Course Descriptions
These are the chronological classes I took during the Organizational Leadership program at Gonzaga, along with links to various artifacts from those courses that resonated with me.
01
​From the beginning, the course discussions were rich with context and connection with other students and served as a strong foundation for the rest of the program. The course evaluated the history of leadership studies starting from The Great Man to Servant-Leadership. And personally, we explored the ideas around what kind of leaders we would like to become. One of my biggest takeaways was to become someone who could become comfortable with the uncomfortable, which became a theme that I followed through many other courses.
02
The course focused on the theories and frameworks of organizational communication, the practice of a communication audit, and recommendations to a third-party organization. When I took this class, I had just ended a 16-year career at a single company that used cultural organizing systems and formal communication channels. Studying the various communication frameworks and auditing a local non-profit organization opened my eyes to the importance of informal communication methods. The discussion boards provided me a place to learn new concepts beyond what my experience had enforced as beliefs about healthy organizations. The course was transformational in how I positioned my attitude toward learning through the rest of the program as open-minded.
03
An immersion in Spokane and the first immersion in my program, this course felt like it breathed life into ORGL and made it real. The connections made between all of us in immersion will last a lifetime. I felt challenged at times to find a way to express leadership through creativity, as I have not considered myself an artistic person. However, I learned creativity includes classical artistic talent and a much wider acceptance of all creative endeavors. I have embraced the idea that I can use creativity to lead others and myself to see and see again and consider existential courage in our future.
04
Each student was encouraged to dive deep internally by exploring ethical dilemmas, perspectives, principles, and practice. By examining why we believe what we believe, we were given the opportunity to listen to others as well, not through the intention of changing our beliefs but by giving dignity to others. These exercises can provide a way for a dialogic ethic, which allows for examining beyond what we want to see.
05
After deep research into current global policies that drive international dialogue amongst foreign ministers and policymakers, we could write policy memos. Each student took a stance and wrote memos that could be used to inform diplomats about their negotiations with allies or international committees. Afterward, we traveled to Belgium, where we joined European students of political science and international business for a week of mock negotiation committees, such as NATO and G-20. Through that experience, I was incredibly encouraged by the depth of policy and cultural knowledge that youth can acquire as they prepare for careers in civil service.
06
This course did not shy away from controversial and difficult topics, in particular structural violence, when structures and systems deny rights or access to basic needs to groups of people. It was interesting to analyze examples of failed negotiations while contemplating the success of self-actualization by those oppressed. The themes of non-violence, forgiveness, and reconciliation were woven throughout the course. “Forgiveness is a virtue of the brave.” ~ Indira Gandhi
07
Several change management tools and methods were explored and presented during this course through an immersion in Spokane. One of my main perspectives from this course is that there are and will be many methodologies for evaluating or executing organizational changes. There is not a one-size-fits-all solution, and it would be beneficial for a change manager to take the time to find the tools that match their situation in the context of their organization’s culture. One of my other takeaways was to use awareness about the resources behind methodologies. Some authors of change management or organizational development-related materials have significant merchandising success but don’t have the body of research to show quantitative or qualitative results. It’s not a call to stop using them, but be aware that there might be research-based material that can provide a dynamic alternative or integrative solution.
08
In this course, we analyzed the various globally interconnected systems: economic, political, cultural, societal, and technological. We were introduced to the research and practice of Cultural Intelligence (CQ), which gives insights into how a leader is motivated and acts with cultural aptitudes. Another takeaway was the newer study of women as global leaders and their impact despite a history of restricted access to authority and power.
09
Listening is often dismissed as an aspect of communication over structuring a message. However, it is one of the most important parts of communication. Opening the heart and mind to listening gives the leader access to new information and wisdom from multiple perspectives to discern and analyze a situation. Then, the leader can make decisions, the hardest of which are not between right and wrong but between good and good. The leader who emphasizes listening first is on their way to becoming a stronger servant-leader.
10
Groups were created early in the class to attempt a simulated ascent of Mt. Everest. During this exercise, we read and examined Senge’s disciplines, such as Mental Models, Shared Vision, and System Thinking. One of the key experiences I picked up on was that when there was a clear communication structure that allowed for dissent or differing ideas, everyone was thoroughly engaged and provided a way to reach a consensus. Every person’s perspective was dignified, even if not all personal goals were met throughout the simulation. The System’s Thinking labs, while technical in nature, provide an avenue for complex and dynamic storytelling of an organization and enable it to have a clearer understanding of the impact of decision-making.