Day 13 Closing Statements

The final day began like most others, bus ride and assembly in the classroom in Larsen. We had the opportunity to debrief and share some final thoughts of the events of the prior two weeks. This day was like every other, perfectly orchestrated and expertly delivered.

Joe Zolner, co-chair encouraged the group to be strategic and thoughtful as we make re-entry into the real world. We have been feeling like our mouthes have been fixed over the live end of a fire hose. We need to be mindful that if we are not careful our staff and co-workers can feel the same. Think strategic.

Finished the 12 page program evaluation and adjourned to the Radcliffe Gymnasim for graduation and lunch.

Probably the best way to close is to borrow words from some of the cohort:

• I was confused on the topic before your remarks. Now I'm confused at a higher level.

• If it ain't broke, we can fix it.

• We have managed to figure out how to do the wrong thing in many, many ways

• Love what you do and know that it matter

• Need to open FOUR windows every morning,.

• Look for the white space, the space between the boxes on the chart. This is the space where creativity can
happen.

• The most important thing is an absolute conviction that we can perform miracles. A famous painter.

• Remember the $5 story from Brownsville, TX.

Jim Honan and Joe Zolner
at the closing of the 41st IEM
Graduate School of Education
Harvard University

Day 12 Planning, Innovation and Change

Spent the morning discussing Northern Kentucky University and Babson College. Two very interesting cases that showed all the dynamics that can happen in an institution. As the instructor described, "this is a full four framer" referring to the four frames/lens that have been the theme of the last two weeks.

Babson's planning process was inspired by a disconnection from the market and complacency. Under new leadership, faculty worked to revise and update the MBA program to address the interests of the students, trustees and market.  After an extended discussion over several years, they managed to bring online a new innovation in the MBA arena if not in higher education. The change resulted in much improved enrollment and a revitalized program. The innovation caught the attention of a foundation that funded several million dollars to the program. Further funding followed and the innovation inspired a gift to start a new engineering program based on the same concept. $480 million later, the programs were strong, viable programs producing innovative, business grads and strong engineers.

In the afternoon we met the President of the community college in Brownsville, TX. She has done extraordinary work and sets the leadership bar very high. She took a tired community college, grew it to merge with a four year institution, took on the Department of Homeland Security and won. In the midst of all the success she weathered votes of 'no confidence' and managed to keep her position as the first Hispanic female to lead a community college in the US.

The eveing brought a final social gathering and shirt exchange. A great way share our institutions around the world.

Day 11 Transitions and Leadership

Hearing from one of the foremost experts on higher education leadership and transitions, the IEM group was fully engaged. No small task as the group starts to get weary from the heavy schedule. Judy McLaughlin took the group through the paces of what occurs and the dangers in leadership transitions. From the perspective of the Board, staff, and new leadership the potential dangers that can derail an organization are everywhere. Lots to consider no matter where in an organization the transition is taking place.

Reflecting on the conversation today, I recalled my 'transition' to SPCC from ECC. Clearly there were mistakes and things I could have done differently. I was a bit relieved to discover I was on the right path in a few areas. As we were advised at the outset, this is our opportunity to be the Learner.  Definitely learned a few things today.

The Heifetz book, Leadership on the Line continues to ring in my ear. The work is laced with adaptive challenges masked in a cloud of what looks technical.

The question can be framed: is this a problem that an expert can fix (call a mechanic to fix my car, call the chiropractor to adjust my back)?  These are technical problems.  On the other side, is this a problem that is going to require people in the community to change their values, their behavior, or their attitudes? For this problem to be solved, are people going to need to learn new ways of doing business? (to address the drug problem we'll need to address the needs of parents, school counselors, the addiction/social service network, medical community, etc...). These are adaptive challenges that require a different kind of leadership behavior.

This afternoon we heard from the President of the MA College of Art and Design and the Dean of the Graduate School of Education. The Ed School Dean operates much like a typical President as at HU they operate under the motto 'every tub on its own bottom'.  All the various colleges operate independently. An interesting and successful model but not without its problems to be sure.

Finished the day with a short, after hours demonstration of mind-mapping software. A way of crafting thoughts in a manner that is not linear like an outline but more in keeping with the way we actually think. They are exploring how they can use the software to do case teaching in the virtual environment and more importantly get students to return to the maps to compare, contrast others' maps and explore/reflect on their own position to see if they may adjust or change based on the conversation and the mind-maps of others. A richer, deeper level of learning.  I downloaded the software and built a very simple map. Lots of possibilities for conversation and exploration of issues.

Mind Map

 

Day 10 Financial Statement and the headwaters of change

Following the overview last night on financials, we continued the conversation of Center City University. Burdened with declining enrollment, rising costs and the need to build new programs to be competitive we explored options to fix the $3.0 million hole in the budget. The group enjoyed a wonderful exchange taken from the floor of Parliment with individuals addressing 'the Speaker' and arguing their respective position or the problems related to other positions taken.

The afternoon turned to a deep look inward and the concept of 'immunity to change.'  Turns out out we are immune to change. Big surprise for me. With some careful, introspective work we can find the source of our immunity and break a cycle enabling significant change to happen.

Some words of wisdom from the couple of days:

• It is much more important to have a permanent income than to be fascinating
• Doubts are more cruel than the worst of the truths.  Moliere
• You can never count another person's money and you can never feel another person's pain.

Day 9 Enrollment, Financial Aid and Leadership Teams

A great day at IEM with two, very dynamic speakers. One of the leading economists and educators spoke to the group on the state of financial aid in higher education. As many people know, all to well that the completion of a form is the first step to college enrollment. The form is daunting and can put many people off and they give up before they finish the form. Bridget Terry Long was part of a study team that examined the automatic completion of the FAFSA form in cooperation with H&R Block. They were able to bump enrollment by 7% simply by providing easy access and painless completion of the form. The study, funded by the Gates Foundation, involved prospective students in Toledo and Charlotte. Long is a professor of Education and Economics at the Harvard Graduate School of Education.  Food for thought from Long:  The SAT is a better predictor of family income than student success in the classroom.

The afternoon was one of those special sessions that goes by too fast and leaves you wishing we had more time. J. Richard Hackman, author and Professor of Social and Organizational Psychology at HU, is a real student of senior leadership teams. He spoke on the power of the team and the conditions required to make an effective team. Hackman has done considerable work over the last 25 years in the public and private sectors. As might be expected, the subject prompted a great deal of conversation. The case we looked at was a video of a very successful chamber orchestra with 26 members. What makes this extraordinary is that the orchestra operates without a conductor or music director. The organic, fluid direction the orchestra takes is very interesting. It reminded me of the idea/notion of kinetic leadership that I understand from adventure racing. They provided a copy of Hackman's book, "Senior Leadership Teams: What it takes to make them great"

Tonight we got a preview of sessions tomorrow with a 90 minute session on financial statements. A long and interesting day in Cambridge. On top of the two books I already have in my reading list, I am looking over the suggested reading list. I have a lot of reading to do.

Day 8 Gates of widsom... and more cases

Enter to grow in wisdom
Dexter Gate

Sunday was spent reading and doing laundry.  Four more cases brings my count to 20. Am still thinking about the Locke College case that was written in the mid-90's and masked to describe a situation that dates back to the early 1800's and we still face the same issues. Issues of curriculum, fear of change, market vs mission continue today.

This week we take up more leadership issues, financial management, transitions, and change. Am looking forward to the discussion on change. The Jacobs book, Management Rewired speaks to the neuroscience of change and management. The article we read for the session described people's inability to change as an immunity to change... like change is a disease. Not sure I agree with the author, who will be with us on Monday so it should prove an interesting conversation. There are a few things I can say about change with a high degree of confidence:

1. it is not easy 
2. it feels like pain because that is how the brain perceives it 
3. it takes longer than anyone expects
4. it can happen given time to absorb and internalize and; 
5. it is NOT a disease. No one is immune.

I went up to Harvard Square to grab a coffee and read some more... I passed by the Dexter Gate (one of the many gates that lead to the yard/campus) and saw the inscription. Couldn't help but grab the picture and the words, "enter to grow in wisdom".  Indeed.
trust educate believe college smart wisdom knowledge brave harvard stanford princeton

Day 7 Recovery Day

Saturday came early. Started with the usual 4 mile run in the humid morning. Took the 'T' downtown and made the long walk back over 5 hours. Thru the historic neighborhoods of the North End, Beacon Hill, Kenmore Square and back. Came across  A beautiful tribute to our troops at the Old North Church. Dinner in Havard Square and I'm ready to dig into the next stack of readings for next week. Tomorrow, coffee, reading and laundry.

Citgo sign overlooking Fenway Park

Memorial Tribute to our Troops at the Old North Church

Day 6 Global Competency and Thinking about Thinking

Friday arrived with the same routine and the same level of intense discussion. The morning started with a discussion about the critical need for global competency the our college students. I was very encourged to find the scholar leading the discussion talk about engaging Rosetta Stone in his work to build global competency. He advocated a blended approach to be the best way to grow a pipeline of multi-lingual students. At the very least, a foreign language provides a global perspective for students.

The day turned to our case discussion of Locke College. A lively discussion about an institution struggling with enrollment and exploring the validity of their liberal arts curriculum vis a vis the marketplace. The issue came to the forefront as a result of an inquiry from a Trustee. A leadership discussion ensued about the Trustee delegating to a committee, who in turned delegated to a faculty committee to explore the issue about their very own curriculum. Not surprisingly they came to the conclusion, after much deliberation that their curriculum was indeed valid and valuable in the marketplace. As the President receives the report he wonders what to make of the report and what the Trustee may think about the report.  The group was very engaged in the conversation, many thinking this could happen at any of our institutions. Then there is the rest of the story....  Turns out the case was written/crafted in the mid 1990's and described a situation about a real college, describing the Yale Report from 1828.

Finally our discussion turned to teaching for the unknown. The idea that we need to provide information and knowledge which leads to wisdom. Wisdom provides 'flexpertise'. The understanding of a wide range or scope of thoughts and ideas. Further to be able to apply expertise and knowledge in a very specific area to a wide scope of things.

A full day followed by some social conversation Friday evening rounded out an amazing week of learning.

Day 5 Technology, Leadership, Engagement

It was an interest day across a number of planes including discussion of new technologies in learning, discussion of another case applying the frames to a contentious issue regarding a Womens' Center and closed with a powerful conversation on engagement and inclusion.

The horizons are approaching fast on the technology front. We saw a sneak preview of what Qualcomm hopes will be the next generation smartbook... cell phone + laptop = smartbook. It sure looked and sounded like everything the iPad is not and built for education. Watch for this one.

There were big complications for the Womens' Center on the campus of a Catholic university. It is hard to figure out how things get so twisted up but we all know it happens every day. The question is what do we do to work to resolution? As with a number of the cases, we were able to speak to the real people involved in the case. The case jumps to life when you here the players tell their story and in Paul Harvey fashion you get 'the rest of the story.'

The day closed with a presentation by Beverly Daniel Tatum, President of Spelman College in Atlanta. She talked with the group about how we can create an environment of engagement and inclusion across campuses.

Words to consider:
If I'm working in the service of my vision it doesn't matter if I'm afraid
Meaning is what matters.

Beverly Daniel Tatum and IEMer

Artist on Harvard Square

Chalkboard

Day 4 Generative Thinking

Whew... Today was quite strong. We covered issues related to governance and leadership or better put... governance AS leadership. Discussion involving how boards can be more effective and how CEOs/Presidents/Sr. Staff can help them get there. Watched a film clip about Gallaudet University. An extraordinary story and a wonderful case to examine when talking about governance and leadership. Strategic, Fiduciary, Generative thinking... is anyone making sense out of all the data, strategies, goals, objectives, rules, policy... At the end, or the beginning or even in the middle we should be asking what does it all mean? Again I'm reminded that organizations move in the direction of the questions they ask. What questions are we asking?

This afternoon we heard from the development director from Boston University. Coming from Harvard where he raised more than $500 million for Harvard Law, he is in the midst of a $1 billion campaign for BU. As you can imagine he had some advice on how to raise money. Reminded me of the good old days, raising money for the neighborhoods, running the campaigns and celebrating big gifts. Funny, I was never able to get much past 6 digits but I wasn't selling Harvard Law.

Cases today involved online education and faculty relations. Very interesting conversations about property ownership, academic freedom and online education generally. A wide range of approaches and applications of the online environment in higher education.

Before dinner I had a chance to grab a pic of the Continuing Education Division. It was nice to see the sign. I was also smiling to myself when Richard Elmore told his story about a new degree program here. Working with the extension/ConEd division at the Business School he collaborated with the Ed. School to develop relationships that led to further discussion about a new degree. A doctoral degree in educational entrepreneurship. The degree was presented and approved by the Board after 10 minutes. The first NEW degree authorized at Harvard in 73 years! They had 1000 applicants for 25 slots. Starts in August.

Cooked up, in the beginning on the continuing education side of the house.

Yep, I was smiling to myself.... the only ConEd guy in the room.

Day 3 Frames and Cases

Today began like yesterday. Early run and prep reading. Managing to get in daily runs along the Charles River. The heat provides an extra incentive to get out early... Coffee, bus, and down to business. The group continued the discussion of frames and reframing. The idea is not new given the work I've done with Appreciative Inquiry. This seems to take it to another level dividing the frames into structure, human resource, political and symbolic.


The case work is invaluable. An introduction of the case followed by rich conversation and analysis of what would seem to be every angle, nuance, ripple and wrinkle of all the players, constituents and the environment.


Undoubtedly the trick will be to engage the frames to improve response and reaction to situations. Tools to better position to be proactive rather than always reactive.


Have enjoyed the wide range of education arrangements that occur across the US and around the world among them are an aerospace university in Korea that is supported by Korean Airlines and the college that was formed by the Chamber of Commerce on Bogota, Columbia. Have found just 4 community college folks, one that came from NCCCS and is now in Florida.


Across all the conversation is a struggle and a hunger to understand more about the interactions we face and how improving those interaction can improve organizations in higher education.


There are hundreds if not thousands of words of wisdom... some that I picked up the last day or two...

• The way to deliver value is get your act together.
• Symbolic issues are not subject to rational debate.
• The best time to plant a tree was 20 years ago. The second best time is right now.

Richard Elmore and Co-Chairs Jim Honan and Joe Zolner:

Day 2 - Don't underestimate the power of a Snickers Bar

Our first full day at IEM... and it proved a brain-bending day talking about frames and sense-making and the politics of leadership. The group dove right in and from the first minute we were getting pushed into places we had not been and managed to push back a bit too. The Noah's Ark of IEM turned into quite the mix and the perspectives proved invaluable.


More cases to read! So far my count is up to 16 so far. Each are an impossible proposition that has a 'no way out' kind of feel to them where the main character is about to be mauled, shredded, lambasted, or given a new suit of tar and feathers.


We had an interesting discussion regarding various sorts of power. While the group offered various options with respect to the power of reward and the types of reward they can offer and have control over (promotions, access, funding, raises, etc...) I could not help thinking about the Panera cinnamon crunch bagels.

Every so often a bag of bagels shows up and is shared as far as they will go among Corp/ConEd, maintenance, IT folks, people walking down the hall, Kitchen staff, faculty... etc... I could not help but to remark that "we should not underestimate the power of a Snickers bar." Sharing a small reward and recognition can make a huge difference over time... Sadly it can have a huge impact on a waistline as I speak from first hand experience but can serve as a morale booster just the same. Some were surprised by my comment. After the break, the IEM Chair presented me with TWO Snickers bars as a reward for my comment. I think I made my point. Score one for the Snickers bar.




Some pics of the main classroom, school bus and signage. Back to reading.

Shopping List: Snickers Bars.

Day 1

This afternoon the 41st IEM (Institute for Educational Management of the Graduate School of Education, Harvard University) convened to begin deliberations and big thinking. An amazing cross-section of the world's higher-education population. 32 States, 7 countries, 95 people in adminstration, academics, athletics and of course Corporate/Continuing Education (woo hoo! There is just one of me). They described the selection process as a "Noah's Ark"... only they couldn't accept two of everyone. It sounds like alot more people than it is. About 80% of the people came here by recommendation from someone else in their respective institutions as in, "...you have got to go to IEM..."

By the end of the first conversation the group could not be controlled. Lots of energy and lots of conversations. Where are your from? What do you do? What challenges are you facing? Funding, Fundraising, SACS/accreditation, online education, job placement, completion rates, retention, developmental education, Katrina, the war, the oil, assessment, Division 1 basketball.... and that was in the first hour.

They really emphasized that this is a time for us to be the learners... so we sit back and contemplate how things might be, could be, should be... and then think about how we might make that happen in our respective worlds.

Am thinking this is a rare set of circumstances that put me here. As July 19th approaches I remember mom. As I was ironing my shirts I was thinking about my dad. He once told me he thought it would be great to wear a new shirt every day, straight out of the package... well for the next 5 days, I'll be doing just that. A new shirt every day for five days. I think he would enjoy that.

The schedule is roughly 8am - 6:30pm each day and I have some reading to do. Lots of smart people and I'm counting on it rubbing off.

IEM a new kind of adventure

This is certainly not my typical adventure. More inclined to be sweating on a bike or trail or diving with the sharks.... an adventure just the same.

Left CLT for BOS on Friday. after a nearly 3 hour delay. Who knew that coming to Cambridge would land me in heat and humidity at higher levels than what we had Charlotte.

Without delay, I launched in my walk thru the narrow city streets that reminded me of Chicago's northside and Wrigleyville.

I walked thru Central Square and then down the long busy Mass Ave to Harvard Square. A bustling busy intersection of streets and people and vendors and the super-rich and super-poor on the edge of the campus. Walked thru the yard and captured a pic of John Harvard's statue.

Saturday brought some visitors. My sister Cathi and husband Dave came to visit me in Cambridge. We had a nice long chat over some oriental food.

Late afternoon I met my old friend Glenn at Fenway Park. We got lost among the fervent fans of the Red Sox. He was shooting the game for the Journal. We took time out to visit a bike shop where I test drove a folding bike.

Managed to get in some running along with a long walk yesterday. So far about 20 miles, 8 running 12 walking. Still trying to finish the reading which does not look likely at this point but I still have few hours before the fun begins.