LeaderShape colleagues - I'm sorry our remote reading program didn't work out quite as effectively as we might have wanted. However, it was great to try. With school starting up, having the time to dedicate to it now is probably impossible for most of us.
In the meantime, I have a bit of news. When we were together in June, I had no clue what would hit me at the end of the month and as the summer unfolded. I was called in late June and asked if I would consider another position. I had thought that I'd stay with Miami to complete my career but, when I heard of the new possibility, I couldn't help myself. The irony of this was that Carla (with her great perceptiveness and candor) asked me on one of our walks at Allerton, "Denny, what's next for you? I really think you should take all of these ideas of yours and put them to work on a bigger scale." I never imagined that something was working in my soul at that very moment...
Last Monday, August 13, I accepted a new position in Doha, Qatar, with the Qatar Foundation. The position works primarily with the Education City campus. Yes, Education City is the umbrella organization with which Carnegie Mellon's branch campus is affiliated - the one for which my daughter, Darbi, now works. It's unbelievable that this opportunity came down the road for me. I look back at the last six years and probably longer to realize that the desire and preparation to do this were inside me all along - just waiting to emerge. Letting myself explore new ideas shaped who I am and placed me in the path of this extraordinary opportunity to engage with others in profound and transformative change.
I've been blogging for a long time and my latest entries on Pursing Leadership by Denny are about the Qatar Foundation decision. Rather than duplicate the information and reflections just check it out on the other blog. Please browse Darbi's blog entries as well, which are linked off my profile.
I want to thank each of you again for our experience this June. I'm convinced that we were placed together for very important and purposeful reasons. You helped prepare me for the decisions that have unfolded since then.
My best to you always, Denny
Sunday, August 19, 2007
Tuesday, July 17, 2007
Being real and totally present
I've been away for a couple of weeks of vacation - had a fabulous time with family, seeing friends, and doing lots of fun activities.
I very much appreciated Shailen's comments about the importance of acknowledging and embracing our ego needs rather than trying to stuff them down. I'm not sure I'm properly characterizing his insights but what I took away is that student affairs folks work so hard at humility that we sometimes hold ourselves back. I definitely see this in colleagues and myself. What Virtuoso Teams and Shailen propose is that we should perhaps relish the ego-investment that good people will have in their work and then work to make sure that the egos contribute to the task and to the innovative strivings of the team while not allowing them to become destructive. I like this image very much. Of course, it's a little harder to live than to describe but I would love to master this in my own relationships. I think I achieve it in many situations but in others I definitely think I could do better.
Besides showing appreciation to Shailen, I'm wondering where we want to go with the reading group. It seems that we may all be struggling a bit with finding the motivation or time to post. I know we had such a great time together and I'd like to see us continue our work. It's a little hard replicating Allerton. Maybe electronic communication isn't going to make it for us. Thoughts?
I very much appreciated Shailen's comments about the importance of acknowledging and embracing our ego needs rather than trying to stuff them down. I'm not sure I'm properly characterizing his insights but what I took away is that student affairs folks work so hard at humility that we sometimes hold ourselves back. I definitely see this in colleagues and myself. What Virtuoso Teams and Shailen propose is that we should perhaps relish the ego-investment that good people will have in their work and then work to make sure that the egos contribute to the task and to the innovative strivings of the team while not allowing them to become destructive. I like this image very much. Of course, it's a little harder to live than to describe but I would love to master this in my own relationships. I think I achieve it in many situations but in others I definitely think I could do better.
Besides showing appreciation to Shailen, I'm wondering where we want to go with the reading group. It seems that we may all be struggling a bit with finding the motivation or time to post. I know we had such a great time together and I'd like to see us continue our work. It's a little hard replicating Allerton. Maybe electronic communication isn't going to make it for us. Thoughts?
Tuesday, July 10, 2007
Friday, June 29, 2007
brb...
I apologize for my absence recently and in the near future. I just returned from a training in Chicago and am heading off to vacation. I'll be back Wed. night and promise to contribute later next week!
Happy fourth!
Happy fourth!
Monday, June 25, 2007
Denny--that's a great question. I dont know that I have experience with having to stifle egos (I've had experience with dealing with egos, but not necessarily managing a team with big individual egos)
The way I look at it, is that I believe the teams described by the book are looking to create the collective "we" without stifiling the individual "I". I think too often we are told to stifle the individual "I" that we all have...we're told that we should put aside our selfish interests for the selfless good of the team. I agree with that to an extent, but i think these teams were good at embracing individual's selfish desires, and using them, manipulating them to better the team as a whole.
additionally, i think one piece of this that we havent necessarily discussed, is that all the virtuoso teams listed in the text had a virtuoso leader of sorts...someone with a large ego, who was able to set the tone for the group as a whole.
i think we're nurtured against the "take no prisoners--get the job done" attitude, but sometimes, if managed well, it has it's merit.
thoughts?
The way I look at it, is that I believe the teams described by the book are looking to create the collective "we" without stifiling the individual "I". I think too often we are told to stifle the individual "I" that we all have...we're told that we should put aside our selfish interests for the selfless good of the team. I agree with that to an extent, but i think these teams were good at embracing individual's selfish desires, and using them, manipulating them to better the team as a whole.
additionally, i think one piece of this that we havent necessarily discussed, is that all the virtuoso teams listed in the text had a virtuoso leader of sorts...someone with a large ego, who was able to set the tone for the group as a whole.
i think we're nurtured against the "take no prisoners--get the job done" attitude, but sometimes, if managed well, it has it's merit.
thoughts?
Sunday, June 24, 2007
Still struggling with the I and we...
I've read up through Chapter 7. It's interesting how each of the examples reinforces or dig deeper into the major points that Boynton and Fischer introduce in Chapter 1. Not surprisingly, I resonated with the "West Side Story" and Miles Davis chapters the most.
I continue to struggle with how to blend the "I" portion of virtuosic ability with the necessity to work toward a "we." I've been in teams where clearly there was extraordinary talent and potential. However, the ego was so strong and the assumption of rightness so strong, that it just couldn't work. I have felt a deep sense of loss and failure when I encountered these times. The talent is so great and could make such a difference. However, my desire to establish some modicum of civility and collaboration ultimately meant that we parted ways and the goal was unfulfilled. I don't know whether I should see these moments as failure to achieve the virtuoso team or simply a time when talent wasn't enough without the willingness to pursue mutual work with others.
Don't jump in to rationalize or sooth my conscientious too quickly. What experience have you had with this? How and when were the strong egos able to make it work and how and when were they not?
I continue to struggle with how to blend the "I" portion of virtuosic ability with the necessity to work toward a "we." I've been in teams where clearly there was extraordinary talent and potential. However, the ego was so strong and the assumption of rightness so strong, that it just couldn't work. I have felt a deep sense of loss and failure when I encountered these times. The talent is so great and could make such a difference. However, my desire to establish some modicum of civility and collaboration ultimately meant that we parted ways and the goal was unfulfilled. I don't know whether I should see these moments as failure to achieve the virtuoso team or simply a time when talent wasn't enough without the willingness to pursue mutual work with others.
Don't jump in to rationalize or sooth my conscientious too quickly. What experience have you had with this? How and when were the strong egos able to make it work and how and when were they not?
Wednesday, June 20, 2007
Holy cannoli!
Hi all -
I am so sorry I have not been on this journey with you. For some reason I did not receive any of the invites to join the group. I will order the book today and play some major catch up over the weekend.
As a sidenote, it's great to know we're going to be working on this together.
Nat
I am so sorry I have not been on this journey with you. For some reason I did not receive any of the invites to join the group. I will order the book today and play some major catch up over the weekend.
As a sidenote, it's great to know we're going to be working on this together.
Nat
better late than never
I finally got unpacked and went through my LeaderShape stuff and found this book club idea in my notes - panic - so I started a yahoogroup... I am still thousands of emails behind, but I made it to June! I will delete the gr8tminds group and we can use Tom's blog... sorry for the duplication...
I am really looking forward to this group discussion. I ordered my book last night and should get it on my next trip. I am behind, but working fast and furiously to get caught up.
On Denny's side note... A GREAT book, called White Christmas is all about the Jewish songwriters and developing what we know as the "American Dream" as radio moved to the stage and then to Hollywood. The Song White Christmas first verse is about a Hollywood mogle (spelling) in a swimming pull on Christmas Eve under palms trees... written by Irving Berlin.
Until I get the book...
Jess
I am really looking forward to this group discussion. I ordered my book last night and should get it on my next trip. I am behind, but working fast and furiously to get caught up.
On Denny's side note... A GREAT book, called White Christmas is all about the Jewish songwriters and developing what we know as the "American Dream" as radio moved to the stage and then to Hollywood. The Song White Christmas first verse is about a Hollywood mogle (spelling) in a swimming pull on Christmas Eve under palms trees... written by Irving Berlin.
Until I get the book...
Jess
I received the book yesterday, and was able to whip through about 20-25 pages last night. I'm not completely caught up, but I thought I'd throw in my own two cents into the discussion.
As far as our group at leadershape goes, I dont think our group was designed to be a virtuoso team. from my understanding, the concept of a virtuoso team is built around creativity, risk taking, and a "take no prisoners" attititude towards leading effective change. i dont think that's what we were brought there to do. in some sense, we were brough to allerton to effectively manage the curriculum that leadershape provides. creativity was suggested, but getting too creative (as a virtuoso team would try to do) might have led to our students not meeting leadershape's learning outcomes.
i do believe, however, that we did exhibit some qualities of a virtuoso team. we were definetly in close quarters, and i believe that the way we looked at our "customers" was similar to what was discussed in the books. they were more than just students--each of them represented an opportunity for a great discussion or a lesson for us to learn.
carla, i struggled a bit with the I vs. We mentality as well...it flies against everythign we're taught about effective teamwork. but at the same time, it kind of reconciles with leadershape's philosophy of "the value of one the power of all". you all know my mind works in sports metaphors, and immediately when i thought about virtuoso teams, i thought about the 1995-1996 chicago bulls team. they had some big time personalities on that team, and individuals who were the best at their craft, and in some sense, they were encouraged to "take the game over". granted they had a gameplan which encouraged equal participation by all members, but Phil Jackson wasnt going to stop Jordan from being Jordan if he was shooting the ball well. Similarly, if Pippen was having a great night, then they were going to get him the ball. Same with Steve Kerr or any of the other players. Lastly, Rodman was focused solely on rebouding--that was his job, and everyone stayed out of his way. I think how I reconciled the I vs We philosophy is that perhaps through a virtuoso team, you recruit outstanding members, who bring different perspectives and abilities to the table. That way, their level of expertise is needed, and the team needs them to be an "I" as opposed to deferring to the collective "we".
Last little thought. I was reading this, and it immediately also made me think about student affairs. As we know, our field is pretty transient in nature, especially in entry level positions. I thought back to my office right now, and I think we do a great job of hiring and recruiting great talent...which the book says is necessary for a team...but where does compensation fit in? Maybe I'm being too realistic with the book's information, and the work alone should be compensation enough, but after you recruit good people, put them in a position to do great work, stretch their capabilities and give them the freedom to work, do you need to compensate them effectively so that they dont leave?
i hope that made sense. the reason I ask that, is because we have a first year professional who came into our office last summer...really talented. but the work environment he came into wasnt the best one in the world due to staffing issues. he's now leaving for a financial planning job, and i cant say that i blame him. better compensation, better work environment better everything. i guess what i'm trying to say, is that are virtuoso teams possible in student affairs given the nature of the profession? what do we need to do to make them possible?
look forward to hearing your thoughts!
As far as our group at leadershape goes, I dont think our group was designed to be a virtuoso team. from my understanding, the concept of a virtuoso team is built around creativity, risk taking, and a "take no prisoners" attititude towards leading effective change. i dont think that's what we were brought there to do. in some sense, we were brough to allerton to effectively manage the curriculum that leadershape provides. creativity was suggested, but getting too creative (as a virtuoso team would try to do) might have led to our students not meeting leadershape's learning outcomes.
i do believe, however, that we did exhibit some qualities of a virtuoso team. we were definetly in close quarters, and i believe that the way we looked at our "customers" was similar to what was discussed in the books. they were more than just students--each of them represented an opportunity for a great discussion or a lesson for us to learn.
carla, i struggled a bit with the I vs. We mentality as well...it flies against everythign we're taught about effective teamwork. but at the same time, it kind of reconciles with leadershape's philosophy of "the value of one the power of all". you all know my mind works in sports metaphors, and immediately when i thought about virtuoso teams, i thought about the 1995-1996 chicago bulls team. they had some big time personalities on that team, and individuals who were the best at their craft, and in some sense, they were encouraged to "take the game over". granted they had a gameplan which encouraged equal participation by all members, but Phil Jackson wasnt going to stop Jordan from being Jordan if he was shooting the ball well. Similarly, if Pippen was having a great night, then they were going to get him the ball. Same with Steve Kerr or any of the other players. Lastly, Rodman was focused solely on rebouding--that was his job, and everyone stayed out of his way. I think how I reconciled the I vs We philosophy is that perhaps through a virtuoso team, you recruit outstanding members, who bring different perspectives and abilities to the table. That way, their level of expertise is needed, and the team needs them to be an "I" as opposed to deferring to the collective "we".
Last little thought. I was reading this, and it immediately also made me think about student affairs. As we know, our field is pretty transient in nature, especially in entry level positions. I thought back to my office right now, and I think we do a great job of hiring and recruiting great talent...which the book says is necessary for a team...but where does compensation fit in? Maybe I'm being too realistic with the book's information, and the work alone should be compensation enough, but after you recruit good people, put them in a position to do great work, stretch their capabilities and give them the freedom to work, do you need to compensate them effectively so that they dont leave?
i hope that made sense. the reason I ask that, is because we have a first year professional who came into our office last summer...really talented. but the work environment he came into wasnt the best one in the world due to staffing issues. he's now leaving for a financial planning job, and i cant say that i blame him. better compensation, better work environment better everything. i guess what i'm trying to say, is that are virtuoso teams possible in student affairs given the nature of the profession? what do we need to do to make them possible?
look forward to hearing your thoughts!
Tuesday, June 19, 2007
Sunday, June 17, 2007
"West Side Story" - a real hit!
Of course, you would anticipate that I would resonate very strongly to the example of "West Side Story." Because of my musical interests, I've generally identified the success of "West Side Story" with Bernstein rather than with the virtuoso team described in the book. It was very fun to recognize "Lenny" as having a strong ego but recognizing that he had to combine with others to achieve the dream of a truly transformative musical. I was also fascinated by the authors' assertion that "West Side Story" changed the face of Broadway. I had not really recognized that pivotal role.
By the way, if you want to go to the library to pick up a very interesting piece of music, pick up Bernstein's "Mass." The "Mass" was written for the opening of the Kennedy Center for Performing Arts in D.C. and was obviously a reflection on the life of JFK. Since Bernstein was Jewish, writing a Catholic "Mass" for someone who he admired deeply was quite interesting. The "Mass" pushes all the buttons you can imagine and then some. Check it out to see what you think. I digress...
I agree with the analysis of the rest of you that Allerton was wonderful but doesn't really qualify for a full virtuoso team as defined in this book. One of the things I think we did very well was to experience the week all in our own ways. We gave each other the room to express, to agree or disagree, and to forge ahead the best way we knew how. We had to act in a number of instances and the action we took wasn't necessarily perfect but it was a response in the moment with every best idea and instinct we had available to us.
The question of how to handle strong egos and how to encourage everyone to give everything they have to the work is one of the most interesting to me. With the challenges we have in the world, we need everyone to come to the table to offer every idea they can imagine. Then we need to sort it all out to determine the course of action most likely to be effective. As Tom indicated, it's very hard just to assemble the best talent. Do we really have the option to wait for the high-performing team, can we really ask all to keep their egos in check, in order to achieve break-through goals?
I've begun the next chapter on the creation of the atom bomb. Are others of you ready to move on to a couple more examples?
By the way, if you want to go to the library to pick up a very interesting piece of music, pick up Bernstein's "Mass." The "Mass" was written for the opening of the Kennedy Center for Performing Arts in D.C. and was obviously a reflection on the life of JFK. Since Bernstein was Jewish, writing a Catholic "Mass" for someone who he admired deeply was quite interesting. The "Mass" pushes all the buttons you can imagine and then some. Check it out to see what you think. I digress...
I agree with the analysis of the rest of you that Allerton was wonderful but doesn't really qualify for a full virtuoso team as defined in this book. One of the things I think we did very well was to experience the week all in our own ways. We gave each other the room to express, to agree or disagree, and to forge ahead the best way we knew how. We had to act in a number of instances and the action we took wasn't necessarily perfect but it was a response in the moment with every best idea and instinct we had available to us.
The question of how to handle strong egos and how to encourage everyone to give everything they have to the work is one of the most interesting to me. With the challenges we have in the world, we need everyone to come to the table to offer every idea they can imagine. Then we need to sort it all out to determine the course of action most likely to be effective. As Tom indicated, it's very hard just to assemble the best talent. Do we really have the option to wait for the high-performing team, can we really ask all to keep their egos in check, in order to achieve break-through goals?
I've begun the next chapter on the creation of the atom bomb. Are others of you ready to move on to a couple more examples?
Thursday, June 14, 2007
I'm struggling with the "I" vs "We" proposal
Hi all -- thanks for the suggestion, Tom, to order a used book. I did, from Amazon, after going to 3 different books stores here in Scottsdale with no luck. I'm in the middle of the Westside story, but I was fascinated by the assertion that you have to promote the "I" -- strong and talented "I" in teams. I totally agree that you have to hire the best talent -- no argument there, but I've worked a long time to get rid of the "specialness" feeling associated with "I," embracing rather an inclusive approach that includes all talent, and that has worked well for me. I don't think that "dummies down" or creates mediocracy, rather I think that recognizes the talents of all members of the team.
I am not put off by the assertion that strong leadership is needed. In fact, strong leadership is versatile in my mind, adaptive (to use Denny's word), sometimes being directive and sometimes being participative... In fact, I've seen many companies waste a lot of time and energy trying to be inclusive with egalitarian leadership, and all those companies seem to do is spend time in meetings but never get things done. That doesn't work either.
I agree with Tom that I don't think we had a "virtuoso team" at Allerton. I thought we had an authentic, evolving, and present team in Allerton. Needed more time to become 'virtuoso' by their definition, I think. Nonetheless, I think we all did an absolutely fabulous job (even without seeing the ratings from the students), and that comes from everyone doing their part in concert with everyone else.
Look forward to reading on in the book. Carla
I am not put off by the assertion that strong leadership is needed. In fact, strong leadership is versatile in my mind, adaptive (to use Denny's word), sometimes being directive and sometimes being participative... In fact, I've seen many companies waste a lot of time and energy trying to be inclusive with egalitarian leadership, and all those companies seem to do is spend time in meetings but never get things done. That doesn't work either.
I agree with Tom that I don't think we had a "virtuoso team" at Allerton. I thought we had an authentic, evolving, and present team in Allerton. Needed more time to become 'virtuoso' by their definition, I think. Nonetheless, I think we all did an absolutely fabulous job (even without seeing the ratings from the students), and that comes from everyone doing their part in concert with everyone else.
Look forward to reading on in the book. Carla
Good question...
As much as we may like to think we had a virtuoso team at Allerton, I do not think our team fits the VT definition according to this book. Yes, we did work extremely well together and moved a large group of students forward but I think the VT title may fall on the group who developed the curriculum. The curriculum is truly revolutionary and I bet the process to create it yielded some synergy that included great leaders and a search for a result greater than the individual parts/ideas.
I think we had a team with virtuoso tendencies though... I feel that if we were left to develop or restructure the LS curriculum ourselves we may have developed into one. I think we owe this to LS because the program is so careful in selecting it's Lead and Cluster Facilitators. That part resembles the development of a Virtuoso Team. I also think that if LeaderShape was to get eight very experienced facilitators like Denny and Carla together to Lead and Cluster for a session, that may border on becoming a VT since they would know the curriculum well enough to improvise and play off of each other well.
If you take a look at Table 1.1 on page 14 you will see our team leaders, including LeaderShape as one of our leaders, did many of those things. I just do not think all of us had enough time or familiarity to attempt each of these actions.
One theme I was fascinated by in this book is the intentionality used when choosing team members and how hard it is to get to a point where you can be that intentional. We all work with great people but we rarely work with potential/intentional VT members. For example, we offered a position to our #1 hall director candidate and he declined. #2 is a great candidate but she will not compliment the team as well as #1 did. I know there must have been many but can any of you think of Virtuoso Team examples in your worlds we may be able to relate to?
I think we had a team with virtuoso tendencies though... I feel that if we were left to develop or restructure the LS curriculum ourselves we may have developed into one. I think we owe this to LS because the program is so careful in selecting it's Lead and Cluster Facilitators. That part resembles the development of a Virtuoso Team. I also think that if LeaderShape was to get eight very experienced facilitators like Denny and Carla together to Lead and Cluster for a session, that may border on becoming a VT since they would know the curriculum well enough to improvise and play off of each other well.
If you take a look at Table 1.1 on page 14 you will see our team leaders, including LeaderShape as one of our leaders, did many of those things. I just do not think all of us had enough time or familiarity to attempt each of these actions.
One theme I was fascinated by in this book is the intentionality used when choosing team members and how hard it is to get to a point where you can be that intentional. We all work with great people but we rarely work with potential/intentional VT members. For example, we offered a position to our #1 hall director candidate and he declined. #2 is a great candidate but she will not compliment the team as well as #1 did. I know there must have been many but can any of you think of Virtuoso Team examples in your worlds we may be able to relate to?
Wednesday, June 13, 2007
First impressions of Virtuoso Teams
Wow! Was I ever thrown off by the assertion that "Virtuoso teams are not democracies: they have strong leaders that powerfully drive the team, its vision, culture, and the results. Despite their emphasis on individual accomplishment and performance, all of the virtuoso teams that we've looked at have, at their center a single strong leader." (p 3) This was kind of like being doused with a bucket of ice water and it contradicted what I typically think of in terms of complex issues tackled by intense teams that trade and share leadership as the circumstances demand. I'm still trying to get my head around the possibility that the virtuoso team reliance on strong leaders might not have to be antithetical to the adaptive leadership I usually embrace.
Can someone help me? Particularly looking at our own team experiences at Allerton. In all honesty, what did we have - strong leaders with a driving vision of what we sought to accomplish - or did we have shared and adaptive leadership that drew all our talent to the task? Or, maybe we didn't have a virtuoso team...
Looking forward to hearing your thoughts!
Denny
Can someone help me? Particularly looking at our own team experiences at Allerton. In all honesty, what did we have - strong leaders with a driving vision of what we sought to accomplish - or did we have shared and adaptive leadership that drew all our talent to the task? Or, maybe we didn't have a virtuoso team...
Looking forward to hearing your thoughts!
Denny
Tuesday, June 12, 2007
Friday, June 8, 2007
I'm here finally
Good to see all of you are dialoguing already. Tom, thanks so much for a fast set up. My apologies for a slow response, but now I'm ready. And will pick up Virtuoso Teams today, so I'll be more than ready to chat by June 13. Denny, I've picked up Integral Psychology and Integral Spirituality by Wilber. Fascinating reading. Joy to you all. Carla.
Thursday, June 7, 2007
Be back soon!
Sorry I've been absent from the discussion so far! I'm currently on vacation with my fiance on the North Shore of Lake Superior in Minnesota. I love it here! As I have already read the book, I am comfortable with any timeline we set. I can be better about setting some guidelines once I get back in town too... I'm good with the 13th for the first 41 pages. Happy reading!
tom
tom
Wednesday, June 6, 2007
Propose reading through p. 41 by 6-13-07
How many of us have our books and are ready to starting reading and talking? I hope most, if not all...
I'd propose that we start reading and set a goal of reading the first 41 pages by 6-13-07 and then start discussion. The reading doesn't look that dense so I hope 41 pages is an easy goal. It looks like these 41 pages establish the basic premises of the book and propose one example. Will that be enough to sink our teeth into?
If this doesn't work for you, please propose something else.
Best always,
Denny
I'd propose that we start reading and set a goal of reading the first 41 pages by 6-13-07 and then start discussion. The reading doesn't look that dense so I hope 41 pages is an easy goal. It looks like these 41 pages establish the basic premises of the book and propose one example. Will that be enough to sink our teeth into?
If this doesn't work for you, please propose something else.
Best always,
Denny
Friday, June 1, 2007
Howdy friends! Just ordered my copy, and also got Teambuilding Workshop by Gib Aiken (an old friend, he's very good). It'll be a while before I've got it, (takes a long time for mail to get to Fairbanks) and to read it (life is as hectic as ever) but I look forward to our discussions. Do we have a finish reading/start discussing date?
Cheers,
Susan
Cheers,
Susan
I have my copy...
I just received my copy of Virtuoso Teams yesterday. I'm finishing up Our Underachieving Colleges by Derek Bok and I need something a bit more uplifting. I should be ready to start reading next week. I'm ready to set a goal of reading and then beginning our conversation. I don't want to presume to set the goal or the timeline. Anyone want to take a stab at it.
Just for fun, I want to share an e-mail exchange with the student with whom I've been reading for the last 3 years (the one who I noted in my storytelling and stimulated the idea of our reading group). His text to me was:
Denny --
Its a pleasure (as always) to hear from you. It is wonderful and refreshing to hear about LeaderShape, the cyber group and your (impressive) summer reading list. Given our adventures with cyber communication -- I am curious as to your hope to promote genuine dialogue about the text?
In the insanity of my departure from Oxford -- I only had a chance to pick up a few books. So far, I have managed to read Mountains Beyond Mountains (the book about Paul Farmer), Extremely Loud and Incredibly Close (the other book my Jonathan Safran Foer). Up next is "What is the What (the summer reading book).
The experience here has truly been illuminating - and parts of it have shaken me to my absolute core. However, beyond that, seeing how this experience is effecting opening the eyes of the Miami volunteers has left me speechless (not to mention incredibly inspired). More to come on that later.
How are you? How is Oxford?
Best,
TJ
I responded this morning:
Dear TJ - Thanks for your response on Tanzania #2. It sounds like you have been pushed to the brink of enlightenment. That's an odd way of characterizing your experience but anything that challenges our assumptions and presses us to reunderstand our illusions is most likely a good thing. I know that when I have become disillusioned it usually fortells a breakthrough. You will understand when you need the insight and you will become aware at a depth that will allow you to do what you need to do. (I'm sounding more like Wilber every day!)
It's strange how good it felt to put the previous paragraph together in my own head. I was unusually pressed to think of things in different ways through our ongoing personal study and dialogue. I really miss not having you to explore these important issues. However, knowing you (us) as I do, I hope our cyber-communication will keep us both moving ahead.
Which leads me to your hesitation about the cyber-reading group on Virtuoso Teams... I think that if people have intimate intellectual and/or spiritual connections, they can achieve a level of engagement via electronic communication that we were not able to do on Campfire. My thinking was flawed in our work because I thought that my relationships with the alumni and your relationships with the students would create a sense of shared journey and trust that would allow a greater depth of communication. I think what we found out is that our interlocking networks wasn't enough. Everyone should have had a level of intimacy in order for all to feel comfortable exploring big questions - worthy dreams. The LeaderShape reading group had a very deep spiritual connection that I hope we can maintain. At least it's worth a try...
I hope that the dynamics with which you were struggling have come into focus, if not resolved themselves. There may not be an answer now but what is wonderful is that you are more deeply aware of the challenges to your vision. And, you have the other student participants who will be witness to it as well. Please let me know how I can support them on their return. I don't know if Meredith will engage with me on the implications of Tanzania but be sure to express my willingness to her or others who need a place to sort out the experience.
Life is good in Oxford. I'm working on reports, writing, and planning.
Miss you...
Denny
Maybe this will help us think of how we will communicate in the coming weeks and months... Thoughts?
Just for fun, I want to share an e-mail exchange with the student with whom I've been reading for the last 3 years (the one who I noted in my storytelling and stimulated the idea of our reading group). His text to me was:
Denny --
Its a pleasure (as always) to hear from you. It is wonderful and refreshing to hear about LeaderShape, the cyber group and your (impressive) summer reading list. Given our adventures with cyber communication -- I am curious as to your hope to promote genuine dialogue about the text?
In the insanity of my departure from Oxford -- I only had a chance to pick up a few books. So far, I have managed to read Mountains Beyond Mountains (the book about Paul Farmer), Extremely Loud and Incredibly Close (the other book my Jonathan Safran Foer). Up next is "What is the What (the summer reading book).
The experience here has truly been illuminating - and parts of it have shaken me to my absolute core. However, beyond that, seeing how this experience is effecting opening the eyes of the Miami volunteers has left me speechless (not to mention incredibly inspired). More to come on that later.
How are you? How is Oxford?
Best,
TJ
I responded this morning:
Dear TJ - Thanks for your response on Tanzania #2. It sounds like you have been pushed to the brink of enlightenment. That's an odd way of characterizing your experience but anything that challenges our assumptions and presses us to reunderstand our illusions is most likely a good thing. I know that when I have become disillusioned it usually fortells a breakthrough. You will understand when you need the insight and you will become aware at a depth that will allow you to do what you need to do. (I'm sounding more like Wilber every day!)
It's strange how good it felt to put the previous paragraph together in my own head. I was unusually pressed to think of things in different ways through our ongoing personal study and dialogue. I really miss not having you to explore these important issues. However, knowing you (us) as I do, I hope our cyber-communication will keep us both moving ahead.
Which leads me to your hesitation about the cyber-reading group on Virtuoso Teams... I think that if people have intimate intellectual and/or spiritual connections, they can achieve a level of engagement via electronic communication that we were not able to do on Campfire. My thinking was flawed in our work because I thought that my relationships with the alumni and your relationships with the students would create a sense of shared journey and trust that would allow a greater depth of communication. I think what we found out is that our interlocking networks wasn't enough. Everyone should have had a level of intimacy in order for all to feel comfortable exploring big questions - worthy dreams. The LeaderShape reading group had a very deep spiritual connection that I hope we can maintain. At least it's worth a try...
I hope that the dynamics with which you were struggling have come into focus, if not resolved themselves. There may not be an answer now but what is wonderful is that you are more deeply aware of the challenges to your vision. And, you have the other student participants who will be witness to it as well. Please let me know how I can support them on their return. I don't know if Meredith will engage with me on the implications of Tanzania but be sure to express my willingness to her or others who need a place to sort out the experience.
Life is good in Oxford. I'm working on reports, writing, and planning.
Miss you...
Denny
Maybe this will help us think of how we will communicate in the coming weeks and months... Thoughts?
Wednesday, May 23, 2007
Welcome to our bookblog!
You demanded it, I provided it. This is the new home for our virtual discussions. What a great idea! As we all get settled back into our pre-Leadershape 2007 lives I'd like to invite everyone to pick up a copy of Virtuoso Teams by Andy Boynton & Bill Fischer. You can purchase a copy online at Amazon.com. There are plenty of new and used copies at http://www.amazon.com/Virtuoso-Teams-Lessons-changed-worlds/dp/0273702181/ref=pd_bbs_sr_1/102-8541003-8584920?ie=UTF8&s=books&qid=1179931008&sr=8-1
If you choose to order through amazon, I would urge you to purchase one of the used copies in order to save money and reuse resources (for us environmentally conscious people).
The book is divided into seven examples of teams who developed "flow" and transformed their field. I think each of us will be able to relate to at least one...
In order to join the blog, I believe you will need to create a google account. Keep this page in your favorites so you can get to it easily as the web address isn't the most memorable... If you can, post a message once you get your book so we can begin the discussion.
I'm excited to get this blog started!
If you choose to order through amazon, I would urge you to purchase one of the used copies in order to save money and reuse resources (for us environmentally conscious people).
The book is divided into seven examples of teams who developed "flow" and transformed their field. I think each of us will be able to relate to at least one...
In order to join the blog, I believe you will need to create a google account. Keep this page in your favorites so you can get to it easily as the web address isn't the most memorable... If you can, post a message once you get your book so we can begin the discussion.
I'm excited to get this blog started!
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