A Primer. Meadows, Donella H. Chelsea Green Publishing, 2008. White River Junction, Vermont. Chapter 6, pages 146-165.Using Emergence to Take Social Innovation to Scale.Wheatley, Margaret and Frieze, Deborah. The Berkana Institute : Identify a systems change intervention and outline the planDay 3: January 16 — Resistance, challenges, and biasesTopics: Resistance to changeManaging complex changeWhite supremacyReadings due in class:Systems Thinking for Social Change. Stroh, David Peter. Chelsea Green Publishing, 2015. White River Junction, Vermont. Chapters 8-10, pages 123-164.Active Hope: How to Face the Mess We’re in without Going Crazy. Macy, Joanna and Chris Johnstone. New World Library, 2012. Novato, California. Chapter 4, pages 57-81.White Supremacy Culture. Tema Okun. : Identify the barriers to systems change and develop solutions for overcoming barriersDay 4: January 17 — Personal leadership in systems changeTopics:CourageSkills, knowledge, and abilitiesGroundingHopeReadings due in class:Active Hope: How to Face the Mess We’re in without Going Crazy. Macy, Joanna and Chris Johnstone. New World Library, 2012. Novato, California. Chapters 9-12, pages 163-227.Who Do We Choose to Be? Facing Reality, Claiming Leadership, Restoring Sanity. Wheatley, Margaret J. Berrett-Koehler,2017. Oakland, CA. Chapters 6-7, pages 210-271.Homework: Reflect on the leadership required for systems changeA final paper consisting of all the parts of the homework is due on January 20, 2019 at 11:59 pm.Reference 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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