Showing posts from 2014

Culture of learning in organization

Read my perception on : Soraya Fallah
Why Kouzes and Posner believe smart leader creates a culture of learning in his/her organization and suggest “essentials” for strengthening others?

According to K&P the two essentials used by exemplary leaders to “Strengthen Others” is to “Enhance Self-Determination” and “Develop Competence and Confidence.” They go on to give varies ways leaders can engage in these essentials. The two that stood out to me as the most effective are: “Provide Choices,” which helps “Enhance Self-Determination” and “Educate and Share Information,” which helps with developing “Competence and Confidence.”

K&P state that giving people choices will help them act independently so that they can “take initiative and be self-directed” (Kouzes & Posner, 2007, p. 249). “Enhancing Self-Determination” is all about empowering others and I think people feeling like they have a say in what and how things are done is a very a important factor in self-determination. When some…

My perseption on Relationship between teamwork and team learning

Team learning is one of Peter Senge’s discussions on “learning organization” in “The Fifth
Discipline.” He focused on "team learning" with the objective of increasing people’s ability to see the “larger picture” outside of their own perspectives.

We all experience being a member of a team, group, organization, work place, or an educational setting. In some cases one or two people invite others with common ideas to get together and make a team. Sometimes one joins a team that has already been set up. In the first scenario, the new team needs to build themselves from scratch and experience learning together. In the second scenario a person become part of a developmental process. But in both cases, members need to learn, go through pain, enjoyment, training, dialogue, gaining each other’s trust, overcoming conflicts that inevitably arrive and finding solutions to solve these conflicts.If the team is strong and engage in dialogue the conflict will not break them.
In both cases t…

How I developed "Psychological Hardiness" & resiliency

Discussing chpater 7 Experiment and take Risks  Soraya Fallah This chapter explains the idea of “Challenges the Process,” which is one of the five practices in Kouzes & Possner’s book. According to them, one of the ten commitments of exemplary leadership is “experiment and take risks by constantly generating small wins and learning from experience” (K&P, P. 189). This means that in order for a leader to make extraordinary things happen in an organization, they should have “a willingness to try new things and take chances with new ideas” (K&P, P.188) and more importantly they should be able to encourage and convince others to do the same. K&P also challenge their reader by discussing “Psychological Hardiness” (K&P, P. 192). A leader should be able to take risks and experiment; prevail over adversity, gain power over opposing forces, and learn from their experiences.
Before I start answering the question of whether “Psychological Hardiness” is flawed, I would like to …

Mental Models by Peter Senge and my thoughts

In Fifth Disciplines Peter Senge talks about “mental models.” He asks a question, “Why do the best ideas fail?”
Here my perspective and inputes:
By:Soraya Fallah
Mental models as one of the five disciplines of learning organization described thoroughly by Peter Senge. He compares mental models to assumptions that are deeply rooted inside of us and influences our mind and actions. Our mental models are so powerful that they can act and effect in untimely manners and these models may not allow us to transform.
I was working in a company that had a program director who had been raised under a dictatorship and her mental model was shaped during the three decades of her life before moving to America. She used to scream at the staff and believed that if she is not forceful or and act harshly staff will not do their assigned work. She would throw client charts in front of st…

transactional and transformational leaders & my perspective

Kenneth Leithwood does a good job differentiating between transactional and transformational leaders. Describe the differences he presents and share any characteristics you have related to either. By:Soraya Fallah

Leithwood clearly guides us towards accepting transformational leaders in order to be able to convert current situations to a better future. An organization needs guidelines to stay alive, being maintained, going forward, and looking ahead. Thus I think an organization/institution needs both types of leadership systems; transactional and transformational.
One leadership type thinks strategically, while the other thinks tactically. I am going to briefly explain Leithwood’s ideas on both kinds of leadership through my experience. Charisma, inspirational leadership, individualized consideration, and intellectual stimulation are basically four factors that distinguish transformational leaders from transactional leaders. A small company or educational institution can improve if it…

passion, pride, and performance

K&P Ch 6 – The effective leader generates the three “Ps” when achieving great results from the people in his/her organization – passion, pride, and performance. The authors provide several ways to do this. List a few and explain any success your organization has in exercising these ways. 
By:Soraya Fallah
Kouzes & Possner, in Chapter 5 (5th Ed.), tell us that in order to connect to others leader must find a way to influence and appeal to others’ beliefs. They teach us three magnificent words are vital to mobilize others in our common goal; “Passion, Pride and Performance.” No matter how many people are involved, a crowed can be a big number or a small number of people, but a leader should be able to “appeal to common ideals” and stimulate others to become part of a cause. Otherwise the leader cannot lead the cause (K&P, p129).
Some of the ways the authors suggest to do these are by using symbolic language, creating an image for others of what the future can look like, engagi…

My personal view on “inspire a shared vision.” Ch5(4) The leadership Chalenge Kouzens and Posner

By:Soraya Fallah

As part o f the five practices of exemplary leadership Kouzes &Posner open a discussion about “inspire a shared vision.”  Envisioning the future by imagining exciting and ennobling possibilities is one of the key facts for inspiring a shared vision (K&P, p 29). I learned so much from this chapter about how to lead an educational organization. My ideal organization/educational institution would be very simple with a clear vision; an organization that should bring greater dignity for all its members. My ideal organization’s vision would set out to help everyone gain access to education or at least help create a world where everyone has the right to an education. To some this vision might seem strange because primary education is a right in the United States; however, in many parts of the world, education is not a right but rather a privilege afforded to a few. Many around the world do not have the ability to read and write in their own language due to discrimina…

Comparing/Contrasting two Research Studies in Hendricks' book

The following article is about Aendix A1,A2 in
Improving Schools Through Action Research: A Comprehensive Guide for Educators  Cher Hendricks
Comparing/Contrasting two Research Studies in Hendricks' book
By ;Soraya Fallah

The two cooperative learning action research articles take the reader step by step through the process, which helps teach the methods of research by showing the applications of each method. I found both articles very interesting. I believe these stories were a great way to learn about the process of action research.
The researchers not onlystudied to find out about conceptual learning and creative problem solving, but the groups who were working on the research were a collaborative group using cooperative methods to conduct their action research. This first article uses Qualitative method and the second article uses both qualitative and quantitative to investigate problems in education.
I am going to give brief thoughts of each article separately:

ArticleA.1 Conc…


I read an action point in The Daily Drucker: "anticipate the future and be a change leader" (Drucker, P. (2004). The Change Leader. InThe Daily Drucker(p. 69). NY: Jim Collins.)

Enlist others in a common vision

By:Soraya Fallah
“Enlist others in a common vision by appealing to shared aspirations” (K&P 29), is one of the key Ten Commitments taught as part of the Five Practices. Although each of the Practices and Ten Commitments are important, I believe the one discussed in this section is considerable and needs to be paid close attention to. One person, no matter how strong of a leader, can only do so much alone, but a group can do much more together. “A thin tree stem is easily breakable but a thick trunk is not crushable,” my grandma used to say.   K&P believe that exemplary leadership should “inspired a shared vision” (K&P 100) by including others and allowing them to share their values and visions. How much and by what means the leadership in an organization or institution can be effective in involving members of the body depends on several factors and cannot just be answered in one single formula. It is more complicated; however, when a member is personally valued and reached o…

My perception on Personal Mastery one of "The Fifth Discipline" by Peter Senge

By:Soraya Fallah

Peter Senge deeply believes in discipline. He categorizes the features of discipline. He divides these categories into 5 disciplines in which result in a complete “learning discipline” process. He then connects these together to show a complete picture. One of these five disciplines which lead to the creation of a leader is personal mastery. I picture this process as a hand with five fingers and one of those fingers is “personal mastery,” without it the hand is not complete.
Personal Mastery grows based upon our personal visions. It shapes out of development of patience and energy. Personal mastery is illuminated if we examine our ambitions to the highest level. Mr. Senge uses “personal mastery” for the discipline of personal growth and learning. (Senge, p.141). However, he turns our definition of “learning” upside down when he says that: ““Learning” in this context does not mean acquiring more information, but expanding the ability to produce the results we truly want…