{"id":435,"date":"2024-01-07T15:47:02","date_gmt":"2024-01-07T23:47:02","guid":{"rendered":"https:\/\/webspace.royalroads.ca\/kchomlak\/?p=435"},"modified":"2024-01-07T15:47:02","modified_gmt":"2024-01-07T23:47:02","slug":"leadership-learning-to-change-more-hearts","status":"publish","type":"post","link":"https:\/\/webspace.royalroads.ca\/kchomlak\/leadership-learning-to-change-more-hearts\/","title":{"rendered":"Leadership Learning to Change More Hearts"},"content":{"rendered":"\n

At the Royal Roads Climate Action Week last month, I engaged with my peers on my experience in Values-Based Leadership courses, I learned about transition leadership and I reflected on Indigenous rights and how decolonization is a climate solution. These learnings have led me to realize that I need to revise my leadership plan to expand my goal on continuous learning. The original version of this goal is focussed on improving my climate action leadership knowledge and competencies via tangible actions such as completing my Masters degree, finding new employment where I can work full-time on climate action, and making new connections with Indigenous leaders and knowledge keepers to learn more about how to inspire decolonization action as a climate solution. Although these actions have, and continue to, improved my leadership competencies, my learning goal needs to be enhanced to focus on continual growth and evolution of self as an essential part of climate leadership. I can do this in three ways:<\/p>\n\n\n\n

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  1. commit to following through on all four stages of the emergent learning<\/em> process as a way to make transformational changes in my ability take responsibility for my role in my world; <\/li>\n\n\n\n
  2. to develop my transitional leadership<\/em> capacities and dispositions to become a leader that can guide others through change, inspiring a shift from the dominant culture to an emergent culture; and<\/li>\n\n\n\n
  3. to tap into my emotions to lead with heart<\/em> as a way to speed up action and bring awareness to decolonization action as a solution to the climate crisis.<\/li>\n<\/ol>\n\n\n\n

    In Values-Based Leadership 510, we studied the Theory of Emergent Learning<\/a> by Marilyn Taylor (2011), which explains how leaders can transform themselves into better values-based leaders by making the most out of situations that create shock or surprise, such as a conflict at work or a personal crisis. The theory involves four stages of learning. Often people get stuck in Phase 1, the Red Zone of Disorientation<\/em>, where they are confused and worried about the conflict. However, by maintaining a commitment to engage in unfamiliarity and learning through uncertainty, we can enter Phase 2, the Green Zone of Exploration<\/em>. Here, we rely on our intuition and trust ourselves and the process. Even if we do not comprehend why the shock happened, we start to wonder whether we can learn from the experience. This curiosity and commitment to learning is what allows movement into Phase 3, the Purple Zone of Transformation,<\/em> where we research why it happened. We put language around the experience as it relates to our own values, allowing us to reframe the shock as a transformational learning. Here we feel confidence and satisfaction, allowing further transition into Phase 4, the Blue Zone of Equilibrium <\/em>where our new learning is tested with credible others, and this shared awareness leads to a strong sense of connectedness with them. The commitment to trusting the process and to learning in hard times results in groundbreaking major insights; it allows us to take responsibility for our relationship with the world and to see a whole \u201cnew world\u201d (Taylor, 2011, p. 76).<\/p>\n\n\n\n

    In the Climate Action Leadership Accelerator workshop conducted by Solvable <\/a>Climate, we learned about the Three Horizons Framework<\/a> by Sharpe et. al (2016). This framework can be used to explain three potential climate futures: business as usual (continuing to burn fossil fuels) or the dominant <\/em>culture; disruptive innovations <\/em>such as new technology that does not quite solve the root problem e.g. electric cars, and the emerging future,<\/em> or the desired vision with an emergent culture (see Figure 1). As a climate action leader, my vision for the future includes a new culture of decolonization and more people committing to Indigenous worldview. To get there, I must grow my transition leadership capacities and dispositions to guide others through change and towards that future. Some of the key capacities that I want to work on include:<\/p>\n\n\n\n