This last week I got a message via facebook. It was from a friend from college, and we haven't seen eachother in quite some time. Honestly, with only 12 followers, I wasn't exactly sure of the impact of this blog, but then she sent this message:
Hi Amanda,
Just wanted to let you know that I've been following your blog about your grad school process and you have helped inspire me to pursue my MBA. I just got my acceptance letter to Florida Atlantic University's MBA program & thought you may like to know that your blog about your experiences, hopes, struggles, etc. are not falling on deaf ears! Thanks for sharing your journey so honestly!
Getting this message was such an encouragement to know that the decisions we make in life, and our ability to include others in this journey has its impact.
What if I had decided to ignore that crazy thought of returning to grad school while Matt was in grad school and while living on a nonprofit salary?
I have friends who joined in Cohort 2 and now another has been accepted into Cohort 3.
Would these two others have ended up in this program or chose to pursue their dreams in this manner?
Please don't get me wrong- I'm not crediting myself with these three people's entrance into their MBA. I just wanted to show how important it is that we not only live a life with pride in the path we make for ourselves, but we should be proud of the path being valuable enough for people to join in on the journey. Are we living lives that inspire greatness in others, and enabling them to fully become all that they can be?
Thursday, April 21, 2011
Wednesday, April 13, 2011
Out of The Neutral Zone and into New Beginnings
If there's one thing I've really learned about myself over the last couple of years it is how I react to change. I like to dive in and get things done, and I don't campout for long in the land of tranisition.
In change, this can't always be done so quickly. I'm thinking about a couple of models of change that go hand in hand that we've learned in Org Behavior and Change... the Lewin's "ice cube" Model and the Bridges Model. The Lewin Model says that the org needs to be unfrozen (Phase 1). Then there is movement (Phase 2) and then refreeze (Phase 3) within this new structure. Bridges also has three phases in his model. Endings, Neutral Zone, and New Beginnings. In Endings you have to move through a process of showing why "HERE" is no longer good enough. (Which was touch on masterfully by a guest speaker we had in class this week). In the New Beginnings stage, you often move into Lewin's third stage, and this is where you continue with the transformation put in place.
It's this "Neutral Zone" that I just wrestle with. Often times it feels like the Twilight Zone.... you are neither here nor there. Bridges expands to say that this time is neccessary for parties to really mourn the loss of no longer staying here and find themselves really ready for transformation and what's to come "THERE". But he warns this is a very uncomfortable place for people and the team shouldn't be left there for long. I find I have a quick transition phase and embrace change readily. However, considering leadership, its about how the team percieves this transition and how readily they are able to move through this phase.
As I've alluded to, we've been preparing for months that our original set teams would be switching up this week. When we started class, I just felt a peace, and ready to proceed however the teams would be arranged. I hit the end of my own Neutral Zone. However, as a cohort, not everyone was there. We went through some practices to warm up the group to seeing the new picture. The teams were instructed, not using words, to seek out teams and then look around the room to see how the dynamics worked for the team, and how they worked for the individual groups. Then we were allowed to use words, and were given brief times to discuss with our potential group roles and presentation preparation styles. In a final mix up, we were asked if we felt good about our teams and good about the group dynamics. One team pointed out that my group lacked diversity. We switched out Jim and we got to get Kevin, from my original group. There was another two groups with commuters who after dicussions realized that the distance wouldn't impair their learning teams or project development. Finally, there was one last cohort dynamic, that several people pointed out. Two gals from our cohort have really hit it off after being in the same group, and you can tell their friendship extends out of class. They are both strong, type As, with take charge personalities. I think the group as a whole kinda wanted to see the two of them independently. However, the class came to a consensus that it wasn't an issue, and the teams were set in stone.
These teams will be ours for the next 12 months. We'll work hard together and begin completing a working agreement within the team to ensure everyone is putting forth their best work, and that there is an understanding to how the team works. There was even some discussion as to how delinquent members would be dealt with... an action plan and even the idea of should the group consider a potential firing from the project? These decision will be made at a higher level, but its nice that the teams are empowered to confirm expectations and help other teamates meet those levels.
As for me- I'm very excited about the collaborative nature of our team. Each member is strong and can stand on their own two legs. I see the leadership in this group is viewed as empowering rather than take charge. I know I will feel challenged to take my contributions up to the next level, and learn from my team new styles and tools of leadership!
On a professional front, I really see these Models of Organization Change at play in my own office. After two decades of leadership our President is retiring at the end of the year. While formally announced earlier this year, talk of such change had been circulating for over a year. I can see how we are in Lewin's Movement phase, and concurrently in Bridge's Neutral Zone. Just as people are nearing completion of this ambiguous state, the rumors of additional leadership changes forces this stage to continue. Bridges warns that left too long in this stage, you will see an affect on employee morale.
Last week I learned in class about how some teams do reflections at the beginning of meetings through fellow students. My friend explained that this is a time just before meetings that a short story, prayer or thought can be expressed to empower a team and fuel them on the purpose of our mission. Just before a meeting I led last Thursday, I decided to employ this option, and read a short verse and paragraph on the value of stewardship. I hope this was an encouragement to our team, and was just a little reminder of the great vision and mission set before us.
The good thing I see for our work team is that when change does occur, we will be ready. And those who are not, and those who cannot get behind this change can be given the opportunity to get on the train or stay at the station, but we will not be camping out in the Neutral Zone for longer than we have to. It's time for New Beginnings!
In change, this can't always be done so quickly. I'm thinking about a couple of models of change that go hand in hand that we've learned in Org Behavior and Change... the Lewin's "ice cube" Model and the Bridges Model. The Lewin Model says that the org needs to be unfrozen (Phase 1). Then there is movement (Phase 2) and then refreeze (Phase 3) within this new structure. Bridges also has three phases in his model. Endings, Neutral Zone, and New Beginnings. In Endings you have to move through a process of showing why "HERE" is no longer good enough. (Which was touch on masterfully by a guest speaker we had in class this week). In the New Beginnings stage, you often move into Lewin's third stage, and this is where you continue with the transformation put in place.
It's this "Neutral Zone" that I just wrestle with. Often times it feels like the Twilight Zone.... you are neither here nor there. Bridges expands to say that this time is neccessary for parties to really mourn the loss of no longer staying here and find themselves really ready for transformation and what's to come "THERE". But he warns this is a very uncomfortable place for people and the team shouldn't be left there for long. I find I have a quick transition phase and embrace change readily. However, considering leadership, its about how the team percieves this transition and how readily they are able to move through this phase.
As I've alluded to, we've been preparing for months that our original set teams would be switching up this week. When we started class, I just felt a peace, and ready to proceed however the teams would be arranged. I hit the end of my own Neutral Zone. However, as a cohort, not everyone was there. We went through some practices to warm up the group to seeing the new picture. The teams were instructed, not using words, to seek out teams and then look around the room to see how the dynamics worked for the team, and how they worked for the individual groups. Then we were allowed to use words, and were given brief times to discuss with our potential group roles and presentation preparation styles. In a final mix up, we were asked if we felt good about our teams and good about the group dynamics. One team pointed out that my group lacked diversity. We switched out Jim and we got to get Kevin, from my original group. There was another two groups with commuters who after dicussions realized that the distance wouldn't impair their learning teams or project development. Finally, there was one last cohort dynamic, that several people pointed out. Two gals from our cohort have really hit it off after being in the same group, and you can tell their friendship extends out of class. They are both strong, type As, with take charge personalities. I think the group as a whole kinda wanted to see the two of them independently. However, the class came to a consensus that it wasn't an issue, and the teams were set in stone.
These teams will be ours for the next 12 months. We'll work hard together and begin completing a working agreement within the team to ensure everyone is putting forth their best work, and that there is an understanding to how the team works. There was even some discussion as to how delinquent members would be dealt with... an action plan and even the idea of should the group consider a potential firing from the project? These decision will be made at a higher level, but its nice that the teams are empowered to confirm expectations and help other teamates meet those levels.
As for me- I'm very excited about the collaborative nature of our team. Each member is strong and can stand on their own two legs. I see the leadership in this group is viewed as empowering rather than take charge. I know I will feel challenged to take my contributions up to the next level, and learn from my team new styles and tools of leadership!
On a professional front, I really see these Models of Organization Change at play in my own office. After two decades of leadership our President is retiring at the end of the year. While formally announced earlier this year, talk of such change had been circulating for over a year. I can see how we are in Lewin's Movement phase, and concurrently in Bridge's Neutral Zone. Just as people are nearing completion of this ambiguous state, the rumors of additional leadership changes forces this stage to continue. Bridges warns that left too long in this stage, you will see an affect on employee morale.
Last week I learned in class about how some teams do reflections at the beginning of meetings through fellow students. My friend explained that this is a time just before meetings that a short story, prayer or thought can be expressed to empower a team and fuel them on the purpose of our mission. Just before a meeting I led last Thursday, I decided to employ this option, and read a short verse and paragraph on the value of stewardship. I hope this was an encouragement to our team, and was just a little reminder of the great vision and mission set before us.
The good thing I see for our work team is that when change does occur, we will be ready. And those who are not, and those who cannot get behind this change can be given the opportunity to get on the train or stay at the station, but we will not be camping out in the Neutral Zone for longer than we have to. It's time for New Beginnings!
Tuesday, April 12, 2011
Half Way through Org. Behavior and Change
I debated a bit the title of this posting... I certainly don't want people thinking I'm just counting my weeks through this program, but it is a bit hard to believe that this week marked halfway through a class I felt just started.
I've really enjoyed Org Behavior and Change. After a class like Accounting, I was ready for a class that I had some foreknowledge about. My Psychology background in this class has been really helpful, and I feel it enables me to take my critical thinking to the next level.
This brings me to another- "why to pick Concordia as your MBA" point- Traveling through your MBA with the same cohort allows you to be on a subject by subject journey. In putting this program together, they employed a Curriculum Architect, meaning- the courses are intended to build on one another. In a lot of programs, you take similar classes, but self register, which means you sign up for what you want to, but there may not be the understanding as you go along of how to build the classes on top of each other. Of course, they have some classes that require prereqs, but that's not the same as a well placed Leadership and Critical Thinking Course near the beginning of the program to help shape the lenses through which you view the rest of the classes. I think this is so wonderfully intentional!
This is the last week with our original groups. This week we are to email the professor and program director with people we think we would like to work with, and a majority of this next class will be focused on coming to a class consensus of the arrangement of new teams. There are some nerves in the room, and sometimes arrangements like this can appear as the analogy of picking teams in gym class, but I'm confident that with the level of professionalism of my fellow students and the organization of the evening, we are all going to be excited about the teams we are working with for the next 3 semesters.
On a side note- I'm an active participant in life, and generally cannot focus on just one thing. So one month ago, I decided to balance school, work and training for my very first 5K. This was not just any 5K, it was the First Annual SHAPE Diva Dash 5K and OBSTACLE COURSE. Now this sounds like a feat in itself, however it was a much greater feat for myself, who one month ago almost passed out from trying to run one mile straight. I assembled a team of Divas, from my friend all the way in OKC to KC who is in my cohort. The 7 of us ran like we've never run before, and it was an awesome feat! Even in the midst of studies, work and our biggest event of the year, there was time to train, run and complete my first 5K!
I've really enjoyed Org Behavior and Change. After a class like Accounting, I was ready for a class that I had some foreknowledge about. My Psychology background in this class has been really helpful, and I feel it enables me to take my critical thinking to the next level.
This brings me to another- "why to pick Concordia as your MBA" point- Traveling through your MBA with the same cohort allows you to be on a subject by subject journey. In putting this program together, they employed a Curriculum Architect, meaning- the courses are intended to build on one another. In a lot of programs, you take similar classes, but self register, which means you sign up for what you want to, but there may not be the understanding as you go along of how to build the classes on top of each other. Of course, they have some classes that require prereqs, but that's not the same as a well placed Leadership and Critical Thinking Course near the beginning of the program to help shape the lenses through which you view the rest of the classes. I think this is so wonderfully intentional!
This is the last week with our original groups. This week we are to email the professor and program director with people we think we would like to work with, and a majority of this next class will be focused on coming to a class consensus of the arrangement of new teams. There are some nerves in the room, and sometimes arrangements like this can appear as the analogy of picking teams in gym class, but I'm confident that with the level of professionalism of my fellow students and the organization of the evening, we are all going to be excited about the teams we are working with for the next 3 semesters.
On a side note- I'm an active participant in life, and generally cannot focus on just one thing. So one month ago, I decided to balance school, work and training for my very first 5K. This was not just any 5K, it was the First Annual SHAPE Diva Dash 5K and OBSTACLE COURSE. Now this sounds like a feat in itself, however it was a much greater feat for myself, who one month ago almost passed out from trying to run one mile straight. I assembled a team of Divas, from my friend all the way in OKC to KC who is in my cohort. The 7 of us ran like we've never run before, and it was an awesome feat! Even in the midst of studies, work and our biggest event of the year, there was time to train, run and complete my first 5K!
Sunday, April 3, 2011
A visit from an old friend
What is truly expresses a lack of differentiating, and has equal regard for all? The flu. The unfortunate victim this week was Dr. Green. I know she must be reeling, since she only has five weeks to get us through this course, and now she's had to miss a fifth of that, but luckily her friend and one of our favorite professors was there to back her up. Dr. Thom made an appearance as our substitute, and I was glad to see him, and see his approach to this course. He had some great visible aides that broke down OD and it's lenses and change models. I liken his teaching approach as to having a 1500 ft view of a forest of a subject, and then take a closer look at each section of the forest, knowing how it plays into the larger part. It seems often subjects are taught tree by tree and somehow at the end of your time in class you find your way out to the other side. This approach lacks effort on fully understanding how you got there, and focuses more just what you got there. So that's what Dr. Thom did for us, we got to see a quick overview of the developments of theories, and this week, we put those to great use as we work on a professional challenge and understanding it through the lens and scope of theory and change models.
Here Dr. Thom offers words of wisdom to some of my fabulous fellow students.
It's hard enough to believe that this next week in class will mark being halfway done with this class, and the following week, we will be switching up our teams that we were originally assigned to at the beginning of the program. I've been preparing for this change, and along the time we've been in our cohorts, recognizing who I thought I would really enjoy working with. I've built amazing relationships with my current team, but I console myself that it's not like I won't be seeing them every week!!
Speaking of Team 1, this last week we led the class exercise, and it went wonderfully, We focused on Evolutionary VS Revolutionary Change in action and in leadership. We divided the teams up into four groups and had debates! Teams were assigned a position on the Egyptian crisis and on MLK. Michael was able to come through with great prizes, and our winning teams, determined by points given by the class, won individual gift certificates of $10 to Kona Grill! I was really happy with the way everything turned out, especially after only a week of preparation. Go Team 1!
This picture was taken just after the debates concluded. You can count on KC to smile for the picture!
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