Having read Reader 4 several times I still felt I wasn't fully engaged and understanding of the process. Instead of just skimming it again and picking out the bits I thought I should be blogging about, I decided to break the whole thing down and focus on 8 pages at a time. This has REALLY changed my approach and understanding! I know I have a short attention span, I always have, so I find it difficult to focus on lots of text. I end up reading sentences over and over. And I also have to have silence for it to go in. So reading on a bus or reading when music or the television is playing really distracts me. I wish I could master this skill! I recall revising for my GCSEs and having to be I a. Silent room in order for any information to be retained! Maybe that's just the type of leader I am. I am also a very visual learner so when breaking Reader 4 down I enjoying doodling nots in my notepad and using different colours for certain topic headers. This is just how I learn. Looking at Reader 4 in this way has taken away the overwhelming feeling I had. I have decided to blog the notes I made during pages 1-8 as these are obviously the parts that stood out to me as important and relative to my practice. Also, I feel that this will be a blog I go back to during the course of Module 2 to remind myself of the task and to keep be focused as I tend to go off on a tangent!
Module 2
Here are key notes and quotes that I took away from the reader:
*Learn how this inquiry can inform your practice*
"The term 'inquiry' implies that you are examining what you do in order to 'ask the right questions' so that you will have a more in-depth understanding of the presence and interaction of theory and practice. Engage with relevant problems and scenarios, draw on existing knowledge, seek out new evidence in appropriate ways." (Kahn and O'Rourke, 2004)
The above really focuses in on the task and will be something I keep referring back to during the module. If I feel stuck at any point I feel this quote will help me get back on track as it really breaks down what needs to be done.
I know that I need to relate the inquiry to my workplace. I am really fortunate to be working at a wonderful school at present that instils the topic I have chosen in their teaching.
*Use professional practice to develop academic skills*
The section that said about there being three interests to focus on worried me slightly. The three are:
1. Future career
2. Colleugues and networks
3. Middlesex network
I feel confident that my colleugues and my networks are strong but I worry about the other two. I wish I knew EXACTLY what I want to do in the future. At the minute I don't. I have so many different ideas! I understand that my inquiry should be something that is useful to me now and in years to come and I guess mine is that. I'm very passionate about it and know that it will help with whatever specific area I want to go in to. I also worry about connecting with the Middlesex network if I'm honest. Living in Singapore I feel quite isolated on this course. I need
to try and connect with some more people on my course.
I like that this module is based on reflecting. I LOVED that aspect of Module 1. A statement that again will really focus me back to the task at hand is:
*Look at the professional workplace' learn from experiences and improve practice*
Looking more into what an inquiry was I loved Marshall's quote:
"This is self reflective inquiry. Inquiry involves intent and a sense of purpose" (Marshall, 2001, p6)
I can see that WBL and professional inquiry process both focus on using the workplace as a source of research. We are working outside of degree structures and using the workplace to learn. This made me think of freelance performers on the course. When I was performing I was working many different jobs at a time and would have found it hard to focus on one area as Iw as constantly working on different projects. I guess that is interesting though and makes for an exciting and unique enquiry.
Reader 4 states: "Incorporate a problem based approach that supports organisational change or develops workplace projects that incorporate learning" (Reader 4, 2015)
"It promotes awareness of the workplace as a learning environment and uses this to extend the learners capability and individual effectiveness" (Durrant, 2009, p1)
As a teacher I rarely think of myself as the learner. I always focus on what I am teaching others and don't look inward at what I am learning myself. Once you open your mind and your eyes up to this then there is a magnitude of knowledge waiting. I need to look at my job and focus on what I am learning from my working environment too as well as what I am teaching my students. This will be a very new approach for me.
I like using key words to understand a topic and this really helped:
WBL - INNOVATION CHANGE UNDERSTANDING PROBLEM SOLVING DEVELOPMENT STRATEGIES EFFECT A NUMBER OF EMPLOYEES
I switched my attention to the link on Peter Senge. I'll be honest, I was tempted to just skim through it and pick out key points. The article seemed so long! However, as I started to read I became gripped!
Peter Senge's 1990 book 'The Fifth Discipline' populists the concept of the learning organisation. He was interested in decentralising the role of leadership in organisations to enhance the capacity of the people to work productively towards common goals, bringing human values to the workplace.
"Learning organisations are where people continually expand their capacity to create the results they truly desire. Where new and expansive patterns of thinking are nurtured. Where collective aspiration is set free and where people are continually learning to see the whole together." (Senge, 1990)
This got me thinking about my own work place. I work as a teacher and director at a theatre school. All of my colleugues have different jobs but at times we collaborate for productions. I think everyone is learning a lot as they go along but there is a real sense of trying to prove yourself. No one likes to admit that they are struggling. People would see it as a weakness if they needed to ask for help. I think this is something that needs to change. I know a lot of my colleugues are exhausted and over worked. There needs to be some sort of outlet for everyone. Something I could maybe set up where people could confidentially express how they feel. There is also a sense of competition when classes are performing the same play. Competition is good but we could definitely work more as a team for the overall success of the school.
Another section that sprung out was the ability to be flexible, adaptive and productive in order
to excel. Many people struggle to be flexible, especially when they have a creative idea that they desperately want to see through.
" When you ask people what it is like to be part of a great team, what is the most striking is the meaningfulness of the experience. People talk about being part of something larger that themselves, of being connected." (Senge, 1990:13)
I must admit, I am very competitive. I like working as part of a team but only if I can be the leader! I struggle to step back if I think my idea is better. I need to work on being more flexible and allowing others to have their say. I know I can be quite a powerful character in a group and thinking about it that is probably quite annoying for others. I need to work on that.
"Adaptive learning must be joined by generative learning, learning that enhances our capacity to create." (Senge 1990:14)
The 5 Disciplines - SYSTEMS THINKING
PERSONAL MASTERY
MENTAL MODELS
BUILDING SHARED VISION
TEAM LEARNING
Senge states that "people are agents, able to act upon the structures and systems of which they are a part. All disciplines relate to a shift of mind. From reacting to the present to creating the
future." ( Senge 1990:69)
A 'discipline' is viewed by Peter Senge as a series of principles and practices that we study,
master and integrate into our lives. They can be approached at three levels: Practices,
Principles and Essences. All 5 are key for organisations to learn. I made a few notes for each discipline.
SYSTEMS THINKING: the cornerstone, comprehending and addressing the whole and seeing the organisation as a dynamic process. Looking at the long term effects.
PERSONAL MASTERY: life long discipline. "The journey is the reward" (Senge 1990:142) Developing personal vision and holding creative tension. Managing the gap between our vision and the reality. A commitment to the truth.
MENTAL MODELS: deeply ingrained assumptions and generalisations. Images that can influence our actions. Turning the mirror inward. Be open to the influence of others. Distributing business responsibly while retaining co ordination and control.
BUILDING SHARED VISION: Fostering long term is key. Encourage experimentation and innovation. A genuine vision where people excel and learn not because they are told to but because they want to. Many have personal visions they are unwilling to share which won't help the organisation. Together it is stronger. Enthusiasm and commitment rub off on others.
TEAM LEARNING: builds on personal mastery and shared vision but these are not enough. People need to be able to act together. When teams learn together, members grow more rapidly. Dialogue plus systems thinking creates complexity rather than being diverted by personality
and leadership style. Assumptions need to be suspended so there is a genuine 'thinking
together'
"As people talk, the vision grows clearer. As it gets clearer, enthusiasm for its benefits grows."
(ibid:227)
I LOVED reading about the 5 disciplines! I fully engaged in what Senge had to say. I can see how an organisation can benefit from these simple steps. I looked at my own team at work and thought about our systems. We definitely need to work on building a shared vision as at the moment we tend to focus on ourselves too much. If we have a shared vision for the school and work together more to build that vision then it will benefit everyone. We have training sessions where we work together as a team but we have never had a team bonding activity unrelated to work. We are all too busy! I am going to arrange one though as I can see now the importance. I enjoyed the part where it stated that:
INSPIRING MEANS TO BREATHE LIFE INTO!
It was interesting to read about the leader as teacher. It states that "it's not about teaching people how to achieve their vision but about fostering learning for everyone" (Senge 1990:356)
Leader have to create and manage creative tension, especially around the gap between vision and reality.
I think it is important when researching to also look at other professional views and potential flaws. A few areas that came up were:
- the 5 disciplines require significant effort on the party of the practitioner
- many don't have the tools to follow it through
- the process of exploring ones performance is a daunting task for most
- the political and social views of organisational activity
I personally think that the conclusion to these arguments is that you have to be willing to
change and open to trying new techniques!
I enjoyed reading Peter Drucker's approach and thoughts. Laurence Stenhouse states "The close examination of ones professional performance is personally threatening; and the social climate in which teachers work generally offers little support to those who might be disposed to face that threat" (Laurence Stenhouse 1975:159)
Again, I understand this point of view and that many don't want to take that leap of faith
through fear. But you are only going to grow and become better at what you do if you have the courage to look at yourself and analyse your performance.
"It falsely emphasises unity as the source of strength in a community and mistakenly fears that when conflicts arise in a community, social bonds are threatened." (Richard Sennett 1998:143)
An interesting opinion. I agree that when conflicts arise at work it can affect social bonds. However, you can't not address issues for fear of this. Otherwise no progress will be made.
"Senge is ahead of his time and his arguments are insightful and revolutionary." (John Van Maurik 2001:201)
In conclusion, there are pros and cons to Senge's approach. I personally find the disciplines a creative approach and I like how team orientated they are. One shared vision surely gives better results. Interestingly I was recently watching a documentary on the drinks company 'Innocent'. The bosses approach is that everyone in the office is equal. His focus is that his employees are happy and relaxed as he feels this is how they will work best. They can wear whatever they want to work, their office looks more like a kids playground, they have lunchtime bbqs, they are free to share their ideas in a judge free environment, the boss is very approachable and down to earth....and his business is thriving because of it! Everyone in the company shared the same vision and every single activity was team orientated and fun!
However, many businesses stay rooted to the quick approach and traditional business model. I believe team work, shared vision and personal mastery are a perfect collaboration. You have to know yourself yet also be open to sharing your ideas and growing together as a team. As I mentioned, I think my team at work could really flourish with these key points. Take the judgemental barrier down and let people in. Share your ideas and let your ultimate goal be team based instead of individual. You can still have your own personal goals and aspirations but learn to acknowledge others and step out of your comfort zone.
I thoroughly enjoyed this topic of research :-)
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