The U

I just watched "The U" 30 for 30, streaming on Netflix.  I need to look up the details to find the bibliography.

I was struck by a few things:

Coaching leadership:  There were subtle differences between the 3 coaches documented in the film.

Recruiting:  The first coach used the community for recruiting.  Miami was in the midst of incredible racial tensions, including killings and riots.  At the same time, high school football was huge.  (I believe it still is.)  The youth of these neighborhoods recognized that football was one way for them to get out.  The white coach went into the impoverished neighborhoods and recruited these young boys.  This provided him a team of talented, hard-working, local boys.  At the same time, these boys grew up in crime-ridden neighborhoods and for some of them, crime, lying, and cheating were just ways to get by.  Some of them felt this even more when, much like the Fab Five, they realized how much money the University (and the city of Miami) was making off of them while they were only provided the bare minimum (tuition, books, room, board).  For those of them with families / children, the bare minimum for themselves was not enough.  (Plus, as there is no minor league to go to instead of the NFL, there is no reason these boys HAD to have academic ambitions.  For the ones who did/do, the education and educational resources provided may have been enough of a benefit.  For those who did not have academic ambitions, there was no reason not to take money from boosters, such as 2 Live Crew.  This was just their way to get into the NFL.  And the U did put plenty of players in the NFL.)

"Office" culture:  The 3 coaches did promote different team cultures.  Some promoted the showmanship.  And none of them ever had high disciplinary expectations for the team.

I am curious to think about various team cultures and leadership through coaching in big and small sports programs, particularly at the college level (as I am focusing in Higher Education).

What Is Resistance-Free Change?

"Albert Einstein said, 'We cannot solve our current problems using the same level of awareness that created them.'"  (12)

What Is Resistance-Free Change?

"'There can be no organizational transformation without personal transformation.'"  (Dr. Edward Deming)  (11)

What Is Resistance-Free Change?

"Great cultures are passionate, purposeful, and fun.  Organizations that have such cultures routinely lead their markets."  (10)

What Is Resistance-Free Change?

"When you study unsuccessful change efforts up close, one common pattern emerges:
"1.  The more obvious, tangible, and relatively easy-to-address aspects of the change are tackled.
"2.  The invisible, intangible, risky, and ultimately most powerful aspects are ignored."  (3)

What Is Resistance-Free Change?

"It is not inevitable or natural for people to resist change."  (3)

What Is Resistance-Free Change?

Klein, E.  (2008).  What is resistance-free change?: Why 75% of change efforts fail & how you can succeed.  Dharma Consulting.

The Allegory of the Cave

"Yes, he said, I think that he would rather suffer anything than entertain these false notions and live in this miserable manner."  (3)

The Allegory of the Cave

"And first he will see the shadows best, next the reflections of men and other objects in the water, and then the objects themselves;"  (2)

The Allegory of the Cave

"Will he not fancy that the shadows which he formerly saw are truer than the objects which are now shown to him?"  (2)

The Allegory of the Cave

"To them, I said, the truth would be literally nothing but the shadows of the images."  (2)

The Allegory of the Cave

"It's true that many people around you now may think you are weird or even a danger to society, but you don't care.  Once you've tasted the truth, you won't ever want to go back to being ignorant!"  (introduction, 1)

The Allegory of the Cave

Plato.  The allegory of the cave.

Is Real Change Possible?

"...when training is delivered in this manner it can produce backlash - either overtly or in the more insidious form of organizational cynicism that labels the training as 'flavor-of-the-month.'"  (4)

Is Real Change Possible?

"'Culture eats strategy for lunch.'"  (4)

Is Real Change Possible

This means giving full attention to the neglected quadrants of personal meaning and culture.  It also means setting clear standards for behavior and performance while also adjusting the organizational structure and processes to both reflect the cultural values and support desired results."  (3)

Is Real Change Possible?

Quadrant 4: Systems & Structure

"This is the quadrant of organization design, technology, workflow, policies and procedures, metrics, reward systems, and regulations."  (3)

Is Real Change Possible?

Quadrant 3: Culture
"This cultural domain focuses on the interior, often hidden, territory of our shared assumptions, values, and "unwritten rules."  (3)

Is Real Change Possible?

Quadrant 2: Skills

"This dimension is where leaders pay attention to developing skills, defining competencies, and nurturing habits that promote peak performance."  (3)

Is Real Change Possible?

Quadrant 1: Personal Meaning

"In this dimension leaders attend to inner development, recognizing that no substantive change in the organization is possible without a change in personal meaning or identity."  (2)

Is Real Change Possible?

Individual / Collective
Subjective / Objective

Individual Subjective: Personal Meaning & Engagement
Collective Subjective: Culture & Shared Values
Individual Objective: Skills & Behaviors
Collective Objective: Systems & Structure

(2)

Is Real Change Possible?

Klein, E.  Is real change possible?

LEAD 600 - T. Monroe