SPEC Class Final Assignment
- What do you remember most about your involvement in the course?
- Where did you struggle or feel challenged?
- What "a-ha" moments did you have?
- What have you gained personally from your involvement - what was your most significant "take-away"?
- How has the course made you think about your work differently?
- How has the course made you practice differently in your organization?
As I think back on our past three semesters (!) of the SPECs project, I am amazed at how much we discussed, dissected and learned....yet the surface was barely scratched! What I remember most is the candor, the insights and REAL issues surfaced and discussed. As I mentioned several times, for me, the class was truly a "relief" valve .... frustrations aired are still frustrations, but at least I was able to capture perspectives and suggestions from others. I struggled with being a good student and keeping up with all the readings diligently. The irony is that, of course, when I began to read the assignments that I sometimes waited til the last minute to do so -- I, of course, had MANY a-hah's.....So much is so applicable. I frequently quote Forces for Good and note when I am in the midst of "speciness." The challenges that I felt still surface on a daily basis. Conceptually, I accept and embrace SPECs. Turning the thoughts into action, however, are some times daunting. Perhaps if EVERYONE had a reading list, this would dissipate?! Another difficulty I have is in letting go of the "directing" role as part of the T-Team. However, in doing so, the T-Team seems to be floundering. So the cross-roads I am at.....do I be "the leader" and lead us to strength, empowerment and community change OR do I allow us to continue to meet and talk and meet and talk. If I am this frustrated, I know the others are. So, what I have decided is that I will ask the T-Team to decide. Pretty SPECY of me, huh? Regardless of the decision, I will gently guide the group toward a tangible project.....
Of all that I have learned, I think my most significant take-away is that none of this needs to be done in a vaccum. While the class may be over, the readings, discussions and collegialism need not be. I still can interact - and hope to do so - with Isaac, Ora, Scot and Adriene. Of course, the connections made with the individuals from the other organizations were and are incredible. One of the hazards of being an organization's leader is that, at least under the traditional model, she or he sometimes feels very alone in the decision-making process and in what happens in organizations ("The buck stops here."). SPECS reduces this aloneness, I have found, and allows the conversation to be spread throughout the organization. I've always known that I do not have all the answers....I still know this, but now I realize that's okay....I can depend on others to help surface thoughts that can lead to strength, empowerment and community change.
5 Comments
Hi Catherine,
Thanks for sharing your struggles with leadership in the t team. I feel the dilemma of not wanting to take control of the t team but not wanting to lose momentum either. I wonder about sharing this very dilemma with the t team. You may have already done so, but I was wondering about saying to the t team what you just said in your reflections: "Folk, I don't want to be in charge of the team, but sometimes I have this dilemma that if I don't take charge I worry that we won't accomplish much. Is this just in my imagination? How do folk feel about that?"
I believe in sharing with the team how we feel about our work together. I know that it is easier to say than to do, but it's not fair for just one person, you in this case, to carry the burden of making the t team operational and successful. I'd be curious to know if this makes sense.
Dear Isaac,
I was actually considering doing this...great minds..... Thanks for your suggestion because this reinforces that I am probably on the right track. A new dilemma....when are decisions "management" and not T-Team..... I"m getting push back because of a change in staff that I made. I don't think the T-team can/should get into personnel decsions.
Dear Catherine:
I have really enjoyed reading your honest reflections and your expressed dilemma of how much leadership to assume at the T-Team. I agree that turning the ideas and ideals into tangble action is the most challenging part - and one that the t-team is currently grappling with. acknowledging that the t-team is "stuck" or floundering, to use your words, is probably a good place to start. Involving the others in this dilemma would at least put it on the table for discussion. I have really enjoyed working with you over the past two and a half years and am truly impressed with your exceptional leadership abilities. You have cotributed so much to our SPEC class and I personally have learned a lot from you. I look forward to our t-team retreat at the end of the month and to continued involvement with Switchboard. I agree that the readings, discussions, and collegialism need not end with the course.
Ora Prilleltensky
Hi Catherine,
I believe that as management you have the prerogative to make decisions about personnel. I would just make it transparent to the t team why some decisions are yours, as director, and not theirs (confidentiality, managerial decision, etc.). What I find useful is to name certain dynamics, such as: "folk, I feel some of you wonder why I did this, or that. Let me tell you: As ED I felt that I had to do this for the health of the organization, etc. etc" After I would call the dynamic, and give an explanation, I would ask the group: " Does that help?" Do people in the team have any questions about that?
I feel that subtle dynamics can be very disruptive if they are not addressed. Once you talk about the elephant in the room, the elephant shrinks in size.....
good points all!
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