Student Perspective: What Can Be Learned Once You Discover You Don’t Have All The Answers

Submitted by Austin C. Wells

Austin C. WellsWhat it really boils down to is that Ways of Knowing is not a class about building this amazing autonomous robot that works %100 percent of the time. That’s (almost) impossible, and that’s the point. This class is about doing something much more important than that. For many people, it’s the first time they will be given a problem where the solution can’t be found on the internet. You can’t just type “How to Build an Autonomous Water Testing and Remediation Robot” on YouTube and get a step by step video explanation. The result of that is phenomenal. When things go wrong you simply can’t deal with it on your own, you need a team.

 You need people who will stay up with you until five in the morning the night before competition while you build a new turbidity sensor because (for the third time) your sensor burned out. Not only that, but you learn to do the same. You realize when there is nothing you can help build, you have the opportunity to do something better. You have to opportunity to be there for your team. The mechanical engineer learns to stay with the computer scientist as he programs through the night in case a wheel falls off and needs to be replaced. The computer scientist learns how to be there for the electrical engineer as he spends hours wiring circuitry just in case a wire needs to be held while it’s soldered. The electrical engineer learns to be there for the civil engineer as the chassis of the robot falls apart and he realizes the pieces needed to put it back together are in another building.  You learn how to support each other, and how to not give up when everything, and I mean everything, goes dead wrong.

 With that comes the second important lesson of Ways of Knowing: the realization that with a project as difficult as this, no one has all of the answers, including the professors. But as that realization occurs another one happens simultaneously. You realize that even when you don’t know how to fix something, if you are given a group of Professors and TA’s that adequately care and you have enough spare parts, any problem can be solved. Nothing is more encouraging than when professors are willing to stay after hours or meet on the weekends to help figure out why your robot won’t run. When a professor will come in at 5:30 in the morning with donuts and coffee for the kids who have stayed up all night working on robots it becomes obvious that the professors at SMU genuinely care about you. That these are people you can approach, have a conversation with, and learn from without being viewed as a first-year undergrad that can’t even get their robot to move forward.

 Ways of Knowing is an experience. It is something that can’t be explained in a few lines, because it’s the little victories and defeats throughout the semester that make the class so amazing. It’s the feeling you get when your sensors work for the first time, blow up the next day, and is rebuilt even better the day after. It’s the little spark inside of you that lets you say, “We did that, we didn’t give up, and we made it work”.

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Networks Role in Leadership Solutions

Leadership Beyond Boundaries invites you to a Lunch & Learn
Date: Wednesday, June 26, 2013
Time: 12:00 am, Eastern Daylight Time
Room: Center for Creative Leadership – Greensboro Campus Room 133

Please join Kristin Cullen for an introduction to social and organizational networks. Kristin will talk about her recent work with clients combining network analysis and boundary spanning leadership. The group will also discuss possible applications of network analysis for leader, team, organizational, and societal development.

Kristin L. Cullen, Ph.D., is a faculty member in Research, Innovation, and Product Development at the Center for Creative Leadership. Kristin’s work focuses on leadership development, including improving leaders’ understanding of organizational networks and the ability of organizations to facilitate collective leadership, complex collaboration, and change across organizational boundaries. She holds a B.S. in psychology and commerce from the University of Toronto, and an M.S. and Ph.D. in industrial/organizational psychology from Auburn University.

To join the online meeting (Now from mobile devices!)
1. Click here.
2. If requested, enter your name and email address.
3. If a password is required, enter the meeting password: ou8122
4. Click “Join”.

To join the audio conference only
——————————————————-
Call-in toll-free number (US/Canada): 1-877-668-4490
Call-in toll number (US/Canada): 1-408-792-6300
Global call-in numbers 
Toll-free dialing restrictions

Access code:712 485 895

This post submitted by Janet Carlson

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Change Management is More than a Few Lines on a Project Plan

This post was submitted by Julie Peachey.

Change ManagementJust over three years ago, I found myself in a developing country managing a project that would help about 350,000 poor people save money.  The project was essentially an organizational transformation of a large microfinance institution.  We’re winding the project down now and I’m reflecting on what we did well, not so well, or maybe not at all.  

 I often thought of my role as Project Manager like that of an air traffic controller.  We had so many consultants on the project — from internal controls to financial risk management to marketing to human resources — I had to manage the runway and make sure there were no collisions in the comings and goings of the consultants or senior management.  Not just physically, but emotionally.  I spent a good bit of time that first year making sure that the work of each consultant would be seen as a success by the senior management and that they would embrace and implement the various recommendations.  I made sure that everything was happening according to plan. 
Saving Mobilization Project
But there were a few line items on the project plan that just were not tangible to me, like:

1) Create the Change Management Roadmap  - a set of actions that will be undertaken during the course of the project journey

2) Create change management aids

3) Hold 3 hour Change Management session with internal core team

 Those items on the project plan got ignored for quite awhile because I didn’t really know what they were.  Then finally I realized we were already doing them.  I was initially thrown off because they were set up as tasks on the HR consultant’s project plan.  But because everything in our project involved change, in fact I believe that every new initiative is a CHANGE initiative, it seemed funny to have these set out as separate activities.

Recently I read a couple great blogs that reinforced this sense I had that ‘change management’ shouldn’t be a separate line item on the project plan.  Frank Sonnenberg argues here that “Change is as much a mind-set as an activity. It is not a special program or an event, but something that must be incorporated into everything you do.”  .  Ron Ashkenas says in his blog that “change management just became one more work-stream for every project, instead of a new way of thinking about how to get something accomplished….Everyone agrees that change management is important. Making it happen effectively, however, needs to be a core competence of managers and not something that they can pass off to others.”  

What do you think?  What has been your experience managing change on international development (or other!) types of projects?  Is it good to call it out separately on the project plan?  or should a change management approach be taken on all project activities?

 [Julie Peachey is a cross-cultural team leader who has spent the past 3 years in the Philippines with Grameen Foundation helping a large microfinance institution develop appropriate savings products and education for the poor.  She will be writing weekly for the next 2 months and invites feedback and discussion on the topic of change management in mission-driven organizations.]

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The luck of inspirational work!

Teamwork and collaboration at its best. A brand to be reckoned with.
The new alongside the ancient.
Change alongside it’s discontents
Identities clashing, identities merging.
Boundaries and frontiers, weaving and transforming, managing while forging – all present, all co-mingling, all wondering – what’s next? Who is next?
A trip more than worthwhile, a voyage of expansion.
Israelis – a tough audience, a warm audience, an open audience.
Israel the ancient, the promised: Paradox, polarities and potential in the air.
Where history plays out both suspicion and hope, creation and destruction – humanity’s hope.
Thank you Israel.
Enshalla, a return – and with it shalom.
(Gary Adkins)

The awe of being in Israel. From deep connections across unimaginable boundaries to security fences; from old to new; from black hats to black bikinis; from centuries old recipes to Nouvelle cuisine; from inspirational to discouraging; from Jews to Christians to Muslims; from black to white; from Ashkenazi to Sephardic; from soothing middle eastern music to helicopter rotors; from soft sand to hard cobblestone. This is the land of juxtaposition. As much as to love it means to be frustrated by it. Even for the ones feeling at home there, Israel offers a roller coaster of an emotional journey, leading almost every visitor to reflect about the inner self, and feel inspired by being influenced and talked to. And it opens a window and enables visitors to have a peak in the israeli soul, as well as allowing visitors to feel connected by the same aspirations and dreams for the country: To bring peace and prosperity to the present and to dream and act for a brighter future for the benefit of younger generations in Israel and in neighboring countries.

A journey like that, even if it is a business trip, makes time takes many forms. Continue reading

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Evaluating Downstream – 5 Ways to Measure Results

Farmers-learning-CCL-Way
LBB’s work in Phnom Penh, Cambodia was highlighted on the Center for Creative Leadership’s blog, Leading Effectively. 

I’m sitting on the floor in a warm room in Phnom Penh, Cambodia, and I’m listening to a conversation in Khmer, a language that I do not know. Around the room, also sitting on the floor, are farmers and village agricultural leaders, men and women of various ages, listening and learning. The discourse includes a curious mixture of Khmer dialogue and Western-style flipcharts and diagrams. The two trainers, also Cambodian, interact comfortably with the farmers, and the conversation is frequently punctuated with laughter. An oscillating floor fan helps chase the monsoon humidity from the room.
Click here to read the full story.

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CCL Gambella, Ethiopia

In January 2013, CCL’s new office in Gambella, Ethiopia, kicked off the first of a series of trainings for local women they got in contact to through connections to local churches and schools in the town.
The trainings focused on addressing a group of female advisors, chosen to work with newly established girls clubs in the area (Gambella Girls Clubs). So CCL provided sessions about Leadership Essentials, business skills, basic computer knowledge and HIV/Aids. Additionally, the tema from CCL Addis brought its new toolkit and explored its content with the advisors, explaining how it can be used as a means for personal development.

Gambella advisorsFinishing up these trainings the advisors traveled to Addis and shared their experiences with a group of 26 female students from another project, including their audience on their final public event. They saw how much the girls developed through their Social Innovation Project, learned what projects they did and how they personally dealt with the change that took place.

Aside from the core group CCL Gambella organised to train 60 women around local churches in Pungudo, which is outside of Gambella town and provided a basic Leadership Essentials training to them.

After returning to Gambella all 30 female advisors are continuing to guide one girls club each, to see to it that the girls are working through one module a month and that they continue the process of personal growth together.

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New ways for women empowerment: Social Innovation in Ethiopia

The Social Innovation Mentoring program (SIM) was a 12 month pilot program from CCL in Addis Ababa, Ethiopia, that fosters leadership, entrepreneurship and service through a mentoring approach. The projects addressed the local need of empowered women and innovative entrepreneurial leaders. To achieve the amplification of the 26 female voices we took under our wings we leveraged CCL methods like the Tree of Life, Social Identity Map and  so forth. All participants are university students from various study fields at the male dominated Ethiopian Institute of Architecture Building and Construction College in Addis Ababa and worked with us out of the innovation hub (iceaddis) located on the campus.

Picture of the SIM girls

The SIM girls

Through the projects time CCL helped facilitate the process of unlocking the potential of the participating students, by assisting to see who they are and how they can lead others. Using tools like the Social Identity Map or the Irrigation Ditch helped to understand their givens and choices as well as what’s in their core identities. Furthermore, they learned to apply direction, alignment and commitment in their team work. The project created multiple learning opportunities to enhance newly gained leadership skills through volunteering in Peace Corps 2012 GLOW Summer Camp in Bahir Dar and at local NGO’s. During the later SIM girls designed a public toilet and shower not only to provide a green approach to sanitation in Addis, but also an income generator for elders at the age of 60 and above. (Follow the link to see more of SIM’s activities.)

These volunteer opportunities provided many of the participants to travel to over 6 regions in Ethiopia, work as counselor and share their stories with high school students. They continue to do so on their own now that the pilot is over.

Through SIM CCL was able to produce a promising new batch of female entrepreneurial leaders who are confident on the things they like to do in their lives rather than struggling with what they have to do. Evaluating the program showed that most of the participants developed a new skillset, opened up to new perspectives about their chances in life and ways of impacting their society. Students learned that limited resources do not necessarily imply limited business and entrepreneurial opportunities. Obviously, the program helped participants to think and act beyond their social and economical boundaries.

The SIM pilot program came to an end early this year, yet the participants volunteered to take their experiences and trainings forward and to continue to work with high school girls and other female students attending the university. Seeing the impact SIM created on its participants and context CCL can acknowledge its success and start inviting more opportunities for application.

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