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by Dr. Brad Ovenell-Carter, Dr. Reshan Richards, Stephen J. Valentine
Blending Leadership
Cover
Praise for Blending Leadership
Preface
Acknowledgments
About the Authors & the Artist
Authors
Artist
Introduction
The Case for Blended Leadership
Leadership Anthropology and Learning: Looking Back, Looking Around, Looking Forward
Ahmad's Magic Card Case
Why We Need a Core Set of Beliefs, Especially in The Digital World
Belief #1: Blended Leaders Engage with Thought Leaders and Engage as Thought Leaders
Crotty's Wrestling
Broader Entanglements
Walking the Oregon Trail
Networking, But Not That Kind
Pyramid Searching For the Greater Good
Our Learning Process Made Visible
A Proof of Concept
Belief #2: Blended Leaders Design Spaces and Care for Spaces
IKEA Boxes and Garbage Cans
Something Everyone Can Use
A Platform for Professional Growth
Monitoring Successful Ventures
Managing by Surfing Around
Where the Fish Are
Beyond Designing and Caring for Spaces
Belief #3: Blended Leaders Reject Insularity and Embrace Sharing
Riding With Tom Nammack
The Business Case for Humility or Q + BA = (I)2
Asking Old Questions to New People
Building Small Public Work Groups
Building, and Contributing to, Large Public Work Groups
Public Troubleshooting
Troublefinding and Troubleshooting
Bug Bounty
Learn to Share, Mix to Distribute
Sharing and Not Sharing
Blended Leading With Digests
Blended Leading with Templates
Saving Our Assets
Mindful Organizing, Mindful Organizations
Belief #4: Blended Leaders Challenge Meeting Structures and Change Meeting Structures
“Too Small to Do Anything Hard in”
What to Do About Meetingocrity?
Face-to-Face (F2F) Meetings
The Dance of the Blended Leader
Belief #5: Blended Leaders Articulate a Mission and Advance a Mission
If a Mission Falls in yhe Woods
Between Two FERNS and WTF
Dad's Old Radio—for the Masses
Dr. Gray Smith Reaches for the Pneumatic Nail Gun
Bill Stites's Social Numbers
Binge Watching with Jennie Magiera
Microstorytelling: Working More Versus Working Different
Measuring Faith to Have Faith
Cautionary Tale #1: If you Don’t Do IT, Someone Else Might
Cautionary Tale #2: Playing the Long Game
Belief #6: Blended Leaders Keep the Off-ramp Open and Use It Frequently
Non-doing Space
Highways and Off-ramps
Leading Others As You Were Led
The Habit of Wearing your Habits Lightly
Teach Others to Wear Their Habits Lightly, Too
SAMR As the Anti-Habit Habit
The Moral Component
Talking With the Tech Rabbi
Conclusion
Contexts
Limits
Spread the Screwdrivers Around
Off Role
Profiles in Exactly That
“Both–and”
References
Index
End User License Agreement
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Cover
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Praise for <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg" xmlns:ibooks="http://vocabulary.itunes.apple.com/rdf/ibooks/vocabulary-extensions-1.0">Blending Leadership</i>
Table of Contents
Cover
Praise for
Blending Leadership
Preface
Acknowledgments
About the Authors & the Artist
Authors
Artist
Introduction
The Case for Blended Leadership
Leadership Anthropology and Learning: Looking Back, Looking Around, Looking Forward
Ahmad's Magic Card Case
Why We Need a Core Set of Beliefs, Especially in The Digital World
Belief #1: Blended Leaders Engage with Thought Leaders and Engage as Thought Leaders
Crotty's Wrestling
Broader Entanglements
Walking the Oregon Trail
Networking, But Not That Kind
Pyramid Searching For the Greater Good
Our Learning Process Made Visible
A Proof of Concept
Belief #2: Blended Leaders Design Spaces and Care for Spaces
IKEA Boxes and Garbage Cans
Something Everyone Can Use
A Platform for Professional Growth
Monitoring Successful Ventures
Managing by Surfing Around
Where the Fish Are
Beyond Designing and Caring for Spaces
Belief #3: Blended Leaders Reject Insularity and Embrace Sharing
Riding With Tom Nammack
The Business Case for Humility or
Q + BA = (I)
2
Asking Old Questions to New People
Building Small Public Work Groups
Building, and Contributing to, Large Public Work Groups
Public Troubleshooting
Troublefinding and Troubleshooting
Bug Bounty
Learn to Share, Mix to Distribute
Sharing and Not Sharing
Blended Leading With Digests
Blended Leading with Templates
Saving Our Assets
Mindful Organizing, Mindful Organizations
Belief #4: Blended Leaders Challenge Meeting Structures and Change Meeting Structures
“Too Small to Do Anything Hard in”
What to Do About Meetingocrity?
Face-to-Face (F2F) Meetings
The Dance of the Blended Leader
Belief #5: Blended Leaders Articulate a Mission and Advance a Mission
If a Mission Falls in yhe Woods
Between Two FERNS and WTF
Dad's Old Radio—for the Masses
Dr. Gray Smith Reaches for the Pneumatic Nail Gun
Bill Stites's Social Numbers
Binge Watching with Jennie Magiera
Microstorytelling: Working More Versus Working Different
Measuring Faith to Have Faith
Cautionary Tale #1: If you Don’t Do IT, Someone Else Might
Cautionary Tale #2: Playing the Long Game
Belief #6: Blended Leaders Keep the Off-ramp Open and Use It Frequently
Non-doing Space
Highways and Off-ramps
Leading Others As You Were Led
The Habit of Wearing your Habits Lightly
Teach Others to Wear Their Habits Lightly, Too
SAMR As the Anti-Habit Habit
The Moral Component
Talking With the Tech Rabbi
Conclusion
Contexts
Limits
Spread the Screwdrivers Around
Off Role
Profiles in Exactly That
“Both–and”
References
Index
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
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