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Disruptive Leadership, Professor Paul Haywood

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Thu 25 Apr, 2013
University of Salford


Publié dans : Formation, Business
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Disruptive Leadership, Professor Paul Haywood

  1. 1. I HATE RICH ???????S FORBES RICH LIST UK – 11.4 bn IRELAND – 10.5 bn ITALY – 20.4 bn (Silvio Berlusconi’s fortune increased 100m last year) SPAIN – 57 bn GREECE – 3.3 bn Portugal’s wealthiest individual has a fortune 600,000 times greater than the minimum wage.
  2. 2. Six things for me to consider: I have a job and, therefore, very little time. (My mother was right) I only like the people I know – this does become more in number everyday but it’s still not very many. I’m not sure if it matters whether what I’m involved in is called ‘art’ or not – this is a constant source of concern. The people I do know; I really like. If I can’t help Rochdale make it to the European Champions League then I want to help somebody do something.
  3. 3. PERCY
  4. 4. DORIS
  5. 5. PERCY
  6. 6. DORIS
  7. 7. PERCY
  8. 8. “I need to follow these people because I’m their leader.” • Primarily we need to appreciate why? • How practical sociology works in practice? • What a citizen perspective means in reality?
  9. 9. “The spaces and places we inhabit produce us.” • Growing with local identity. • Political representation is a constant struggle. • How residents & local activists might prevail ?
  10. 10. “You’re masters tools will not dismantle the master’s house.” • Willfully Listening • Understanding the whole • Acknowledging real knowledge • Team construction and co-operation • Deciding to decide through practice
  11. 11. “the production of discourse is at once controlled, selected, organised and redistributed by a certain number of procedures.” All the examples used began as conversations or critical odysseys rather than solutions constrained by nominated problems. They concluded as sustainable realities.
  12. 12. “Theory as liberatory practice.” It is difficult to conceive of a rational argument for investing in systems of consultative change and citizen led enterprise without a prior awareness of goals, structures and risk; a plan. However, each of the examples cited were intentionally vague (chaotic) at the outset and were designed to yield and deviate, as processes, to new input and to unpredictable creative contributions.
  13. 13. Influence and Activation • Work with collective networks or groups who innovate locally in response to relevant and significant conditions • Broaden our vistas and co-operate with dynamic cultural politics including social enterprise (or business) and citizen led activism.
  14. 14. “The ripple effect.” • Exploit dynamic relationships locally to enlarge creative and intellectual engagements. • Collaborate and co-operate with individuals, local agencies and informal organisations – it increases the number of people that we get to know and it saves some of everybody’s time.