Part A and reflection
Includes elements from “Crucial Conversations”
Each successive session of the Digital Learning and Leading has provided greater insight to the innovation plan I have been developing. Whether it has been Clayton Christensen’s concepts of disruptive innovation (1995) or Piaget’s constructivist approach to interactive learning, each stage of the program has provided material (and my instructor’s coaching) that has allowed me and forced me to further refine my plan’s objectives and my strategies to achieve them.
In this section two of the reading selections continued to have impact on my innovation plan, in particular, the strategies for achieving the plan’s objectives.
Friedman’s “A Failure of Nerve: Leadership in the age of the quick fix” (2007) and Patterson, Grenny and Swizler’s “Crucial conversations: tools for talking when stakes are high” (2012) were presented as choices and I found myself drawn to both, but “Crucial conversations” earned the majority of my attention.
One of the main components of my plan is reliant on my ability to capitalize on an opportunity that I see for my work area and my ability to “sell” the plan partially by using interpersonal communication with key influencers.
I have spent the better part of two years implementing this plan. I implemented a smaller scale plan of implementing ePortfolios and documenting the activities of how the University Press is an example of a student-centered significant learning environment.
My focus on interpersonal conversations has been significantly impacted by the Influencer Model and frankly some convenient timing. The inclusion of new, key influencers – a department chair and dean, has provided opportunity to making the implementation of my innovation plan a reality.
My challenge is to apply the key elements of the model presented in “Crucial Conversations.”
Agreeing to a mutual purpose and using the useful acronym (CRIB) spelling out some of the key steps for developing that mutual purpose:
– Commit to seek a Mutual Purpose – i.e. get both parties to agree to first seek a mutual purpose.
– Recognize the purpose behind the strategy – It’s recommended to first examine our motives: What do I want for me? What do I want for them? and What do I want for us? We need to keep asking ‘Why?’ for both parties as this allows us to ladder up to a higher level purpose. Once the mutual purpose has been defined it acts as a guide that we can keep going back-to at any point the conversation gets difficult or the cadence falters.
– Invent a mutual purpose – In this case, a mutual purpose has already been stated by the dean and the provost – our goal is to figure out the best ways to do it.
– Brainstorm new strategies – key element here is this is an opportunity for collaboration and creating a sense of community for everyone within the department.
Why Statement:
The “Why” of my Innovation plan is characterized with the following:
- To enhance the learning experience of students within an improved significant learning environment
- To better prepare students to achieve their goals for their future
- To create an innovative and significant learning experience for all stakeholders.
Influencer Strategy A & B
http://www.stephanmalick.com/?p=330
4DX Plan
