Sharing Power or Just Getting Along? Byron P. White, Ed.D. “Engage to Learn, Learn to Engage”...
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Transcript of Sharing Power or Just Getting Along? Byron P. White, Ed.D. “Engage to Learn, Learn to Engage”...
Sharing Power or Just Getting Along?
Byron P. White, Ed.D.
“Engage to Learn, Learn to Engage”Institute for Teaching and Learning
University of Akron
October 30, 2009
Authentic community partnerships Essential components
Quality processes• Relationship-focused• Commitment to learning
Meaningful outcomes• Specific• Significant to all partners
Transformation• Individual• Institutional• Societal
-- A Guide to Reciprocal Community-Campus PartnershipsPortland State University, 2008
Authentic community partnerships
Transformation
Quality Processes
Meaningful Outcomes
Quality processes Asset-based orientation toward each other Dialogue among partners Relationship-building strategies Understanding of each other’s culture Two-way problem-framing & problem-solving Recognition of needs and expectations Self assessment and reflection Constant negotiation and modification
-- A Guide to Reciprocal Community-Campus PartnershipsPortland State University, 2008
True collaboration Shared responsibility Shared accountability Shared authority (or power)
-- Collaboration: What Makes It Work, Mattessich, Monsey, & Murray-Close, 2001
University-Community Engagement
Divisions
Departments
OfficesCenter
s
Institutes
Trustees
Faculty
Students
Administrators
Anatomy of a community
External institutions
Anatomy of a community
External institutions
Anatomy of a partnership
UniversityCommunity
Byron P. White, 2008
Anatomy of a partnership
Agent
BrokeringOrganization
University
Community
BrokeringOrganization
Agent
Byron P. White, 2009
Triangles & tambourines
Byron P. White, 2009
Institutional resistance Deliberation is too risky
Planning is more comfortable Can’t compromise our point of view Deliberation clouds the waters Conflict will reflect poorly on us More work, but no funding to make it worthwhile
Concerns about community orientation Is engagement within our responsibilities? Do we have credibility? Who will lead this work internally? Where is the “community” to engage? Where the proof that this will work?
-- The Organization-First Approach, Harwood & Creighton, 2009
Anatomy of a partnership
Agent
BrokeringOrganization
University
Community
BrokeringOrganization
Agent
Byron P. White, 2009
Community’s dual perspectives Micro-level engagement
Individuals come to be seen as peers “Personalized power” is exerted to influence decisions High potential for authentic collaboration Essential for “quality processes”
Macro-level engagement Institution seen as dominant and a potential threat “Formalized power” is exerted to influence decisions High potential for conflict Essential for “transformation”
Byron P. White, 2009
Sheltered partnership
Agent
BrokeringOrganization
University
Community
BrokeringOrganization
Byron P. White, 2009
Freelance partnership
Agent
BrokeringOrganization
University
Community
BrokeringOrganization
Byron P. White, 2009
Balanced partnership
Agent
BrokeringOrganization
University
Community
BrokeringOrganization
Agent
Byron P. White, 2009
Balanced partnership University agent is free to fully engage the
community at an interpersonal level. Agent is also fully empowered to act on the
institution’s behalf. Personalized power is generated. Formalized power can be effectively
leveraged.
Byron P. White, 2009
Four shifts to achieve balance
1. From university representatives to university agents
2. From community trustto community ownership
3. From honest dialogue to institutional transparency
4. From developing leadership to liberating leadership
Byron P. White, 2009
References Harwood, R. C., & Creighton, J. A., (2009). The organization-first approach:
How programs crowd out community. Bethesda, MD: The Harwood Institute for Public Innovation.
Portland State University. (2008). A guide to reciprocal community-campus partnerships: Proceedings from Portland State University’s Partnership Forum. Portland, OR: Author.
White, B. P. (2008). Bridging the High Street divide: Community power and the pursuit of democratic partnerships between Ohio State University and Weinland Park. Dissertation Abstracts International. (UMI No. 3311543)