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ORGL 530: Servant Leadership

     I chose to apply to Gonzaga in large part because of the Servant-Leader concentration, so I enrolled in this course my first semester to learn more about it and to determine if my initial instincts were correct. I was lucky enough to take this class with Dr. Spears, who truly lives what he teaches. I was encouraged and challenged every step of the way. During this class I started to find myself identifying servant-leadership in places I did not expect to – my husband and I were binging Criminal Minds (don’t judge, it was the pandemic, there was a lot of binging), and watching the interactions of the BAU through the lens of what I was internalizing in class added a deeper layer, and allowed my husband and I to have some real conversations about what servant-leadership is, and why I had chosen this school and this concentration.

     Looking back over my discussion board posts and papers from this class, it is clear that the concept of motivation was one that was singing to me. Greenleaf suggests that our mutual desire for wholeness and our search for self-healing is a key piece of the relationship between servant-leaders and those they lead. Those who do not understand servant-leadership think that it has to do with self-sacrifice and even perceive it as a demonstration of weakness. In reality, as Horsman points out, if there was no personal benefit to serving-first, the concept would not have survived. In order to better understand our personal motivations, he recommends we reflect on how we feel when we serve, how we feel when others serve us, and when we have the desire to pass the love on, because the feelings of compassion, gratitude, and joy we experience in each of these situations affirm our sense of worth-fullness, and directly contribute to a life that is fulfilled and meaningful.

     I believe very strongly that understanding “the why” of something – whether that something be a rule, a policy, a decision, an action, or a feeling helps us to better build authentic and loving communities and the willingness and ability to express out whys makes us better leaders and better humans.

     During this class I found myself making many connections back to my readings from ORGL 600, especially with Wheatley. I saw a link between the way Greenleaf explains how he feels the presence and/or absence of the spirit and the way Wheatley shows us that we can see how well an organization’s culture, values, vision and ethics are internalized through observing and measuring the actions of those within the organization. The reminder of the power of the invisible forces that surround us is powerful.

ORGL 522: Leadership, Community, Collaboration & Dialogue

     Just thinking about this class brings me a sense of peace. Which is a far cry from how I was feeling during our first gathering at the Abbey. My relationship with religion in general, and Catholicism in particular, has been…complicated. My mother grew up Greek Orthodox, as was her first husband. They divorced when she was 30. She then met and married my Jewish birth father, converting as part of the deal. Eleven years later they divorced, and she returned to her Greek roots. In her late 40s she married my stepfather, my dad, who was also Jewish. During the first 20 years of my life, I attended church and synagogue (with a brief stint in Hebrew school). I leaned towards an Orthodox church in my teens (cute altar boys) until the priest cornered me to ask about my mom’s marital and religious status. In college I had a fling with an Assemblies of God church (again, there was a boy) but neither the boy nor the church worked out. My first husband’s family was Catholic, so I went through RCIA at 25 to please his family and was married in the church. A divorce (sans annulment) seven years later and a second marriage by an internet-ordained friend cemented my lapsed status. When I participated in the March for Women on my 41st birthday the sign I held exclaimed my beliefs in equality, love, and science, all of which, in my experience, put me at odds with core beliefs of the Catholic church. I share all of this to explain that it did cross my mind to look out for lightening strikes during my time in Valyermo.

     Throughout the immersion it really struck all of us that monks…they’re just like us! In a work organization they struggle with role clarity, communication, group dynamics, priority setting, burnout – everything “normal people” struggle with. The fact that they also live together only adds layers of complexity to the properties and forces at play in the community. Our group had a discussion towards the end of our immersion in which it came out that most of us had struggled explaining to our friends and family why we would choose to spend nearly a week at a monastery in the high desert of California where we would be expected to be silent and/or at religious services for a good portion of our time. Dr. Carey shared with us that this was really the norm for students who took the class, and that in some ways it wouldn’t be any easier to explain when we got home. My experience at the Abbey is, in many ways, inexplicable, because the self-awareness, growth, and increased content knowledge are all tangled together. I remember telling my husband in our first dinner out after the retreat that everything felt so loud. I was so much more content to listen and observe. It’s a feeling and a state of being I am actively working to hold on to.

     The post-immersion discussion board for this class resulted in one of my favorite exchanges throughout my time at Gonzaga. It started with an annotated question I posted about Block’s text that I entitled “Conversations: Beyond Words.” This is clearly where my brain started putting together what I hope will be the focus of my PhD research. I talked about a Netflix special in which the comedian talked about how the language we have created regarding female empowerment is more rooted in the infantilization of women than it is in their actual empowerment. She called the whole phenomenon glitter language and made the point that we would never be okay with people talking to us that way in real life in our professional world. I connected that to Block’s sharing of Werner Erhard’s assertion that all transformation is linguistic, and that if we want a change in culture, we must be prepared to have a conversation we have not had before. Block builds on this later by defining conversation as not only speaking and listening, but also the designs of our buildings and public spaces, the way we inhabit and arrange our rooms and private spaces, and the space we give to the arts.

     As a society, we must choose our language and our conversation deliberately and with intention. If a company has shelves of motivational signage and required sexual harassment training, but women make up only 10% of its management, what is the actual conversation that company is having with its employees.  When our lower-income neighborhoods are food deserts and their schools lack educational materials and functioning HVAC, what is the conversation our politicians and school boards are having with those communities? This moment in this class is when my fascination with the need for consistency between spoken and lived values solidified.

ORGL 537: Foresight & Strategy

     This course honestly felt a little like two courses in one. There was the course in which we dove into Scharmer’s Theory U Process, the cycles and trends which effect organizations, and the distinctions between prediction and foresight. Then there was the class that happened during the immersion. Before flying to Spokane, I printed out and read through my packet – social presencing? System sculpting? What anti-introvert craziness was this?

Reading about Theory U took me back to research I had done for my 615 Examin Conference – Senge had quoted Confucius, “To become a leader, you must first become a human being.” Tracking that quote down led me to Confucius’ teaching of the Great Learning, which is often translated as the seven meditative steps of Confucius. In it he presents the importance of knowing how to stop (https://agile-od.com/mmdojo/1615/confucius-knowing-to-stop). Scharmer took these seven spaces and evolved them into Theory U in which we must go deep into ourselves into a place of tranquility in order to access what we need to truly attain knowledge and understanding. When we are still, we are able to open our heart, mind, and will – and that allows us to gain an understanding of our world which increases our ability to practice foresight.

     The immersion itself changed my life. We were instructed to bring with us an explanation of a “stuckness” we were experiencing, and then we presented that stuckness to our small group, who then, after questioning to gain a better understanding, created and presented to us a dynamic sculpture from which we could learn. Yes, it sounds crazy and more than a little (as one of my cohort referred to it) woo-hoo. But for me it worked. Taking part in the process helped me to see a way through my stuckness, and I was able to return home and put a plan into action – leading directly to some incredible conversations with my mom and my husband, and ultimately to my applying to the Gonzaga DPLS program. The following semester, our instructor, Debbie Heiser, reached out to me and asked me to come back as a TA for the class. I jumped at the chance to deepen my friendships with her and my fellow TAs Joe and Ryan, and to be given the gift of (hopefully) being a small part of other students journeys towards Self.

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