1. THE LEARNING EDGE: LEADERSHIP STRATEGY with Professor Richard Bawden

2. Learning is the transformation of experience and insight into meaningful action.

3. I seek to learn about the ever- changing world around me in order to co-adapt with it. I learn in order to be!

4. The same can be said for organizations (as collectives of learners):

5. An organization ‘seeks to learn’ about the ever-changing world around it, in order to strategically co-adapt with it.

6. Self

7. Organization

8. Self Organization Environment

9. Leadership is the facilitation of meaningful and responsible collective action.

10. Strategic leadership is the facilitation of meaningful and responsible action for sustainable relationships.

11. THE TRINITY OF STRATEGIC LEADERSHIP RESPONSIBILITIES:

12. THE TRINITY OF STRATEGIC LEADERSHIP RESPONSIBILITIES: EFFECTIVENESS

13. THE TRINITY OF STRATEGIC LEADERSHIP RESPONSIBILITIES: EFFECTIVENESS EFFICIENCY

14. THE TRINITY OF STRATEGIC LEADERSHIP RESPONSIBILITIES: EFFECTIVENESS EFFICIENCY ETHICAL DEFENSIBILITY

15. “THE RIGHT AND PROPER THING TO DO” Ethics relates to questions about:

16. “ Strategic planning can often exacerbate the negative effects of change, by ignoring the ethical implications of proposed strategies”. Steve Bowman Enterprise Care Consulting Group

17. “ In the current environment, where governance and ethics are under increasingly closer scrutiny, any major organizational decision should consider the ethical dimension”. Steve Bowman Enterprise Care Consulting Group

18. There are three aspects of strategic leadership that have a special significance for DECS:

19. Leadership ‘of’ DECS

20. Leadership ‘by’ DECS

21. Leadership ‘of’ DECS Leadership ‘by’ DECS Leadership ‘through’ DECS

22. “The experience of Living Waters school highlights a move towards low-fee paying Christian primary schools among West Australian parents to have their children taught Christian values”. The Australian Monday June 10 2003

23. In a secular educational context, ‘Christian’ values might be appropriately replaced by what can be referred to as Kantian- inspired values:

24. Values about knowledge:

25. What can we know?

26. Values about knowledge and knowing: What can we know?

27. Values about practice:

28. What should we do?

29. Values about practice and ethics? What should we do?

30. Values about creativity:

31. For what can we hope?

32. Values about creativity and aesthetics: For what can we hope?

33. Autonomy

34. Dignity

35. Autonomy Dignity Integrity

36. Autonomy Dignity Integrity Vulnerability

37. Practical applications: From SWOT to SCOR[E]

38. Strengths Weaknesses Opportunities Threats Strengths Challenges Opportunities Risks Ethics

39. Autonomy Dignity Integrity Vulnerability StrengthsChallengesOpportunities Risks

40. The matter of power: Jurgens Habermas: Communicative Ethics Discourse and Speech Acts

41. Strategic planning critically involves: [i]NSPECTING plausible future environments

42. Individual Natural Social Political Economic Cultural Technological

43. Natural Social Technological Intellectual Political Economic Cultural

44. Develop a plausible scenario of the future through [i]NSPECT. Suggest a strategic action that one might use to ‘adapt’ to that suggested change from the present. ‘Run the strategy past’ the ethical framework as a test of impact (to autonomy, dignity, integrity and vulnerability).