Week 9: At the End...

At last, this day has come: the last day of this course. Especially, since the end of this term means the end of my sophomore, I really can't believe it!!

To finish up my learning experience of this course, I would like to recall our group's  final presentation...

So, we had Mai, Raku, Yuta, and me in our group. At first, it seemed almost impossible to merge our personal themes together as a group but somehow we found our way at managed to tie ourselves by "history". To be honest, I was a bit worried about group presentation because some of our group member were still working on their paper and actually didn't come up with their conclusion. But that worry was needless, they finally managed to finish and moreover, worked hard on making slides or making great packaging of the presentation. The result overwhelmed my initial expectation. 

In ICU, lots of courses require students presentation. What is required there is of course, contents and presentation skill. But as same as these two, team work ability is the hidden requirement. This is the point which can make presentation activity either interesting or tiring. 

Luckily at this course, all of our members were hard workers (I can say that for sure) but in other courses, that's not always the case....haha

Well, anyway, learning in LILTDY was really, an awesome experience. To me, it was more like a time to deeply confront myself. Knowing about oneself is definitely necessary to make one's life more decent. It was lucky enough for me to have some time for that during my university life.

Thank you, Shackleton,

Thank you, all the people who had learned together,

and of course, 

thank you, Ken:)

23, Feb. 2015   

Week 8: Brent's Guest Lecture

Week 8, we had a guest lecture by Brent A. Conkle, who has been consulting, training and coaching executives on leadership. At first, executive leadership seems not so much relevant to we university students' life but actually, he told us that being a good executive leader and having happy life as an individual is fundamentally same thing. And I think he's right: I do think skills necessary for good leaders can be interpreted as essential skills for ones' good life. 

I'll write this post just to share my result of the chart because it looks somewhat unique.

So, this is my result. Basically high scores in three areas: Integration, Development, and Baser...Baser is a little bit higher than other two, and extremely low score in "Results". One thing interesting was, Mai, who has spent lots of time with me in club, expected me to have highest score in "Results" but in fact, I didn't. 

To me, this result partially seemed convincing but at the same time, surprised me a little.
I expected myself to have high scores in Baser because I really love systematizing everything. You can hear how much I love using Excels in marshaling datas from my fellow members. I myself am aware of my this kind of tendency. Also, I think yes, I tend to come up with flexible ideas....sometimes lacking the feasibility.

However, I thought, and actually still now I think, I am not so good at integrating. Rather I though myself have more "Results" tendency. In fact, many times I was told from my friends or (Japanese) teachers that I am being too strict and harsh to others. Since that experience was not only one time, I've been trying to change that tendency. (Actually, to be honest,  to be said about this thing has now became trauma for me)

But as I spent almost one and a half year in Debating Community, which is really a competitive community, I came to acknowledge myself do not like such a competition so much and rather, I came to know that I prefer more "equality" or "peace". 

I dealt with Machiavelli in my essay, and his argument was one of the most convincing one for me. I do think that one sometimes has to be a fox in order to survive or in order to avoid being eaten by others. In that sense, I'm a realist. However, same as Machiavelli, I do not like doing this and if it's possible, than I would rather don't. But in order to live like that, precondition is all members of our community should share same peaceful view. 

I wish I can believe someday it will be possible in the entire world.

Week 7: The Marshmallow Challenge

"Marshmallow Challenge" - till last Monday, I've never heard of this name. Therefore, the moment I heard this term, I was like "....WHAT???" Actually, it was quite an interesting game that made me be aware of my role and behavior within a group once again. 

[What happened and my role within a group]

At the first challenge, our group made kind of success: at least we built a highest tower in the class. But this was just an average height. So, if we see this as a success, that may be due to our relatively quick start. On the other hand, if we see this as a failure, that may be due to our hesitance before we get started. Now, particularly my role in my group was generating the movement, I think. For instance, I tried to provide some ideas of the structure of the tower or tried to take an initiative in starting to build the tower. However unfortunately, I'm not so good at geometry so I couldn't make my proposal with strong confidence. But that didn't become a huge obstacle because other team members supplemented each other. This should be the largest reason of our success at our first try.
At the second challenge, we didn't really make any progress. I personally think this might be due to the decrease in the collaborative mood in our group. We kind of focused on our own working this time. I guess this has things to do with our boredom to this game...(omg, I might get in trouble lol) Well, in other words, I guess we lacked "stamina". 

[Lessons I got]

Actually, I thought myself do not  hesitate so much before taking an action but noticed that especially in the sphere I do not have much knowledge, I DO. Also, I, again, noticed my problem of lacking "stamina". So, from now on, I should one, intentionally try to have activeness in starting the action especially in the field I'm not familiar with and two, try to keep my motivation in team activity....

Week6: Chapter 8 "Lighten Up!"

"Find something to celebrate and something to laugh about."

Being realistic is of course necessary to survive, but at the same time, having optimistic view is necessary to keep one's motivation. And in order to be optimistic, tactics shown in this chapter are quite workable: find something to celebrate and to laugh about.

I think, celebrating something or laughing about something means sort of teamwork that nourishes the feeling of fellowship. The best moment people start to have the feeling of fellowship is that they do something together, especially something with big impact. That can be in the form of extremely hard work or ultimately exciting moment. The case dealt here is the latter one. And I guess everyone commonly has this kind of experience, such as school festivals. 

The notable thing of Shackleton is, I think, he was not only aware of this law but also intentionally utilized it by artificially creating or finding something to celebrate or laugh about.
In that sense, we can find the tactics of "enhancing" here again. (Please remember the two scenery pictures I posted before)

Now, reflecting back my personal experience, I'm not sure whether I was doing it intentionally or not, but I did have lots of moments of celebrating and laughing together with the members of org comm. For example, when I succeeded in making some kind of contract with party, I shared that incident with the members by the words of kind of mood-elevating. Also, quite often members shared things to celebrate or laugh about which is completely irrelevant to our group's worklol To be honest, I don't want to think that as a "tactics" of leadership, instead, I prefer to think it as just a natural incident between "friends", but from the academic view, yes this episode involved the component useful to talk about leadership tactics...

Week 6: Introduction

　　　 As long as human is human, people make families, groups, and societies. In other words, people live with people. In that sense, the concept “Leadership” has always been with human history. It can be dated back to ancient times such as argument of aristocracy made by Plato. “The Prince” by Machiavelli written in 16th Century, is also one of the most notable books regarding this theme. At 18th Century, the time when industrial revolution emerged, the fundamental structure of human society started to change. Unlimited arguments can be made regarding this age. The point relevant to the theme of this paper is, this was the very time where the concept of “Management” was given its birth (Bjerke 1999). These days, this word is mostly used in a business sphere. Numerous books regarding management have been published every year. One thing which is interesting is in these books the word “Leadership” and “Management” are often used as synonyms, or sometimes the implication of the word “Management” includes the concept of “Leadership”.

When we look back at the historical background of these two words, there is a distinct  fundamental difference in the essential concept of each word. It is predictable that this difference between the notion of leadership and management has a lot to do with the difference in the form of human aggregation between modern period and pre-modern period. It seems that being aware of the difference in leadership and management is useful and necessary for today’s leaders in terms of awareness of the difference prompts carefulness for both, neither can be forgotten,  and carefulness prevents forgetting.

This paper aims to clarify first, the difference between the concept “Leadership” and “Management” by tracing back the historical background of each. Next, it will explain the change of the form of human aggregation by mainly dealing with the Max Weber’s argument. Then, merging these two parts by setting the chapter that argues the difference between Leadership and Management. Chapter Ⅵ, the last chapter, will try to establish the lessons for today’s leaders followed by concrete case studies.

Week 5: Chapter 7 "Conflict"

" Master conflict - deal with anger in small doses, engage dissidents, and avoid needless power struggles."

Conflict - whether it appears in direct way or silent attitude, it is certain that this is the most difficult moment for the leaders. Also, it is true that for the group's sustainability, knowing how to manage the conflict is significant.

Dealing anger in small doses

I think it is a leader's role to be a "cushion" between the members. So in this sense, a leader not only has a role at the front but also at the back. In order to catch the germ of the conflict at the very first stage, leaders should regularly and carefully, watch the group. The book says, "...his keen awareness of the difference in people's personalities and needs was vital in minimizing destructive conflict among the crew." (p. 107) True, one's keen awareness do matter here. I think especially regarding this kind of ability, one's natural personality matters a lot compared to other sorts of skills introduced in this book. Because, I can't explain really, but one thing I can say is that, what leaders doing here is based upon feeling, not on something logical. 

Well, but leaving aside the question of whether we can capture the "moment" to take proactive action, at least we can scratch our noggin on "what concrete actions can we do?" I guess, again, knowing the personality of every single member of the group is important here and also, keep being informed of the current situation of the members: is he/she facing personal problem outside the group? is he/she feeling sick? Also, I guess having a member that tells you the situation about other members is also beneficial. As long as you are boss, it's hard to be at the completely same position as other members probably because of the emotional barrier. Therefore, having the friend with another level of perspective works. 

Engaging dissidents

One of the advises on book says "keep your personal opinions about people to yourself- and your closest advisers" I really feel that this is the point I have to improve. I think this is a matter of self-control - especially inevitable skill at political arena. The book showed us that you can "individually" talk to the person when you have him/her something to correct in their behavior. Now, I know its implication but once, I hated this kind of individual contact because to me, it appeared something like "lobbying". To clarify, I have negative image toward political lobbying because the image accompanying the word "lobbying" is "bribe". In fact, I heard lots of dirty things going on through lobbying in the debating community, which is really alike political arena. But now, I became more like realist, and do understand the necessity of individual contact - especially, the necessity to have a individual contact with the person who is at the confrontational standpoint: necessity to have a individual contact with dissidents.

Avoiding needless power struggles

I haven't experienced the situation like Shackleton such as being challenged of the authority, but do have an experience of severe conflict on vital issue that wasted lots of energy (endless quarrel that lasted for 3 hours till the 1 am) and bore almost nothing. Ever since that moment, I think I learned the choice of "retreat" or "truce".  

These tactics to confront conflicts helps us a lot. Nevertheless, it is still true that even with this tactics, leaders role in conflict situation is really heavy.

Leaders need to anyway creep the bumpy road with patience, determination, and passion...!

Week 5: Outline

So, this is my outline so far but it's tentative.
I'm going to especially develop more of the part "Ⅳ. Lesson's for Today's Leaders".

＊＊＊＊＊＊＊＊＊＊

Ei Miyauchi

Professor. Ken Enochs

RW Formal Outline

21 January 2015

Leadership and Management: Two Different Skills for Today’s Leaders

Ⅰ. Introduction

A. Back ground info (Leading to theme)

B. Show the structure of the essay

C. Thesis statement

Ⅱ. History of Leadership

A. Before Enlightenment

a. Plato's "Republic"

b. Plutarch's "Lives"

c. Sun Tzu's "The Art of War"

d. Machiavelli's "The Prince"

e. Hume's "Political Discourses"

B. Enlightenment

a. Hobbes

b. Locke ―English Revolution

c. Rousseau ―French Revolution

d. Result of Enlightenment： traditional authority of monarchs, lords and

bishops had begun to wane

C. Trait Theory

Ⅲ. History of Management

A. Industrial Revolution: Specialization

B. "Owner" and "Administrator"

C. Scientific Management: Frederick W. Taylor

D. Fayolism: Henry Fayol

E. Bureaucracy: Max Weber

F. Development of Management Theories

Ⅳ. Lesson's for Today's Leaders

A. What:  Leaders should be aware of the difference

a. Case Study

B. When: Smaller the group is, the more leader should be aware of both

a. Case Study

Ⅴ. Conclusion

Week 4: Chapter 4 "Stamina"

"Take care of yourself: Maintain your stamina and let go of guilt."

In order to overcome the obstacles, groups need sustainable energy and for that, leaders shouldn't forget about taking care of themselves, which is often too underestimated in contrast with its real importance.

However, from my personal experience, I think its quite difficult for leaders to keep the balance. 

In my case, in contrast with Shackleton, I think I'm good at taking care of my self but sometimes I "too much" take care of myself and probably resulting as a loss of my presence as a leader.

When I was too filled up with everything and feeling that I had no more capacity to deal with any more work, I told that to my junior staff not by saying directly but by showing certain attitude such as softly suggesting her to talk particular issue not to me but to other one of my peers. Since then, that junior staff apparently hesitate to bring any issue to me and instead, she's trying to solve or promote things by herself. This was not a preferable situation....actually it "is", since to tell the truth, its an on-going issue. 

Therefore, I now sometimes think that even if I actually did not have any more capacity, I should never show that to my members taking it as an obligation or role of a leader. 

Nevertheless, at the same time, I do think that it's an obviously case to avoid for the leader that keeping every frustrating feeling inside.

Therefore, I found the part "Find Outlets for Your Own Feelings" in the book pithy. 

I wrote the reflection note of the year at the end of 2014, and there I wrote that "this year, I was really helped by the lots of people around me giving me advice, always listening to my story with a sympathetic comment..." This meant that whenever I felt so depressed by the work as a Convener, I was helped a lot by the people around me (mainly they were not the members of my group). 

We do not have to tell every single situation or our feelings. Just telling part of the everything to someone and receiving warm words or wise advises is really, enough and effective. Actually, no other year than the last year I felt the preciousness of my reliable friends.

Essentially and basically, leaders are solitary. 

However, sometimes and in some cases, leaders should know how to reach for the help.

Week 4: Research Proposal

Leadership and Management: Two Different Skills for Today’s Leaders

The word “Leadership” and “Management” are often used as synonyms. However, looking back at the historical background of these words, each has a distinct meaning. The concept “Leadership” can be dated back to ancient times such as argument about aristocracy made by Prato. Also, “The Prince” by Machiavelli written in 16C, is probably the most powerful book regarding this theme. On the other hand, the concept “Management” is quite new, as it was born as a result of industrial revolution in the modern times, when owners became separated from administrators (Bjerke 1999). This paper aims to clarify first, the difference between the concept “Leadership” and “Management” and second, the concrete cases where both skills are needed. It seems that today’s leaders, the people who lead organizations, need to be aware of both Leadership and Management skills, have them, and utilize them.  Especially, when the smaller the organization is, the more important it becomes for leaders. Francisco and Bass points out the political traits of organization such as power, conflict, and coalition and also, political aspect of the leaders (2008). Chait, Ryan, and Taylor claims that there are three modes of governance (fiduciary mode, strategic mode, and generative mode) and that that is the most effective way (2005).

From the very beginning of this course, I had this question in me: What's the difference between Leadership and Management? Actually, the book I decided to read when I started my job as a convener was "Management" by Peter Ferdinand Drucker. To clarify my assumption here, I'm thinking that management deals with human's rational part, and leadership deals with human's emotional part. I think, even though we know there are emotional part and rational part inside us, we are neither always aware of it nor taking care of these two when we're in groups. So, I think clarifying the difference can be useful in terms of it enables us to be more effective and efficient in working in groups.

Week 3: Abstraction ＋ Emphasis ーthoughts related to "element 2: easy symbols"

As I promised to next write about element 2 in the previous post, I will ー but I would like to expand the scope a bit more so that I can think in a more flexible way.

So, we learned that easy symbols work well for the leadership. The question is, WHY? The answer is easy: "because they are impressive and therefore memorable".

I want to generalize this point into "what factors work well for the effective impression?"

ーmy answer is "Abstraction and Emphasis"

First, in order to give something strong and flamboyant impression, I think you have to abstract the essence, the core part of what you want to tell or show. Then, you have to emphasize it.

Let me show you some example.

A

B

These are photos both I took in Seoul, Korea. Basically these are taken in the almost same place and time...but don't you think B is more impressive?:D (Yes!)

A, I didn't do anything to this picture. B, I processed it.

Since what I wanted to trim from the scenery was the beautiful gradation of the sky, in the picture B, I emphasized the saturation. In other words, I "abstracted and emphasized".

I like processing these kind of photos because I think by processing, I can save not only the image of that moment but also the feeling and impression I had then. May be that's why so many people fell in love using apps like "Instagram" or "Pinterest" (actually I do love both lol)

Week 3: Chapter 2 "Symbolism and Personal Example"

"Set a personal example with visible, memorable symbols and behaviors."

I haven't studied philosophy before so this can be wrong, but human seems to have two natures: reason and emotion. Chapter 2 seems to be more focusing on leadership tactics for this human "emotion".

Basic idea from Shackleton stated in the chapter 2 is, as concisely shown in the quote above, two things: 1. personal presence 2. easy symbols work quite well to encourage groups.

Thoughts on element 1: personal presence

This reminds me of the argument about "charisma". Looking back at the history, so-called great leaders seemed to have this element. Personally, through their visible performances, "charismatic" leaders seem to send a silent message saying that they have two seemingly opposite traits (which work well to draw the fidelity from the members): "friendliness" and "force". 

The more the leader shows great sophisticated skills, the more people feel the leader afar since majority of the people are not that much "perfect".

Therefore, leaders need to in some way show that they are at the same place as them. When one of the member lost his mittens, Shackleton threw his. I thought this is one of the examples of leaders showing that they are at the same position with other members. By throwing his, he showed his will to the members that he too will suffer from the cold together with his member. 

Nevertheless, it is also true that when leaders show too much friendliness all the way up to the point that they completely loose their difference in their act from other members, this is not a good situation for the groups - in terms of confronting the Edge. 

My basic image of leadership contains the assumption of affirmation of the hierarchy at the end of the day. I mean, yes, leaders are not "Boss" (actually I've written about it in my previous post), but the fact itself that you are distinguishing "leader" from "members" can be interpreted as having that assumption. However, I do understand that from another point of view, this distinction is as same as difference in characters, whose difference doesn't have a competitive nature. So the point I wanted to make here is, as far as they are leaders, they should never forget about their unique role, which is different from that of the members. 

And I say, that is "force".

Well, but why in the first place leaders "need" force? I didn't mention it yet. I'll answer to it here.
I don't want to be like a totalitarian leader, but I think some of the points they made related to leadership were right. And one of them related to my point is that, human, in their nature, desire for the power on which they can rely on, or which removes their fear.
If leaders can supplement this hollow, then they can get not only rational support but also emotional attachment from their members.
Leaders are the ones who make decisive decision at the last moment and decisive decision often tend to entail antipathy. In order to minimize this antipathy, obviously which is not good for the atmosphere of the group and therefore not good for the group unity, building firm emotional relationships with members do matter a lot for the leaders. 

Because these two features are something opposite in their nature, balancing between these two become one of the tuff things for leaders, I think - and I actually feel. 

Thoughts on element 2: easy symbols

...I didn't expect writing till here takes this much time!!!

So, I'll write about this in my next post.

I sometimes forget about the time when I'm too absorbed in something......nah!