Disruptive Leadership, Professor Paul Haywood
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Part of the “Leadership” Research, Innovation and Enterprise Exchange powered by PechaKucha Thu 25 Apr, 2013 University of Salford http://uosleadershipexchange.eventbrite.co.uk http://www.youtube.com/user/RIEUSalford http://www.pechakucha.org/channels/powered-by-pechakucha
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Disruptive Leadership, Professor Paul Haywood
- 2. 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.
- 3. 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.
- 4. PERCY
- 6. DORIS
- 8. PERCY
- 10. DORIS
- 12. PERCY
- 14. “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?
- 15. “The spaces and places we inhabit produce us.” • Growing with local identity. • Political representation is a constant struggle. • How residents & local activists might prevail ?
- 16. “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
- 17. “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.
- 18. “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.
- 19. 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.
- 20. “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.