Beans and Rice: Pulling it all together

So this week in class, Eric Bucey from Beans and Rice, Inc. joined us to share a bit about his organization.  He is the Executive Director, MicroSolutions Program Director and IDA Program Director.  Okay, if you are like me, you are thinking “what the what” – Eric is doing everything.  Well, he is the only paid staff member.  The organization functions due to the hard work of their many volunteers, who donate their time and energy to plan, organize, and run Beans and Rice.  Coming from a person who supervised over 100 volunteer tutors for Seeds of Literacy, I understand the commitment of volunteers.

To be honest, I was quite impressed with the organization.  As Eric talked, shared and answered questions, I was able to see some of the topics we have discussed this semester.  Some connections I made include: evolutionary change, Lewin’s Three Steps, and boundary management. 

Beans and Rice is using evolutionary change: small, incremental change in order to transform their community.  The organization held a listening project, in order to better understand the community’s issues.  Their organizational philosophy is to be “change drivers”.  Again, their mission reiterates evolutionary change: to “provide short run solutions while working for long term change”.  

I also noticed Lewin’s Three Steps of “unfreeze, changing, and refreezing”.  Unfreezing occurred in the entire process of understanding the needs of the community while preparing them there are other options.  Change occurs when they introduce and implement new programs.  Refreezing occurs during the process of helping people commit to the new programs.  As an evolutionary organization, the “unfreeze, changing, and refreezing” process is not a onetime event.  It occurs every time a new change is attempted.  Lewin’s framework can also be seen in the Virginia Individual Development Accounts (VIDA) programs.  The program “unfreezes” and prepares people to change their lives either through buying a new home or opening a business.  Participants take part in courses on homeownership, business and financial education to prepare them.  They also invest and receive $2 for every $1 they invest, up to $4000.00.  This enables them to make the “change”.  Refreezing occurs once participants complete the program and either move into their new home or start their business. 

A final observation, I noticed was boundary management.  According to Burke, this is one of the characteristics of executive leadership.  It is the ability to be aware of the external environment in order to make decisions in the best interest of the organization.  Dr. Lynn A. Walker of Boundary Management Consulting says “It is as important to know when we will say "No" as to know when we will say "Yes."”

This was a noticeable concern with Eric.  When asked about Beans and Rice’s boundaries, he responded that they say no when they do not have the funds or the volunteers.  Boundary management is often difficult for social change organizations as they attempt to meet the needs of the people.  However, at some point, “No” must be said.  Saying no allows an organization to focus on their mission and ensuring they are truly meeting their mission.

Does Leadership Matter?

So for the last few weeks, I have attended the campus forums for the candidates for the position of Vice President of Student Affairs.  The first candidate, Dr. Frank Shushok is the current Virginia Tech associate vice president of student affairs.  The second, Dr. Patricia Perillo is  associate dean of students at Davidson College.  During two hour open forum each shared their vision for Student Affairs and spent time answering community members’ questions.  Each of the candidates is highly qualified with a number of experiences in higher education and would bring unique leadership style to the vice president position.

This evening as I reflected on both open forums, I am reminded of Burke’s question in this weeks reading, Does Leadership Matter?  Once the pool has been narrowed and the top candidates come to campus, does it really matter which one steps into the position.  Is there any particular quality or skill the university needs as it prepares to start a new chapter under new leadership? Each candidate is passionate about creating a student centered learning environment that will engage and prepare students to enter the workplace.  I thought about what set each candidate apart and how would the search committee prepare to submit their decision about which one should be hired?  Such difficult questions!

These questions are asked and pondered by not only university members but all types of organizations.  For instance, Best Buy is again in search of a CEO in light of Brian Dunn recent resignation?  Some people questioned the leadership of Dunn, who originally started as a sales clerk.  Michael Pachter, an analyst at Wedbush Securities commented:

I hate to be rude, but I think he (Dunn) was doing a terrible job. This is a company that had a sales guy in charge, and I just don't think they are well positioned to deal with the onslaught from the Internet. ¹

Although outsiders may not believed Dunn was the best person to lead; workers “saw him as one of their own.” Mr. Anderson, an employee of 36 years commented, "The reason I wanted Brian as CEO is he was of the culture."   Anderson now believes "There are all kinds of excellent people in the company, but the overwhelming likelihood is that they will have to go outside for leadership now." ²

So is Burke correct?  Does leadership matter?  Does it take a certain type of person to lead an organization?  Do they need to have a Ph.D., or years of industry experience, or can they be the hard working sales clerk that moves up the ranks?  Defining who will make a great leader is difficult to define.  Burke opens up the section by writing, “we know it when we see it and feel it”.   So as Virginia Tech, Best Buy and many other organizations search for their next leader each will need to take the time to assess where they are headed and what characteristics and qualities they need a leader to possess in order to move the organization forward.

^1.  Skariachan, D. (2012,  April 11).  Best Buy CEO resigns during personal conduct probe. Reuters. Retrieved from: http://www.reuters.com/article/2012/04/11/us-bestbuy-idUSBRE8390PS20120411

^2. Bustillo, M., Lublin, J.S. & Zimmerman, A. (2012, April 12).  Best Buy Probes CEO Relationship. Wall Street Journal. Retrieved from http://online.wsj.com/article/SB10001424052702304444604577340081967524376.html?mod=WSJ_hp_LEFTTopStories

Higher Education and Religious Pluralism

What

This past week, I was reading Douglas Hicks’ “Respectful Pluralism at Work” in Leading Organizations and thought about how easy it is in our culture to ignore religious diversity.  Some might assume that people should leave their faith at the door when entering the workplace.  In my opinion this is like asking someone to stop being who they are as a person.  This forces co-workers to compartmentalize their lives and not bring their full authentic selves to work.  Can you imagine not being able to express completely who you are?

Religious pluralism in the workplace approaches diversity from a different perspective.  It appreciates the diversity of all religions.  Hicks believes it starts with seeing each employee as a human; deserving respect and dignity.  As well, it insinuates that no one religion should receive preferential treatment and dominant the workplace. 

So, how do workers develop this competency and what role does higher education have in preparing future workers to value religious pluralism?

So What

College can be a natural place for future workers to develop the skills necessary to become more open to the religious diversity.  Too often college is thought of the place where student go to just develop the tools to enter the workplace.  Many students hope to improve their chances for a job and earn higher pay.  While others attend for academic development in their chosen career field.  However many do not realize the college experience should not just be about academics. The college experience should be a holistic experience where students develop academically and socially.  It is no longer just okay to know how to be an accountant, or engage in research or prepare to work in the health field.  Colleges today are charged with the responsibility to create an environment where students can learn the skills to work in a diverse and global society.

Peter Laurence (1999) wrote, “Religious diversity is a fact; religious pluralism might be thought of as an attitude toward that fact” (p. 13).  Higher education is a great place to interact with diverse people and to develop this attitude.  Alyssa N. Bryant’s research showed faculty members are one resource to help engage students on topics of religion in order for them to develop a more “ecumenical perspective” (p. 457).  The campus environment has to become a place where students are able to express, challenge and develop their own faith and spirituality.

Now What

As a higher education administrator, it is my goal to find ways to engage students to assist as they develop the attitude of pluralism and to openly express and develop the skills to engage with people from other faith backgrounds in a positive and safe way.  Two great examples that I have found that will help me as I move towards this goal include:  Education as Transformation and Harvard University’s Pluralism Project.  Both organizations work to assist students and community members to address religious pluralism.

* Laurence, P. (1999). Can religion and spirituality find a place in higher education?. About Campus, 4(5), 11-16.

*Bryant, A. (2011). The impact of campus context, college encounters, and religious/spiritual struggle on ecumenical worldview development. Research In Higher Education, 52(5), 441-459. doi:10.1007/s11162-010-9205-0