Introduction
Leading Change: What You Can Count On
Debriefing and Processing
References and Sources
Can Do Leadership Initiative Activity
Change Initiative Activity
Systems Initiative Activity
Zin Obelisk Activity

"CAN DO"

SITUATION:
Our college will be shut down immediately unless a team of individuals is willing to remove some hazardous waste material that was accidentally dumped near the entrance to the campus. This is a dangerous assignment, yet, because of your backgrounds and expertise, I feel that you are the best-qualified individuals we have to complete this task successfully. I appreciate your willingness to help. The US Can Do Association has furnished us a special transport system that will enable you to move the waste material to a special vault without becoming contaminated. The waste's fumes are particularly irritating to the eyes so participants will wear eye protectors. It is essential that no one come direct contact with this waste material. As soon as I define the special conditions and boundaries, I will delegate responsibility for this task to the Deans of your four divisions. I am asking them to share the leadership role and to assume responsibility for the safety of the group.

EQUIPMENT:

• hazardous waste--beachball
• transport system---rope apparatus
• vault---tarp
• eye protectors---blindfolds

SPECIAL RULES AND BOUNDARIES:

1. All team members except for four are blindfolded and cannot see.
2. No team member may reach beyond 12 inches from the end of the transport system.
3. No team member may touch the hazardous waste.
4. If the hazardous waste is dropped the group must retrieve the dropped item with the transport system and resume its task.
5. You may have no longer than 30 minutes to complete the task.

SAFETY CONSIDERATIONS:

1. Be aware of the potential for participants walking into things while blindfolded.
2. Be aware of the anxiety and stress that some experience as a result of being blindfolded.
   May use "honor system" and let them close their eyes.

"CAN DO" LEARNING POINTS:

• Big picture orientation
• Vision and effective communication of a vision
• The importance of clearly defined goals
• Feedback on progress as relevant to accomplishing a goal
• Shared leadership---leadership/followership
• Differences in leadership styles---directing, coaching, supporting, delegating
• Communication
• Collaboration
• Trust
• Listening
• Problem solving
• Dealing with ambiguity
• Performing under pressure
• Leading change

"CAN DO" DEBRIEF
"What?" What happened? Help participants to both personalize and normalize the experience.

• What were your reactions to the activity?
• How many of the rest of you had a similar reaction? Other reactions?
• What were your observations about the activity?
• What did the leader(s) do well? (direction--support)
• What did the followers do well? (listen--ask clarifying questions)
• Did anyone else make a similar observation? Other observations?
• How many of you agree?

"So what?" What does this all mean in term of the learning points?

• Generalize--Ask participants to extrapolate from the structured experience general principles that will transfer to the real world. Use questions like:

1. What generalizations about leadership can you draw from this experience?
   Note, participants are often frustrated because they can not "see the big picture." From this, they could generalize that it is very important for leaders to be able to clearly articulate the vision and the goals.
2. What other generalizations can you formulate?
• Can't complete tasks as leaders without followers--one person couldn't complete this task. Ben Franklin---we will hang together or we will hang separately. Must pull together. Every participant must do his/her part.
• Feedback on progress as relevant to accomplishing the goal
• Dealing with ambiguity
• Performing under time pressure.

"Now what?" How can I apply what I have learned from this experience to other situations?

• Apply--Ask participants to apply the generalizations to actual situations in which they are involved. Use questions like:
1. Can you think of ways in which any of these generalization apply to your responsibilities at_______________.
2. Can your followers see the big picture? Are you communicating the vision effectively?
3. In your organizations, are you giving/receiving appropriate direction and support? What kind of direction and support are you providing your students.
4. Are you giving/receiving appropriate feedback?