Yes Paula I'm interested in communicating the sources and culture of RSC and ROOTs,
I've been thinking about leadership with in the development of RSC Learning Exchanges. I'd like to flesh out some thoughts and see/hear the groups thoughts.
The first point of leadership is taken when conceiving a facilitating team for an RSC LE. Volunteering to lead, asking someone to co-lead as well as asking people to take on the jobs of leading are all actions of leadership. The diversity of a team and meeting the needs of the serving population are concerns for us.
From my observation once a team is established, a design team emerges. That design team can be collaborative in creation through discussions, or one person may write up a design framework that is presented to the team for review to give input and discuss roles in leading the actual exchange. Who leads in public can be important. For instance in Orangeburg, the RSC Team thinks it is important for Ebony and Shon to do most of the performative leading.
How a collaborative process works depends on the team and individuals' availability. The design process is usually the fun part as well as the actual LE. The other jobs include a coordinator, communicating logistical details, making meeting dates, typing up documents, ie evaluations, flyers, release forms etc, making sure they are printed, making sure needed supplies are available, food and housing, the budget, and the final report.
Someone may delegate these task/needs, and it is with in all the "roles" of Host and Lead that these jobs that roles have been allocated. Shadow role was created to recognize people who are new to the process who want to learn about the process in order to eventually take on more responsibility.
Leadership may live with in all these jobs and roles. Responsibilities may shift with every LE depending on who is available and what the skills of the team are, but someone must make sure all of the necessary tasks are completed. This job is presently officially the job of the Lead.
The exchange of learning during the actual LE occurs through story telling, partaking in dialogue mostly after participating in activities, and/or in the sharing of art. The exchange of learning may occur through out the whole process of preparing, implementing, and following up on a LE for a team. Team members may learn about each others' learning and communication styles as well as their culture.
Often who did what is finally determined by the end of the LE. That is when the budget gets adjusted to try to balance the income with who did the work because it always appears to be different.
This process appears to demonstrate the principle of shared power. Partnership happens through the capacity of the team to be able to share responsibilities. Ideally every one gives, meeting their personal potentials and creating the blossom of something that couldn't be done alone.
This passage seems pertinent from Coaching Leadership Learning Through Partnership by Jan Roberston
The concept of professional partnership"Approaching leadership learning through the concept of partnership means entering a relationship as an equal learner. It requires a willingness to be present to the leadership context and to relationships, in order to learn to become more effective ... It requires a willingness to listen, to change and adapt, and to connect and engage others in the learning journey. It is about relationships - leadership is relational. The building of these relationships is the essence of social capital (Caldwell and Spinks 2008) and the basis for trusting respectful learning cultures that are open to challenge and change
Peace. Hope
