Portfolio Portfolio PresentationPresentation
David Heise
16 July, 2004
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OutlineOutline
1. IntroductionQuestions?
2. Vision StatementQuestions?
3. CompetenciesQuestions?
4. ConclusionsFinal questions and wrap-up
http://dheise.andrews.edu/leadership/ then Logon
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1.1 Where it all began1.1 Where it all began
I have worked in a variety of positions, all in Data Processing / Information Technology
Academics – all science and technology: Bachelor of Science (London) – 1969 Master of Engineering Science (Newcastle) – 1974 Master of Computing (Macquarie) – 1998
Seeking a relevant doctoral study program(see IDP Vision Statement)
1. Introduction
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1.2 The e-journey1.2 The e-journey
Learned web authoring – Summer, 1997 Joined the program Summer, 1998
Worked on IDP Jul-Aug, ’98, then Mar-Jun, 99
Started Leadership Portfolio on webOct 1999, converted IDP to HTML for the webKept original in Word, published with hyperlinks
1. Introduction
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1.2 The e-journey (cont)1.2 The e-journey (cont)
Why a web portfolio?Why a web portfolio? Writing and filing electronically:
for search and retrieval nothing can ever be lost!
for active cross-reference links every document is linked into the whole, possibly
in multiple places
For distributed accessFor faculty and regional group members
1. Introduction
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1.3 The technology1.3 The technology
Distributed but controlled accessDistributed but controlled access Valid logon required Access permissions are associated with each
username All of the HTML displayed in this site is passed
through a filter program (dh.asp) This checks a user’s permissions before
displaying the requested document Eg, Personnel development initiatives and results
1. Introduction
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1.3 The technology 1.3 The technology (cont)(cont)
Portfolio StructurePortfolio Structure IDP is fully interlinked with the portfolio The plan is repeated in the portfolio Index pages have consistent navigation and
layout “breadcrumb” trailcurrent competencysearch link
1. Introduction
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1.3 The technology 1.3 The technology (cont)(cont)
Portfolio StatisticsPortfolio Statistics
1. Introduction
HTML # files size (KB)Authored 887 18,759Non-authoreed 84 1,580
Non-HTMLWord 41 3,977Excel 24 1,565PowerPoint 26 5,520Acrobat 84 33,923Graphics 674 8,668Other 94 4,566
Total 1,914 78,558
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1. Introduction – Beginnings, Journey, Technolgy
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2. Vision2. Vision
2. Vision
Continuing to do business as usual will generate no improvement. Corporate cultures are typically very resistant to change, and to successfully bring about change through Data Warehousing represents a challenge that will be a good test of leadership. (from my IDP)
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2. Vision Statement2. Vision Statement
Leadership is about infusing energy and vision into a team and building an environment that results in excellence in the achievement of shared goals.
Personal goals for leadership: To develop as an effective, caring leader. To help others reach a sense of achievement and
fulfillment. To develop and grow into a more complete and
balanced person, balancing work and family, and including the spiritual and recreational
2. Vision
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2. Vision
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3. Competencies3. Competencies
1. Effective teacher/instructor
2. Dynamic change-agent
3. Effective organizer
4. Collaborative consultant
5. Reflective researcher
6. Competent scholar(wording is 1998)
3. Competencies
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3.1 3.1 Effective teacher/instructorEffective teacher/instructor
Cooperative Learning for Adults Designing & teaching IT & MIS courses Using PowerPoint effects Using technology to “teach” Carol “Technology Task Force”
3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor
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3.1 Authors3.1 Authors
David Johnson, Roger Johnson, and Karl Smith
Parker Palmer Brian Haggerty Thomas Armstrong Gary Williams & Robert Miller Edward de Bono Stephen Covey
3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor
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3.1 Changes3.1 Changes
Applications of learnings from instructional theory
Accommodations
3. Competencies – 1(a-c) Effective teacher/instructorEffective teacher/instructor
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3.2 3.2 Dynamic change-agentDynamic change-agent
Strategic PlanningAndrews University Information Technology Services
Data Warehousing HR in ITS Communications and PR examples
3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent
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3.2 3.2 AuthorsAuthors
Eric Abrahamson Ken Blanchard Curt Coffman Stephen Covey Gary Hamel David Hutchens Daniel Goleman
Spencer Johnson Jaclyn Kostner John Kotter Tom Peters Noel Tichy Margaret Wheatley
3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent
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3.2 3.2 ChangesChanges
Thinking and communicating strategically Building relationships and trust Fostering happy, effective workplace
3. Competencies – 2(a-c) Dynamic change-agentDynamic change-agent
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3.3 3.3 Effective organizerEffective organizer
Restructuring IT, both at Andrews University and at Sanitarium
Facilitator/Advocate roll in CSIS restructuring at AU
Guiding allocation of IT resources Development and application of computer
use policies
3. Competencies – 3(a-c) Effective organizerEffective organizer
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3.3 3.3 AuthorsAuthors
Curt Coffman Stephen Covey Jonathan Day and James Wendler Gary Hamel Jaclyn Kostner John Kotter Nicholas Carr Louis Fried
3. Competencies – 3(a-c) Effective organizerEffective organizer
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3.3 3.3 ChangesChanges
Better understanding of role of trust and relationships in:Organizational restructuring IT policy development and deployment
I am better at my job because of this programAligning and prioritizingBudgeting and allocating
3. Competencies – 3(a-c) Effective organizerEffective organizer
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3.4 3.4 Collaborative consultantCollaborative consultant
Presented paper at SCT Summit 99 Spokesperson on IT Evaluation & Assessment with Jim Tucker Employee Performance Appraisal Process 1 + 2 ≠ 3 and AHP
Decision-making processesTry it out
3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant
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3.4 3.4 AuthorsAuthors
Australian Institute of Management
Corporate Plus Edward de Bono Ernest Forman Daniel Goleman
Jaclyn Kostner Department of Human
Resources, U of Melb Betty Wallace Margaret Wheatley Gary Williams and
Robert Miller
3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant
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3.4 3.4 ChangesChanges
I am more conscious of the “listening” part of communication
Performance evaluation is more about inspiring others to reach their potential than measuring them against “standards”
I feel much better equipped to evaluate alternatives and make good decisions
3. Competencies – 4(a-c) Collaborative consultantCollaborative consultant
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3.5 3.5 Reflective researcherReflective researcher
First job – 8 years at Australasian Food Research Laboratories
Designed ANOVA and RSM experiments Analyzed and interpreted results for other
scientists Took Issues in Education Research in 1999
Broadened my understanding of the academic rigor associated with good research
Took Introduction to Qualitative Research in 1999 Introduced me to new forms of research
3. Competencies – 5(a-c) Reflective researcherReflective researcher
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3.5 3.5 AuthorsAuthors
E. W. Eisner Arthur K. Ellis and Jeffrey T. Fouts Sharan B. Merriam Mildred L. Patten Fred Pyrczak
3. Competencies – 5(a-c) Reflective researcherReflective researcher
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3.5 3.5 ChangesChanges
Courses I have taken, along with interaction with faculty at Andrews, have built on my early training and experience,and have added more structure and rigor.
Regarding data-driven decision making, I now have tools for studying some of the softer people issues, those that can be measured qualitatively but not quantitatively.
3. Competencies – 5(a-c) Reflective researcherReflective researcher
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3.6 3.6 Competent scholarCompetent scholar
Thinking philosophically Learning and decision making The adventure begins – What is
leadership? How do social systems work in an
enterprise? Technology rules!
3. Competencies – 6(a-e) Competent scholarCompetent scholar
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3.6 3.6 AuthorsAuthors
Accel-Team.com. Blanchard, Ken and
Bowles, Sheldon. Cooper, Robert. de Bono, Edward. Goleman, Daniel,
Boyatzus, Richard and McKee, Annie
Harvard Graduate School of Education
Hutchens, David. Knight, George R. Ozmon, Howard and
Craver, Samuel M. Perkins, David N., Jay,
Eileen and Tishman, Shari.
Williams, Gary A. and Miller, Robert B.
Wren, J. Thomas (Ed.).
3. Competencies – 6(a-e) Competent scholarCompetent scholar
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3.6 3.6 ChangesChanges
Better understanding of thinking and learning processes
Better understanding of issues that are “bigger” than just the factsPersonal philosophiesCorporate culturesWho I can be and should be as a leader
3. Competencies – 6(a-e) Competent scholarCompetent scholar
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3. Competencies
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4. Conclusions4. Conclusions
Discoveries made – “ah ha” moments Distinctively unique Personal best and comparisons Thinking and influencing
Summary
4. Conclusions
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Distinctively uniqueDistinctively unique
“I praise you because I am fearfully and wonderfully made; your works are wonderful, I know that full well.” Psalm 139:14 NIV
Gregorc and Myers-Briggs Each person is different from, but not
better than, others Value the differences
4. Conclusions – Discoveries made
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Personal best and comparisonsPersonal best and comparisons
The Poisoned Apple: The Bell Curve Crisis Why blame normal distributions and statistical
averages? Measure ourselves against our own potential II Corinthians 10:12, “For we dare not make ourselves
of the number, or compare ourselves with some that commend themselves: but they measuring themselves by themselves, and comparing themselves among themselves, are not wise.”
4. Conclusions – Discoveries made
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Thinking and influencingThinking and influencing
Different styles for Thinking – Gregorc, Herrmann, Perkins &
Tishman Learning – Gardner, Perkins Making Decisions – Williams and Miller
Counterfactual Thinking Word-processor decisions
4. Conclusions – Discoveries made
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SummarySummary
Leadership is:a position of service to othersservice to others
not:a position of power over otherspower over others
4. Conclusions – Summary
This is the leadership and greatness modelled by Jesus (Phil 2:3-8).
I pray that this is the kind of leader I am becoming.
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““A Servant Leader”A Servant Leader”
“What is leadership? It’s an influence process – any time you are trying to influence the thoughts and actions of others toward goal accomplishment in either personal or professional life you are engaging in leadership. Given that definition, you can see that Jesus is our model for leadership wherever we go – not just at work.” – Ken Blanchard and Phil Hodges in “A Servant Leader”
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