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Education
101: Redesigning Schools
Site Based Management Relocates Decision Making
Take
the Good with the Bad
Positive and Negative Feedback in Creativity Sessions
Site
Council Learns About Growth, Power And Communication
Knowledge
Management
Taking Control of the Information Age
Etymology
of a Buzzward
Investment
Tip: Stay In For The Long Haul
Van Kampen American Capital Perseveres to Win AQP Excellence
Award
Columns
It's
About Time
by Peter Block
You
Have to Be a Little Different
by Cathy Kramer
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for a Change
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Book Review
Letters
to the Editor
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Letters To Editor
Eight Is Enough
Contrary to Roger Breisch's experience with your first issue of News for
a Change (July Letters to the Editor), I got right into the content and
read that first exciting issue from cover to cover. Lots of meat for the
practitioner. And your following two issues have been top-notch as well.
My only concern is that 12 pages might dissuade people from picking it up
right away - and publications that are put in the reading pile often don't
get read, no matter how good they are. Eight pages seemed about right.
Congratulations on your wonderful new publication!
Bill Ginnodo
Publisher
Pride Publications Inc.
Arlington Heights., Ill.
Personality Type Indicators Can Work
I don't know where I got a copy of your May 1997 issue,
but I did and I enjoyed the articles. Many of them are applicable to the
experiences I am trying to create in the classroom.[Under the Brief Cases
section] I read where you said "…don't rely on personality type
indicators, such as the Myers-Briggs. These tools can pigeonhole people
into 'types' that become stereotypes." I was disappointed to read that
in such an interesting, leadership-oriented publication.
I direct Central Rockies Leadership, a nine-county leadership development
program, and use a personality and temperament styles indicator in our opening
retreat. I don't use Myers-Briggs due to the length of time it takes to
administer and absorb but consider Myers-Briggs to be a definitive instrument.
Dorothy Leonard and Susaan Straus pretty much summarize my feelings in their
'Putting Your Company's Whole Brain to Work' article in the July-August
1997 issue of the Harvard Business Review. They say, "…the manager
successful at fostering innovation figures out how to get different approaches
to grate against one another in a productive process we call creative abrasion.
Such a manager understands that different people have different thinking
styles: analytical or intuitive, conceptual or experiential, social or independent,
logical or values driven…" I would say that the manager who pigeonholes
people based upon the results of a personality type indicator is missing
out by not using a tool in such a manner that would help her become a better
manager.
Bob Hartzell
Central Rockies Leadership
Leadville, Colo. |
