Tool+Box+to+find+Sustainable+Solutions


 * __Tools from Fullan-Six Secrets of Change__ **
 * **Love your employees**: Three factors in motivating employees include fair treatment, enabling achievement, and camaraderie.
 * **Connect Peers with purpose**: To blend the larger values of the organization with those of the individuals and the group,knowledge and information sharing of effective practices and placing performance measures in place to detect errors and correct them and to monitor processes, products, and services on the continuous basis.
 * **Capacity building prevails**: To attract talented and hardworking people and then give them a chance to grow and develop individually and collaboratively.
 * **Learning is the work**: According to Taylor and LaBarre (2006), you need to create the right working conditions for your employees the moment they come on board. You need to create a learning evironment on the job that is deeply rooted in the culture,ethics, and values of the workplace otherwise the learning that takes place will be considered as superficial and unproductive.
 * **Transparency Rules:** In order for the organization to have successful results the practices and processes need to be transparent and open so that employees are better able to understand the day to day nuances of their job.
 * **Systems learn:** The sixth secret combines all the five secrets together. In order for system learning to take place a leader is one who combines humility and faith in the face of complexity and challenges in order to bring out the best in every individual by combining the synergistic talents, efforts, and abilities of each and every employee to accomplish system goals and objectives.

__Tools from Heifetz__ // Strategies for surviving and thriving as a leader //
 * **//__Get on the Balcony__//- S**tep back to get perspective on a situation (away from the dance floor) while remaining engaged
 * __//**Think Politically**//__- Watch your allies, while keeping the opposition close
 * //__**Orchestrate the Conflict**__//- Use stress productively to work the issue
 * //__**Give the Work Back**__//- Put the responsibility on those who need to make the change
 * //__**Hold Steady**__//- Maintain your focus while taking the heat
 * //**__Manage Your Hungers__**//- Practice transitional rituals, rekindle the sparks of sustained relationships
 * **__//Anchor Yourself//__**- Distinguish your Role from Self, Keep confidants (and don't confuse them with Allies), Seek sanctuary
 * //**__Why Lead?__**// "Exercising leadership is a way of giving meaning to your life by contributing to the lives of others. At its best, leadership is a labor of love. Opportunities for these labors cross your path every day, though we appreciate through the scar tissue of our own experiences that seizing these opportunites takes heart." (p. 223)
 * **//__Keep a Sacred Heart__//**- Maintain innocence, curiosity and compassion in your meaningful pursuits

__Tools from Senge__ __ Basic Patterns to Achieve Success __
 * // Beyond the Bubble: The Creation of a Regenerative Society //**
 * Thoughtful people see arising problems earlier than most
 * They understand how severe the problems are
 * The combination of deep concern and a sense of possibility cause them to think differently about the problems and how they are interconnected
 * Different thinking leads to different ways of acting. They begin to see the larger system.

__Learning Capabilities for Systemic Change__
 * People see the larger system, providing them insight and perspective that shape their strategies
 * It is crucial to collaborate across boundaries
 * As people work together, their thinking evolves from a reactive mode to the creation of futures they truly desire

__The Five Stages and Emerging Drivers - Moving from Reactive to Proactive__
 * Non-compliance
 * Compliance
 * Beyond Compliance
 * Integrated Strategy
 * Purpose/Mission

__Improving Dialogue__
 * Do personal reflection to determine the issues that are most central to you. Create a prioritization of the issues
 * Choose a few like-minded people to talk with - those who you believe have similar concerns
 * Based on these conversations, choose and convene an informal team with common concerns, a diversity of perspectives, and a desire to act
 * Think of this team as an advance scout party working to explore issues,develop aspirations, and create the proposed change plan while taking into account both the present and future
 * Develop an initial draft of the case for change and a proposed plan to engage the entire team in the dialogue

__See the Iceberg__
 * Events/React - What just happened?
 * Patterns and Trends/Anticipate - What's been happening? Have we been here before?
 * Systemic Structures/Design - What are the forces at play contributing to these patterns?
 * Mental Models/Transform - What about our thinking allows this situation to persist?

__Climb the Ladder (of Inference)__
 * Observable data and experiences - as a video may capture it
 * Select data from what is observed
 * Add meanings (cutural and personal)
 * Make assumptions based on the meanings added
 * Draw conclusions
 * Adopt beliefs
 * Take actions based on those beliefs

__Ask for Help/Tap the Collective Intelligence__
 * Asking for help generates diversity and depth of ideas
 * Asking for help and ideas engages people in the changes

__Reach Beyond the Low Hanging Fruit__
 * Go deeper and move beyond the easy or events stage of change. This is where true sustainabilty of change lies

__It's Not What the Vision Is, It's What the Vision Does__
 * The vision should be an active force of an organization, not just a set of words. It should become the very fabric of what an organization is about and should inspire the organization to move toward sustainability. The vision should be your goal.

__References - Other Tools from the Senge Toolbox__ __ Tools from Shapiro __
 * Limits to Growth Model to See Deeper Forces at Play in Your Organization, p. 194-195
 * Guidelines for Growing a Strategic Microcosm, p. 238-239
 * Stakeholds Dialogue Interviews, p. 245-247
 * Protocols for Balancing Advocacy and Inquiry, p. 263-266
 * The Four Player Model: Identifying Current Patterns in Your Working Team, p. 276-280
 * Looking Inside/Outside Your Own Organization for Energy and Commitment, p. 317-320
 * Creating A Balanced Portfolio of Visions, p. 343-344

**Ethic of Care**

 * Students (People) are at the core center of issues
 * Social responsibility, Concern and connection in moral decision making, relationships, loyalty, trust, empowerment
 * Related questions to ponder: *Who will benefit from my decision? *Who will be hurt *What are the ripple effects - long and short term?
 * Notable scholars: Gilligan, Noddings, Roland Martin, Beck

**Ethic of Critique**

 * Critical Theory - analysis of social class, race, gender and inequities
 * Challenges inconsistencies, asks the hard questions, debates and argues, forces a look at values and existing norms
 * Seek change through empowerment, Seeks to give voice to the silenced
 * Related questions to ponder: *Who makes the laws? *Who benefits? *Who has the power *Who are the silenced voices?
 * Notable scholars: Shapiro, Purpel, Giroux, Capper

**Ethic of Justice**

 * Rights, Laws, Rules, Policies,
 * Analytic and rational, consequence-based, moral principles as well as written law, Issues of fairness and equity
 * Related questions to ponder: *Is there a law, right, or policy that relates? *If yes, Should it be enforced? *If not, Should there be one?
 * Notable scholars: Kohlberg, Sergiovanni

**Ethic of Profession**

 * Basic principle driving the profession - Best Interests of the Student (rights, responsibilities, respect)
 * Professional, community and personal standards, formal codes of ethics by professional associations, written standards of the profession
 * ISLLC Standard 5 identifies ethics as key to decision making for educational administrators
 * Consideration and integration of various models and paradigms to formulate one's own professional and personal code
 * Related questions to ponder: *What would the profession expect me to do? *What would the community expect me to do? *What would be in the best interests of the student?
 * Notable scholars: Shapiro, Nash, Stefkovich