being an inquiry based leader
Learning is a life-long activity.
Edward Sallis and Gary Jones in Knowledge Management in Education, p.95
Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.
Albert Einstein
Edward Sallis and Gary Jones in Knowledge Management in Education, p.95
Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.
Albert Einstein
The success of the learning organization depends on how well it uses its knowledge and how well it creates new knowledge. It is important for leaders to classify knowledge, both explicit and tacit, and this occurs through inquiry. Strong leaders are inquiring leaders who value the importance of asking questions. They know how and when to ask questions of stakeholders as well as of themselves. Inquiring leaders of knowledgeable organizations know what they know and also know what they do not know.
An inquiring leader implements Action Learning by asking questions to generate new knowledge. Action learning was developed by Reg Revans and is based on the notion that learning is not about what we know, but is about knowing what we do not know. (For more information on Reg Revans: http://leaderswedeserve.wordpress.com/2007/11/08/reg-revans-action-learning-pioneer) He developed a formula for Action Learning; Learning = Programmed Knowledge + Questioning and most notes regarding his work focus on the ‘Q’, Questioning.
As outlined in Knowledge Management for Education, Action Learning is about:
Marilee Adams, president and founder of The Inquiry Institute states that, “Inquiring leaders operate inside a Learner Mindset.” (http://inquiryinstitute.com/resources/choice-map) She has developed a ‘Choices Map” (http://inquiryinstitute.com/wp/wp-content/uploads/2012/07/CM-7-12.pdf) that serves as a guide for all leaders in the inquiry process. In addition, she has identified the following as characteristics of Inquiring Leaders:
From: http://inquiryinstitute.com/resources/the-inquiring-leader
School leaders that are inquiring leaders must demonstrate the thinking, communicating, and collaboration skills associated with authentic, strategic, servant, and visionary leadership. Inquiring leaders are self-aware, curious, solution-oriented, and value asking questions as a core leadership skill.
An inquiring leader implements Action Learning by asking questions to generate new knowledge. Action learning was developed by Reg Revans and is based on the notion that learning is not about what we know, but is about knowing what we do not know. (For more information on Reg Revans: http://leaderswedeserve.wordpress.com/2007/11/08/reg-revans-action-learning-pioneer) He developed a formula for Action Learning; Learning = Programmed Knowledge + Questioning and most notes regarding his work focus on the ‘Q’, Questioning.
As outlined in Knowledge Management for Education, Action Learning is about:
- Making tacit knowledge explicit
- Learning from experience
- Learning in real situations to solve real problems
- Aids organizational learning and development
- Unlocks talents of workforce
- Making change happen.
Marilee Adams, president and founder of The Inquiry Institute states that, “Inquiring leaders operate inside a Learner Mindset.” (http://inquiryinstitute.com/resources/choice-map) She has developed a ‘Choices Map” (http://inquiryinstitute.com/wp/wp-content/uploads/2012/07/CM-7-12.pdf) that serves as a guide for all leaders in the inquiry process. In addition, she has identified the following as characteristics of Inquiring Leaders:
- Understand that the quantity, quality, and intention of people’s questions largely determines their ability to learn, think critically and strategically, build and maintain relationships, gather information, make decisions, solve problems, manage conflict, and drive positive change and effective results.
- Recognize that “great results begin with great questions” and that “every question missed is a potential crisis waiting to happen.”
- Ask questions of themselves and others in ways that are constructive rather than critical, that seek to uncover and challenge assumptions, and that promote new thinking and possibility as well as responsibility and accountability.
- Listen carefully and respectfully (especially when not agreeing with what they hear). This listening is focused by solution-seeking questions such as,” What can I learn?” “What’s useful about this?” and “What are our goals?” They do not listen with problem-oriented, blaming questions such as, “Whose fault is it?”
- Solicit honest feedback, comprehensive facts, and multiple perspectives.
- Create an inquiring culture in their organizations and on their teams by encouraging people to ask questions of them, each other, customers, and stakeholders.
- Accordingly, inquiring leaders: are self-reflective, self-correcting, and committed to learning from mistakes and failures. They value continuous learning, growth, and development for themselves and others.
- Are comfortable with “not knowing” and “not being right;” they have humility.
- Have high emotional, social, and moral intelligence, are proactive and responsive rather than reactive, and are skillful with self-management.
- See the “big picture’ and think short-term, long-term, and systemically.
From: http://inquiryinstitute.com/resources/the-inquiring-leader
School leaders that are inquiring leaders must demonstrate the thinking, communicating, and collaboration skills associated with authentic, strategic, servant, and visionary leadership. Inquiring leaders are self-aware, curious, solution-oriented, and value asking questions as a core leadership skill.