I have to admit that coming back to class after the winter break has been a bit of a challenge. Don't get me wrong, I love meeting with my cohort twice a week, exchanging ideas, and supporting one another in the process of changing our thinking. But my motivation is beginning to wane slightly as the thought of another 10 week quarter, coupled with a rigorous selection process for a new student staff, looms ahead.
Imagine my surprise and relief as I completed the readings this week and the interconnectedness of the courses we are taking this quarter. I find this years curriculum so refreshing as I learn new things each week that I can immediately take back and apply to my organization. But I digress.
As a graduate student working on my Masters, a colleague of mine often reminded me that "perception is reality". At the time, I was working as an Assistant Resident Director, with an additional assignment of serving as an advisor to a group of students that served as Multicultural Assistants (MA's) in the residence halls. Much like RA's, the MA's were responsible for programming around themes dealing with multiculturalism and diversity. Since there was only one MA per building, the group would get together each week to discuss concerns, plan programs, and build capacity around diversity related topics. Often I would draw on my colleague's mantra, "perception is reality", as I advised these young paraprofessionals about the important roles of culture, climate, diversity, and inclusion.
It seems to me no different in organizations. This week's reading focused on organizational cultures and I was reminded of the lessons I learned from the MA group, and the students we served. Culture is not always tangible. It can't be touched, or held, or even, in a lot of circumstances, described to those who do not share the experience. It is, however, something that each group member knows and understands, either as an insider or as an outsider. So how do we as leaders create the culture that we wish for our organizations? And, perhaps more importantly, how do we change a toxic culture to be one of shared responsibility, shared meaning, and shared purpose? I'm feeling overwhelmed by the magnitude of this leadership role as I begin to put words to what I've known to be vitally important all along.
