Leadership and Administrative DynamicsEckerd Fall 2010

Agenda

Who are we serving? Discussion of Kozol excerpt

Review of data from Kids Count and the Children’s Defense Fund

Three ways brains create meaning

Read memos in class

The Client

Analysis of local data (Asset Mapping) Needs Assessment

The Status of Children

Asset Mapping

Sharing your Vision

Memo Writing

Myers Briggs exerciseWho are you?

Review of material•How do we make decisions in a human services context?

•Complexity of decision making:• Situation – You have $20,000 and two children in the foster care system. The average cost of foster care per client is $10,000. One child is mentally

Ill and requires $15,000 in care.

What do you do?

Externalities

Market Failures

Who pays the full cost of illegal drug sales?

John Farmer

Has 10 acres of land where he grows apples, peaches , pears and vegetables. He uses pesticides.

Mary Organic

Has 3 acres of land where she grows blueberries, corn and tomatoes 100% organically.

John Farmer and Mary Organic

“REAL Income”

Nominal Income $14 per hour x 2090 hours = $29KRate of Inflation 3%.

Purchasing Power What the wage or salary can buy

Real Income is Nominal Income – InflationReal Income = Salary/Rate of Inflation29K/1.03 =$28K

RAWLS

• Rawls is talking here about how to make moral decisions.

• Morality is not always cost efficient.• Laws are not always moral.

The discussion is about how leaders make decisions.

Decision making situation• “The loss of freedom for some can never be made right by a greater good shared by others”

• Promoting, in policy decision making, the well-being of the least advantaged.

• Considered Judgments (screening bias)

Child A is white, middle class with relatively good behavior

Child B is poor, black and due to abuse has relatively bad behavior

What are the screening steps you would go through?

Decision making in Human Services• Rawls says there is an obligation on public administrators and human service leaders to provide an equitable distribution of public services.

• He has also provided a framework for administrative ethics.

• Provides ways in which a mediating model of public reason might be developed for public administrators working on deeply divisive social and economic issues.

Myers Briggs

• It is important to know yourself as a supervisor.

• It is equally important to know who you are supervising.

Extrovert – 70% US population

• Let’s talk about it. (extracts information externally)

• Loud

• Prefer environments where co-workers are talking.

• Do not like long intervals of working alone.

• Want to work with other people in teams.

Introvert – 30% of US population

• Let me think about it.• Quiet please!• Prefer to work alone.• Even if they know working in a team is important, they will still need “alone time” to re-energize.

Extrovert / Introvert

E• Seems to have decided but are just processing out loud.

• Can overwhelm • Can dominate the conversation

I• Seems to have decided but is really just thinking.

• Staff observe introverts to be aloof and unfriendly.

• If dismissed in discussions, they will retreat and not provide valuable input.

Dark Side – particularly in a leader

Sensing

Work NEEDs to be organized from point A to point B and so on.

Loves policies, procedures, repetition and rules

Have to start from point A.

Intuitive

Thinks conceptually at the 30,000 foot level.

Policies, procedures, repetition and rules are boring.

May start by considering the outcome first.

S

• Do the work.

• Prefer to work at one project at a time and even better if the projects are in order.

• Long-term stamina to complete a project.

I

• Conceive the work

• Major multi-taskers

• Energy bursts

S

• Future oriented tasks are not appealing.

• Can’t see the forest for the trees syndrome.

I

• Details and simplistic explanations are points of frustration.

• Get to the bottom line!

• May make decisions that are unrealistic based on what could be vs. what is.

Dark Side

Logical

• Logic and analysis rule decision making.

• The decision has to be generalized to all staff.

Fair

• How will staff feel about it?

• We can break the rules if the rules are not right for the staff or individual staff member.

Thinkers and Feelers

T

Decisions are made from a business perspective not on emotion.

Facts and details vs emotion are how they need to process issues.

Will consider a wide range of options in making a decision.

F

Decisions will be made from the “personal persective”.

Decisions can be subjective (considers the staff involved).

Staff values are important.

T

Think Spock

Competent staff

Needs direct interactions with staff

Do not deal well with patronizing behavior

F

• Warm

Relationships with staff

Will implement a solution with an eye to avoiding hurt feelings

Dark SideT• Can be perceived as uncaring and cold

• Staff may have hurt feelings

• No crying!

F• May appear naïve • Poor decision making to spare feelings

• Time not effectively utilized trying to make staff feel better.

Judging vs. Perceiving

J• Makes decision in order to solve the problem and move on.

• Strong planners• Strong organizers• Work is much more important than personal life/having a good time.

• Delays decision making to gain more information.

• Last minute vs. planners• Personal life/having a good time

is more

important

than work.

P

J• Routine• Order• Do not like open ended issues

• Can motivate themselves

• The goal is getting there.

• Adaptable• Process and processing is good.

• Need motivation from others.

• Life is a sojourn and so is work.

P

J• Resistance to change• Decisions made to quickly

• Focus is not at 30,000 foot level enough

• May not get things accomplished in a timely way.

• May be off on another tangent while staff are still working

on the first

idea.

P

Dark Side

Leadership Traits: Listen to Podcast: Lessons on Leadership from Mandela to Obama

• Flexibility• “Mass Leader”• Calm• Experience

• Forgiveness• Measuredness• Luck• Determination• Fluidity• Appeals to people’s hearts• Self-discipline• Embody the role you want to be / Stage craft

Leadership• Influence of a group• Attention to goals• Power

Northhouse• Referent• Expert• Legitimate• Reward• Coercive

Senge• Staff are the leader• Seed carriers• Designers• Reality as a medium for creating staff’s vision

Kouzes/Posner• Clarify values• Set the example• Envision the future• Enlist others

Blake and McCanse

Resources Relationships Results

Discussion•Kozol

•State of Children Data

Three ways brains create meaning•Make meaning – use images•Make images interactive•Use images to develop visual persistence and continuity