1<br />© Tim Coburn, 2011<br />This is now…<br />Rethinking<br />Corporate<br />Leadership as…<br />That was then…<br />Co...
2<br />‘We often ask the question now,<br />‘What will become of me?’<br />And lose the fact that what we do<br />Creates ...
3<br />© Tim Coburn, 2011<br />The nature of identity <br />is changing….<br />‘If you want to know me, then you must know...
4<br />© Tim Coburn, 2011<br />1947      1956      1963      1975      1989      1995      2002      2011      2019      2...
5<br />© Tim Coburn, 2011<br />THE END<br />‘… the very idea of individual selves – in possession of mental qualities – is...
6<br />© Tim Coburn, 2011<br />Just as I become who I am by imagining, enacting and updating mystory, so too, do people be...
7<br />© Tim Coburn, 2011<br />This is now…<br />That was then…<br />Corporate Leadership<br />as<br />CorporateAuthorship...
8<br />© Tim Coburn, 2011<br />Leadership as Authorship<br />‘…from my early attraction to the leadership ideas of courage...
The Practice of Authorship in Our Everyday Lives<br />“What we really should do about…… is…”<br />9<br />© Tim Coburn, 201...
10<br />© Tim Coburn, 2011<br />
© Tim Coburn, 2011<br />11<br />
© Tim Coburn, 2011<br />12<br />
© Tim Coburn, 2011<br />Page 13<br />My Journey<br />
© Tim Coburn, 2011<br />Page 14<br />‘How can I be sure?’<br />
© Tim Coburn, 2011<br />Page 15<br />‘I was… increasingly uncertain about the certainty with which I was speaking in my en...
© Tim Coburn, 2011<br />Page 16<br />The Organisation is…<br />A machine<br />An organism<br />A brain<br />A culture<br /...
© Tim Coburn, 2011<br />Page 17<br />The Way I Know<br />Determines<br />Informs<br />The Observations<br />I Make<br />Th...
© Tim Coburn, 2011<br />Page 18<br />‘I would like us all to recognise that…<br />…reality is made, not given<br />…our un...
© Tim Coburn, 2011<br />Page 19<br />Keith Kinsella<br />Jenny Rogers<br />‘Knowledge or wisdom, Tim?’<br />
© Tim Coburn, 2011<br />Page 20<br />System<br />Cybernetics<br />Organisation<br />Pattern<br />Relationship<br />Object<...
© Tim Coburn, 2011<br />Page 21<br />Photo: David Kjaer/RSPB IMAGES; Charlie Hamilton James<br />
© Tim Coburn, 2011<br />Page 22<br />‘But, what does this tell us about human systems… and leadership?’<br />
© Tim Coburn, 2011<br />Page 23<br />Human Systems<br />Characteristics of all<br />human systems?<br />Identity<br />Purp...
© Tim Coburn, 2011<br />Page 24<br />Everything is mediated through language and constructed in conversation<br />Identity...
25<br />© Tim Coburn, 2011<br />Value for money<br /><ul><li>For us, that's about offering more for your money, not cuttin...
Occasional gags at a competitor's expense
Celebrating success together
Ensuring we can all enjoy a decent work/life balance
Avoiding blame culture, because it's OK to make the odd mistake</li></ul>A Human System<br />
26<br />© Tim Coburn, 2011<br />Respecting the unique worth of every person<br /><ul><li>We believe that every person is d...
© Tim Coburn, 2011<br />Page 27<br />Human systems are systems of language and every one is different<br />Language and me...
© Tim Coburn, 2011<br />Page 28<br />Leadership Dispositions for Working with Other Language Systems<br />I am willing to ...
no<br />humility<br />curiosity<br />I judge your knowledge against my criteria<br />certainty<br />reflexivity<br />yes<b...
First Proposition<br />Human systems are systems of language each with its own vocabulary and meaning for…<br />Identity, ...
© Tim Coburn, 2011<br />Page 31<br />Say<br />It’s what you…<br />Talk<br />It’s how you…<br />Conversation<br />It’s in t...
Say<br />It’s what you…<br />Do<br />It’s what you…<br />Act<br />It’s how you…<br />Decision<br />It’s in the quality of…...
© Tim Coburn, 2011<br />Page 33<br />Leadership<br />it’s a big responsibility…<br />so where can you turn for reliable kn...
© Tim Coburn, 2011<br />Page 34<br />Lived Experience<br />Truth is experienced individually and expressed in unique ways ...
© Tim Coburn, 2011<br />Page 35<br />All Five produce socially constructed realities…<br />‘The goings-on between people i...
© Tim Coburn, 2011<br />Page 36<br />
© Tim Coburn, 2011<br />Page 37<br />The<br />word<br />is not the thing<br />
© Tim Coburn, 2011<br />Page 38<br />How do you know what I mean?<br />Chair<br />Pencil<br />Boat<br />Road<br />Desk<br ...
39<br />© Tim Coburn, 2011<br />Example<br />"We were disappointed we lost the game but it isn't a matter of revenge, it i...
40<br />Example<br />"We were disappointed we lost the game but it isn't a matter of revenge, it is about our own personal...
Second Proposition<br />Leaders are the authors, architects and arbiters of the language<br />that constructs and sustains...
© Tim Coburn, 2011<br />Page 42<br />Examples of Authorship in Your Life?<br />Project<br />Department <br />Profession<br...
© Tim Coburn, 2011<br />Page 43<br />‘Leaders achieve their effectiveness chiefly<br />through the stories they relate’<br...
Narrator, yes….<br />…and author, director, reader and repairer<br />…protagonist even, and not least,<br />integrator<br />
The Corporate<br />Story-Maker<br />
© Tim Coburn, 2011<br />Page 46<br />‘As in the real theatre,<br />in the corporate world<br />it is the compelling story ...
© Tim Coburn, 2011<br />Page 47<br />Social<br />Movement<br />
© Tim Coburn, 2011<br />Page 48<br />Social<br />Movement<br />
© Tim Coburn, 2011<br />Page 49<br />Authoring the Lives of People You Lead<br />
50<br />© Tim Coburn, 2011<br />Their world…<br />1947      1956      1963      1975      1989      1995      2002      20...
51<br />© Tim Coburn, 2011<br />Their world…<br />1947      1956      1963      1975      1989      1995      2002      20...
52<br />© Tim Coburn, 2011<br />Their world…<br />1947      1956      1963      1975      1989      1995      2002      20...
53<br />© Tim Coburn, 2011<br />Their world…<br />CloudInversion<br />
54<br />© Tim Coburn, 2011<br />LEAD?<br />TEACH?<br />LEARN?<br />Their world…<br />search   find   link   listen   watch...
55<br />© Tim Coburn, 2011<br />Engagement Improves<br />Satisfaction<br />Productivity<br />Retention<br />Performance<br...
Culture, Nation<br />Tradition<br />Politics, Faith<br />Gender, Age, Ability<br />If you really want to<br />engage me<br...
Yes, engage me…<br />‘The unity of a human life is the unity of a narrative quest’<br />Alasdair MacIntyre<br />
“I am my<br />story-maker…”<br />1947      1956      1963      1975      1989      1995      2002      2011      2019     ...
My Story’s in Your Gift<br />One day there’ll be a story<br />Of the life that I have lived.<br />I’ll be the story-maker,...
Third Proposition<br />A view corporate life as a system of language<br />invites a view of corporate leadership as corpor...
61<br />© Tim Coburn, 2011<br />System<br />Cybernetics<br />Organisation<br />Pattern<br />Relationship<br />Systems<br /...
62<br />© Tim Coburn, 2011<br />Local<br />Contextual<br />Relational<br />For the time being<br />Knowing ‘how to<br />go...
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Corporate Leadership as Corporate Authorship TIm Coburn 2011

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Tim Coburn Corporate Leadership as Corporate Authorship June 1st 2011 University of Bristol

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Corporate Leadership as Corporate Authorship TIm Coburn 2011

  1. 1. 1<br />© Tim Coburn, 2011<br />This is now…<br />Rethinking<br />Corporate<br />Leadership as…<br />That was then…<br />Corporate<br />Authorship<br />
  2. 2. 2<br />‘We often ask the question now,<br />‘What will become of me?’<br />And lose the fact that what we do<br />Creates identity.<br />And so it is, with choices made,<br />We build who we become:<br />The stories of our life fulfill<br />Our quest to be someone.’<br />Tim Coburn, 2003<br />© Tim Coburn, 2011<br />
  3. 3. 3<br />© Tim Coburn, 2011<br />The nature of identity <br />is changing….<br />‘If you want to know me, then you must know my story,<br />for my story defines who I am.’ <br /> <br />Dan P McAdams<br />
  4. 4. 4<br />© Tim Coburn, 2011<br />1947 1956 1963 1975 1989 1995 2002 2011 2019 2025 2034 2042 2050 2057 2062 <br />‘Narrative form is not a dress which covers something else but the structure inherent in human experience and action.’<br />David Carr<br />
  5. 5. 5<br />© Tim Coburn, 2011<br />THE END<br />‘… the very idea of individual selves – in possession of mental qualities – is now threatened with eradication.’<br />Kenneth Gergen<br />
  6. 6. 6<br />© Tim Coburn, 2011<br />Just as I become who I am by imagining, enacting and updating mystory, so too, do people become families, communities, organisations and groups by composing, creating and narrating theirs’.<br />In this respect, theleaders of these groups are the corporate story-makers.<br />
  7. 7. 7<br />© Tim Coburn, 2011<br />This is now…<br />That was then…<br />Corporate Leadership<br />as<br />CorporateAuthorship<br />
  8. 8. 8<br />© Tim Coburn, 2011<br />Leadership as Authorship<br />‘…from my early attraction to the leadership ideas of courage,humilityandservice…<br />…I’ll explain how I arrived at… leadershipasauthorship.<br />In so doing, I hope to engage you in developing your own view of systemsleadership,how you practice it and how you encourage others to do the same.'<br />
  9. 9. The Practice of Authorship in Our Everyday Lives<br />“What we really should do about…… is…”<br />9<br />© Tim Coburn, 2011<br />“Their view is different because…”<br />“If you were in my shoes, what would you do….?”<br />“Did you see…?! ….What did you make of it?”<br />“Let’s be clear, the purpose of this organisation is to…”<br />“Here’s a concern…. What question should I be asking?”<br />
  10. 10. 10<br />© Tim Coburn, 2011<br />
  11. 11. © Tim Coburn, 2011<br />11<br />
  12. 12. © Tim Coburn, 2011<br />12<br />
  13. 13. © Tim Coburn, 2011<br />Page 13<br />My Journey<br />
  14. 14. © Tim Coburn, 2011<br />Page 14<br />‘How can I be sure?’<br />
  15. 15. © Tim Coburn, 2011<br />Page 15<br />‘I was… increasingly uncertain about the certainty with which I was speaking in my endeavour to educate, encourage and enable change for others.’<br />‘I was beginning to think that talking with the conviction of an expert… was actually doing more to diminish than enhance their ability to make progress.’<br />
  16. 16. © Tim Coburn, 2011<br />Page 16<br />The Organisation is…<br />A machine<br />An organism<br />A brain<br />A culture<br />A political system<br />A psychic prison<br />An instruments of domination<br />
  17. 17. © Tim Coburn, 2011<br />Page 17<br />The Way I Know<br />Determines<br />Informs<br />The Observations<br />I Make<br />The Possibilities of<br />My Performance<br />The Meaning<br />I Make of Them<br />The Knowledge<br />I Construct<br />
  18. 18. © Tim Coburn, 2011<br />Page 18<br />‘I would like us all to recognise that…<br />…reality is made, not given<br />…our understanding of the world is always seeing as, rather than seeing as is<br />…and to take a moral responsibility for the way we see and act in every day life, difficult though this may be.’<br />Gareth Morgan<br />
  19. 19. © Tim Coburn, 2011<br />Page 19<br />Keith Kinsella<br />Jenny Rogers<br />‘Knowledge or wisdom, Tim?’<br />
  20. 20. © Tim Coburn, 2011<br />Page 20<br />System<br />Cybernetics<br />Organisation<br />Pattern<br />Relationship<br />Object<br />Physics<br />Ingredients<br />Characteristics<br />Person<br />He changed the subject<br />
  21. 21. © Tim Coburn, 2011<br />Page 21<br />Photo: David Kjaer/RSPB IMAGES; Charlie Hamilton James<br />
  22. 22. © Tim Coburn, 2011<br />Page 22<br />‘But, what does this tell us about human systems… and leadership?’<br />
  23. 23. © Tim Coburn, 2011<br />Page 23<br />Human Systems<br />Characteristics of all<br />human systems?<br />Identity<br />Purpose<br />Action<br />Expression<br />Belonging<br />And the leader’s role?<br />
  24. 24. © Tim Coburn, 2011<br />Page 24<br />Everything is mediated through language and constructed in conversation<br />Identity<br />Purpose<br />Action<br />Expression<br />Belonging<br />Human systems<br />are systems of language and meaning<br />
  25. 25. 25<br />© Tim Coburn, 2011<br />Value for money<br /><ul><li>For us, that's about offering more for your money, not cutting corners. It's every Virgin company's magic tool.</li></ul>Good quality<br /><ul><li>Going that little bit further in everything we do.</li></ul>Innovative and challenging<br /><ul><li>Supporting creativity and challenging convention and freedom is a huge part of what it means to be Virgin. </li></ul>Fun<br /><ul><li>More than any other element, fun is the secret of Virgin's success.</li></ul>What does this mean for our people?<br /><ul><li>Having a sense of humour
  26. 26. Occasional gags at a competitor's expense
  27. 27. Celebrating success together
  28. 28. Ensuring we can all enjoy a decent work/life balance
  29. 29. Avoiding blame culture, because it's OK to make the odd mistake</li></ul>A Human System<br />
  30. 30. 26<br />© Tim Coburn, 2011<br />Respecting the unique worth of every person<br /><ul><li>We believe that every person is different but equal, and that everyone's unique talent should be recognised and encouraged.</li></ul>Encouraging people to fulfil their potential<br /><ul><li>We all need encouragement at some time in life. Barnardo's aims to create opportunities for people to make the most of their abilities.</li></ul>Working with hope<br /><ul><li>Our hope for a better future for all children is the source of much of our inspiration.</li></ul>Exercising responsible stewardship<br /><ul><li>The commitment of all our staff and volunteers to making the best use of all our resources enables us to help children, young people and their families to overcome severedisadvantage.</li></ul>A Human System<br />
  31. 31. © Tim Coburn, 2011<br />Page 27<br />Human systems are systems of language and every one is different<br />Language and meaning are local<br />and contextual not universal and objective<br />
  32. 32. © Tim Coburn, 2011<br />Page 28<br />Leadership Dispositions for Working with Other Language Systems<br />I am willing to put<br />my knowledge at risk<br />yes<br />no<br />I judge your knowledge against my criteria<br />yes<br />no<br />
  33. 33. no<br />humility<br />curiosity<br />I judge your knowledge against my criteria<br />certainty<br />reflexivity<br />yes<br />I am willing to put<br />my knowledge at risk<br />no<br />yes<br />Dispositions<br />for working in human systems<br />29<br />© Tim Coburn, 2011<br />
  34. 34. First Proposition<br />Human systems are systems of language each with its own vocabulary and meaning for…<br />Identity, Purpose, Action, Expression and Belonging<br />
  35. 35. © Tim Coburn, 2011<br />Page 31<br />Say<br />It’s what you…<br />Talk<br />It’s how you…<br />Conversation<br />It’s in the quality of…<br />Do<br />It’s what you…<br />Act<br />It’s how you…<br />Decision<br />It’s in the quality of…<br />
  36. 36. Say<br />It’s what you…<br />Do<br />It’s what you…<br />Act<br />It’s how you…<br />Decision<br />It’s in the quality of…<br />Page 32<br />Talk<br />It’s how you…<br />Conversation<br />It’s in the quality of…<br />© Tim Coburn, 2011<br />
  37. 37. © Tim Coburn, 2011<br />Page 33<br />Leadership<br />it’s a big responsibility…<br />so where can you turn for reliable knowledge?<br />
  38. 38. © Tim Coburn, 2011<br />Page 34<br />Lived Experience<br />Truth is experienced individually and expressed in unique ways of talking<br />Scientific Investigation<br />Truth is discovered by scientific investigation and other disciplined methods<br />Truth is constructed socially – it’s what we agree to be true<br />Five different ways to be absolutely right<br />Common Sense<br />Truth is revealed through personal, spiritual and natural enlightenment<br />Truth is passed down and comes from culture and tradition<br />Enlightenment and Revelation<br />Culture and Tradition<br />
  39. 39. © Tim Coburn, 2011<br />Page 35<br />All Five produce socially constructed realities…<br />‘The goings-on between people in the course of their everyday lives are seen as the practices during which our shared versions of knowledge are constructed.’<br />Vivien Burr<br />
  40. 40. © Tim Coburn, 2011<br />Page 36<br />
  41. 41. © Tim Coburn, 2011<br />Page 37<br />The<br />word<br />is not the thing<br />
  42. 42. © Tim Coburn, 2011<br />Page 38<br />How do you know what I mean?<br />Chair<br />Pencil<br />Boat<br />Road<br />Desk<br />Phone<br />Students<br />Parents<br />Customers<br />Staff<br />Learners<br />Leaders<br />Achievement<br />Freedom<br />Trust<br />Potential<br />Competence<br />Learning<br />Easier<br />Harder<br />And this is the language of leadership and leaning<br />
  43. 43. 39<br />© Tim Coburn, 2011<br />Example<br />"We were disappointed we lost the game but it isn't a matter of revenge, it is about our own personal pride."<br />
  44. 44. 40<br />Example<br />"We were disappointed we lost the game but it isn't a matter of revenge, it is about our own personal pride."<br />© Tim Coburn, 2011<br />
  45. 45. Second Proposition<br />Leaders are the authors, architects and arbiters of the language<br />that constructs and sustains corporate life<br />
  46. 46. © Tim Coburn, 2011<br />Page 42<br />Examples of Authorship in Your Life?<br />Project<br />Department <br />Profession<br />People <br />Organisation<br />
  47. 47. © Tim Coburn, 2011<br />Page 43<br />‘Leaders achieve their effectiveness chiefly<br />through the stories they relate’<br />Howard Gardner<br />
  48. 48. Narrator, yes….<br />…and author, director, reader and repairer<br />…protagonist even, and not least,<br />integrator<br />
  49. 49. The Corporate<br />Story-Maker<br />
  50. 50. © Tim Coburn, 2011<br />Page 46<br />‘As in the real theatre,<br />in the corporate world<br />it is the compelling story line<br />that captures the imagination<br />and retains the attention.’<br />
  51. 51. © Tim Coburn, 2011<br />Page 47<br />Social<br />Movement<br />
  52. 52. © Tim Coburn, 2011<br />Page 48<br />Social<br />Movement<br />
  53. 53. © Tim Coburn, 2011<br />Page 49<br />Authoring the Lives of People You Lead<br />
  54. 54. 50<br />© Tim Coburn, 2011<br />Their world…<br />1947 1956 1963 1975 1989 1995 2002 2011 2019 2025 2034 2042 2050 2057 2062 <br />Taking DownWalls<br />
  55. 55. 51<br />© Tim Coburn, 2011<br />Their world…<br />1947 1956 1963 1975 1989 1995 2002 2011 2019 2025 2034 2042 2050 2057 2062 <br />DefyingAuthority<br />
  56. 56. 52<br />© Tim Coburn, 2011<br />Their world…<br />1947 1956 1963 1975 1989 1995 2002 2011 2019 2025 2034 2042 2050 2057 2062 <br />IncreasinglyConnected<br />
  57. 57. 53<br />© Tim Coburn, 2011<br />Their world…<br />CloudInversion<br />
  58. 58. 54<br />© Tim Coburn, 2011<br />LEAD?<br />TEACH?<br />LEARN?<br />Their world…<br />search find link listen watch discover learn blog share talk discuss create collaborate<br />phone<br />tablet<br />laptop<br />desktop<br />tv<br />KnowledgeInversion<br />
  59. 59. 55<br />© Tim Coburn, 2011<br />Engagement Improves<br />Satisfaction<br />Productivity<br />Retention<br />Performance<br />Their world…<br />79% Not Fully Engaged<br />Engagement Improves with<br />1. Leadership<br />2. Learning<br />90,000 Employees<br />18 Countries<br />All Sectors<br />A Human System<br />
  60. 60. Culture, Nation<br />Tradition<br />Politics, Faith<br />Gender, Age, Ability<br />If you really want to<br />engage me<br />you have to<br />discover who I am<br />and<br />the realities I live by<br />‘Are you<br />talking to<br />me<br />or chewing<br />a brick?’<br />Organisation<br />Profession<br />Family<br />Manager,<br />Work Team, Job<br />Relationships<br />Conversations<br />Words<br />My Fond Memories<br />Actions<br />Education<br />Home<br />My Word Hoard<br />Immediate<br />Future<br />Work<br />Community<br />MY WORLD<br />MY FUTURE<br />My Hopes &<br />Aspirations<br />Thoughts<br />Feelings<br />My Historical Facts<br />My Recent<br />Past<br />My Current<br />Reality<br />My Realistic<br />Expectations<br />MY PAST<br />Generation<br />Critical Events<br />Personal Change<br />Life Stage<br />Life Time<br />Era<br />Age<br />56<br />© Tim Coburn, 2011<br />Systems of Meaning<br />
  61. 61. Yes, engage me…<br />‘The unity of a human life is the unity of a narrative quest’<br />Alasdair MacIntyre<br />
  62. 62. “I am my<br />story-maker…”<br />1947 1956 1963 1975 1989 1995 2002 2011 2019 2025 2034 2042 2050 2057 2062 <br />
  63. 63. My Story’s in Your Gift<br />One day there’ll be a story<br />Of the life that I have lived.<br />I’ll be the story-maker, <br />You’ll decide if it’s a gift.<br />For I have passion for what’s possible<br />And dreams that take me there.<br />Where mountain tops evaporate<br />In destiny’s thin air.<br />I am my story-maker,<br />You choose the words for me?<br />No… My heart will beat forever<br />If your voice sets mine free.<br />For I have passion for what’s possible<br />And dreams that take me there.<br />Where mountain tops evaporate<br />In destiny’s thin air.<br />So, the story that you tell one day<br />Will be the one I lived.<br />My life in words you gave me;<br />My story’s in your gift.<br />For I have passion for what’s possible<br />And dreams that take me there.<br />Where mountain tops evaporate<br />In destiny’s thin air.<br />The Learner’s Voice<br />© Tim Coburn, 2011<br />Tim Coburn, 2003<br />
  64. 64. Third Proposition<br />A view corporate life as a system of language<br />invites a view of corporate leadership as corporate authorship<br />
  65. 65. 61<br />© Tim Coburn, 2011<br />System<br />Cybernetics<br />Organisation<br />Pattern<br />Relationship<br />Systems<br />of Meaning<br />Object<br />Physics<br />Ingredients<br />Characteristics<br />Person<br />It’s time to change the subject<br />
  66. 66. 62<br />© Tim Coburn, 2011<br />Local<br />Contextual<br />Relational<br />For the time being<br />Knowing ‘how to<br />go on’<br />Made by everyone<br />Manifest in language<br />Knowledge<br />Universal<br />Objective<br />Truth<br />For ever<br />Knowing ‘this’, ‘that’<br />and ‘how’<br />Found by experts<br />Manifest in facts<br />Of course, we need both<br />
  67. 67. 63<br />© Tim Coburn, 2011<br />When we believe the realities we live by are…<br />made by everyone<br />Learning occurs by… collaborative construction<br />We might call this… <br />‘learning-by-making’<br />With the advantage of…<br />everyone knowing<br />something<br />Learning<br />When we believe the realities we live by are…<br />found by experts<br />Learning occurs by… didactic instruction<br />We might call this… ‘learning-by-listening’<br />With the advantage of…<br />experts knowing<br />everything<br />New paradigm, new pedagogy<br />
  68. 68. 64<br />© Tim Coburn, 2011<br />Leadership as Authorship<br />Everything is mediated through language<br />Authoring… your dispositionin creating productive relationships<br />Authoring… conversations that create new realities for people to live by<br />Authoring… socialmovements that enable the fulfillment of narrative integrity<br />Leadership<br />You are the author, narrator and protagonist in<br />the story of your life<br />And, you have to read, repair, relate and respond to<br />the stories around you, too<br />Like life, leadership is<br />like a quest for<br />narrative integrity<br />Corporate Leadership as Corporate Authorship<br />
  69. 69. 65<br />© Tim Coburn, 2011<br />This is now…<br />Learning and<br />Leadership…<br />That was then…<br />
  70. 70. Tim CoburnVisiting Fellow, Centre for Systems Learning and LeadershipGraduate School of Education, University of BristolContact:tim.coburn@bristol.ac.uk<br />66<br />© Tim Coburn, 2011<br />

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