Innovation

We began the 2015 Tuesday Readings with a series of readings focused on being intentional.  A week later, we focused on being intentional about developing new practices to strengthen our leadership.  We next focused on the art of saying “NO,” about being intentional in adding to your deliverables.

Ten years ago today, the first workshop of the first MOR IT Leaders Program, held at the University of Chicago, came to an end.  Beth Hayes, Penn State participant in that first cycle, has written of that time:

The Tuesday Reading today is “3 Underappreciated IT Leadership Skills?”, a commentary appearing this past July in Information Week.  The essay’s authors are Whitney Hischier and Rajiv Ball, lecturers at the UC Berkeley Haas School of Business where they teach the Business Leadership for IT Professionals program.

Great reminder from Harry Kraemer, professor at Kellogg School of Management, on keeping things simple, shared at MOR's 2012 conference.

Justin Rhodes, associate professor of psychology at the University of Illinois at Urbana-Champaign, tells us that excercise can be the answer.  The essay appeared in the Scientific American.

In “Forget The Mission Statement:  What’s Your Mission Question?”,  Warren Berger challenges us to consider responding to a set of mission questions instead of writing a mission statement that is so general it can apply to almost anything.  He argues that mission questions provide a reality check on whether you are staying true to what you stand for and aspire to achieve.  

It is a fundamental principle that leadership in today’s higher education environment must be collective, concurrent, and collaborative.  To make that happen, campuses need to create, nurture, and sustain communities in which leaders at all levels can be successful. On day three of the 2013 MOR IT Leaders conference, the morning session focused on building and sustaining leadership communities. Stanford University, the University of Iowa, and the University of Minnesota each described their approach to building these vitally important community environments.  

In Warren Berger’s Harvard Business Review blogs essay, he writes that his work has led him to conclude that the three words “how might we …” unlock our creative juices.  He notes that too often our language with phrases like “How can we do this?” and “How should we do that?” imply judgment:  Can we really do it?  Should we?