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Phase II:
- Based on learnings…
- From where we are now
- Three years
- $3-$4 Million over three years
- $250,00-$300,00 per State for Kellogg contribution of money from this allocation
Purpose
- Building social capital. Forming commitments among people who ordinarily wouldn’t be connected. This would be an investment in the future (for flexibility, problem solving)
- Engaged Institution – both internally and externally building commitments to the external community. LINC: catalysts for change through convening intellectual capital of the university applied to community issues. Communities funding the work that will help them solve problems
- Learn about leadership by doing it (implement models)
- Promoting partnerships for change. Higher Ed more responsive to the needs of all people. Serving as convenors establishing dialogues, teaching skills, broker information, leverage resources, support and protection for innovators help to find/link funders and fundees. Virtual leadership network
- Leadership for transforming institutions for the future (build on the lessons from Phase I)
- Developing a focused specific initiative that would influence institutional functioning within the realm of leadership
- Continue Phase I learning by translating it to institutional practice. Honor informal system’s ability to solve problems and apply it (keep a broad view of leadership)
- Apply the models developed for leadership in Phase I, embrace a variety of models
To Achieve What?
- Better teaching
- Effective internal/external partnerships
- More rapid institutional response to societal needs
- Safer environment for change agents
- Change in missions and job description
- Institutional collaboration
- Institutional buy-in and ownership
- Policy programs, procedures and funding changes to make institutions more responsive to society
- Documents institutional behavior changes appropriate for institution
Create functional learnings comm
- Institutionalize behaviors to create sustainable changes
- Create and implement specific leadership development plans
- Create ways through which we can honor the informal system
- Capacity to pursue creative solutions
- Capture energy of informal system in the formal system
- Connect the universities with the community and visa versa
- Build the capacity for institutional adoption
- Bring the Land Grant purpose/thinking to the broader university
- Institutions and the people that comprise them understand and incorporate practices that address power imbalances
Through what kinds of activities?
- For projects
- For national learning community
What benchmarks should we use for evaluation? How will we know what we achieved?
What’s our work together:
- Create working models and share them
- Identify what works in the models and what doesn’t work
- Discuss leadership lessons from our own experiences
- Interact with leaders in the leadership field to test/challenge our learnings and draw the profound lessons from this
- Dialogue on the content of leadership with a diverse group of theorists/experts
- In larger conferences, model the action-learning planning for action sequence, and learn from that
- Work through what the new/unique leadership paradigm is, based on a systems approach
- Continue to inform it through our work, reflection and learning
- Learn about the edge of innovation and bring it back to our institutions
- Building a network of leadership “developers” (us)
- Planned approach to our own leadership learning/development (stimulus experiences)
- How to implement a system learning framework (intuitive and profound) (should key and melody-with individual variations) e.g.
Bosserman
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