CQI Steering
Committee
President's
Address
Fall 2003
President's
Address
Fall 2002
President's
Address
Fall 2001
AQIP
Agendas
Discussion
Meetings
Minutes
Process
Improvement
Teams
Dr.
Yowell's
CQI e-mail
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Criterion 5:
Leading and Communicating
Minutes - 03-20-03
Those present: President Yowell, Bill Waxman,
Patti Ross, Pat Klopfenstein, Chip Hare, Jane Salisbury
1. Readings were discussed. Those included articles addressing the
historical perspective of organizational design and specific leadership
models utilized to support those systems. The Military Model, the Trait
Model, and Behavioral and Style Models were described as transactional
models. Models for the emerging post-industrial paradigm were labeled
transformational and reflected a flattened hierarchy that encourages the
development of interpersonal networks.
2. An article by Yammarino and Dansereau described the four
meta-approaches to leadership—instrumental, inspirational, informal, and
illusional—and the four general perspectives on human
interaction—persons, dyads, groups/team, and
collectives/organizations/systems. This article stressed the flattening
of organizational structures and the prioritizing of process over
position.
3. The Seven Cs of Change, and the Three Domains of the Social Change
Model were described as components of a model based upon values that
promote the common good of any organization. These value-laden concepts
tend to promote a leadership style that is not divisive, biased, or
authoritarian.
4. Cherrey and Allen described an organizational model in terms of a
network, or webwork. It incorporates strategies similar to our Policy
Governance and Servant Leadership initiatives. Likewise, it suggests the
utilization of leadership capacities promoting our Employee Working Core
Values and Engineered Experiences. Trust is a major component of well
oiled networked model.
5. Possible steps for the development/implementation of a changing
leadership design and characteristics of a leadership values framework
were discussed in other readings.
6. President Yowell suggested our next step was to merge and refine our
thoughts, based upon the readings we have studies this past academic
year. A document concentrating on a “Silos to Circles” mindset may be
what we need to clarify our thinking and determine specific actions for
a paradigm change.
7. Team members are to write down their individual thoughts and be
prepared to discuss a thesis statement and rationale setting the stage
for organizational design change that will support our multiple
initiatives.
8. Next meeting:
March 27, 2003
11:00 – 12:30
Board Room
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