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Public Better Ancestor Board - Resources to challenge racism

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Made by a cross-dept reading group at the Uni of Leeds and generously shared by Barbara Kempf.

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Lou's Antifragile Canva - includes practice cartography

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Lou's Antifragile Canva - includes practice cartography

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Antifragile - Presentation (16:9) by louise.mycroft

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In 'Atlas of the Heart' Brene Brown draws on her research to identify Practising Story Stewardship as a key component of meaningful takeover. 'Whiteness' behaviour is a narrative takeover, centring dominant experience, e.g. #AllLivesMatter #NotAllMen

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Maslow’s Hierarchy of Needs and Blackfoot (Siksika) Nation Beliefs

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Maslow’s Hierarchy of Needs and Blackfoot (Siksika) Nation Beliefs

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I have referred to Maslow's Hierarchy of Needs for as long as I can remember. I learned about it as a way of looking at the complete physical, emotional, social, and intellectual qualities of an individual. It seemed obvious that this could be applied to education so I shared it during speeches, online, and in coaching. I never thought of where and how it came to be. I look back now and wish I had the curiosity and skepticism I have now and had done my research.

When I shared his hierarchy during a Twitter chat, my friend Ken Shelton @k_shelton sent me a direct message asking me if I had done any research on Maslow's Hierarchy. I have but apparently not on the points he mentioned so he sent me this link http://bit.ly/maslow-blackfoot-connection that I shortened for you. I added other research I found at the bottom of this post.

The article Maslow's Hierarchy Connected to Blackfoot's Beliefs by Karen Lincoln Michel in 2014 opened my eyes and reinforced some of my own thinking about what motivates people. So a little history of Abraham Maslow as one of the founders of humanistic psychology is that "he generously borrowed from the Blackfoot people to refine his motivational theory on the hierarchy of needs."

Maslow's Motivation Theory

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper " A Theory of Human Motivation " in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. Let me review with you what Maslow's theory suggests. He illustrates that people are motivated by fulfilling basic needs such as food, shelter, and clothing first which is at the bottom of the triangle. As you move up the triangle, the next need is safety and security, then love and intimacy, then self-esteem, and then at the top: self-actualization. This highest level is where people are self-aware and achieve their fullest potential.

"It is quite true that man lives by bread alone - when there is no bread. But what happens to man's desires when there is plenty of bread and when his belly is chronically filled?
At once other (and "higher") needs emerge and these, rather than physiological hungers, dominate the organism. And when these in turn are satisfied, again new (and still "higher") needs emerge and so on. This is what we mean by saying that the basic human needs are organized into a hierarchy of relative prepotency." (Maslow, 1943, p. 375).

What was and was not in Maslow's Theory

In reading several reviews of the theory, there were critical evaluations of his findings. Maslow used limited samplings of self-actualized people including biographies and writings of 18 people he identified as being self-actualized. He used personal opinion which is prone to bias and reduces the validity of the data obtained. But that didn't seem to matter to educators. If you do a search on Maslow's Hierarchy of Needs, you will see this 5 level version. There is a seven-stage and then an eight-stage model later developed during the 1960s and 1970s. [Source: Simply Psychology 2018]

Maslow's work centered around the humanistic approach but he never created the pyramid. Many people may not realize that during the last few years of his life Maslow believed self-transcendence, not self-actualization, was the pinnacle of human needs. According to this article in Scientific American, a business management consultant created Maslow's pyramid. [Source: Kaufman, 2019]

Blackfoot Nation translated from Siksika Nation

I received an email from Councillor Leon Crane Bear who is a member of the Siksika Nation (part of the Blackfoot Confederacy) located in Alberta, outside of Calgary in Canada where he gave me more information about the proper spelling ("Siksika" which translates to Blaackfoot). The Siksika Nation is a First Nation in southern Alberta, Canada. The name Siksiká comes from the Blackfoot words sik (black) and iká (foot), with a connector s between the two words. Siksika has a total population of approximately 7500+ members. Siksika are a part of the Blackfoot Confederacy which also consists of the Piikani and Kainaiwa of southern Alberta and the Blackfeet in the State of Montana. More information at Siksika Nation.

In 1938, Abraham Maslow visited the Blackfoot (Siksika) Nation. There is evidence of Maslow's work there with a link to an archival photo that places Maslow on the Blackfoot reserve at that time, and a link to more information on the Blackfoot people's influence on Maslow.

Karen Michel interviewed Dr. Cindy Blackstock who is the executive director of the First Nations Child and Family Caring Society of Canada about Maslow's connection to the Blackfoot Nation.
The Blackfoot belief is not a triangle. It is a tipi where they believe tipis reach to the sky.
Self-actualization is at the base of the tipi, not at the top, and is the foundation on which community actualization is built. The highest form that a Blackfoot can attain is called "cultural perpetuity."

Blackstock shared in her research, the breath of life theory that was interpreted by Native American child welfare expert Terry Cross in the relational worldview model (Cross, 1997; Cross, 2007). The principles are categorized into four domains (cognitive, physical, spiritual, and emotional) of personal and collective well-being:

Cross presented in 2007 at a keynote that Western views are linear and native and tribal views are relational:

Fluid, cyclical view of time

Each aspect of life is related

Services aim to restore balance

Interventions may not be directed at "symptoms"

Underlying question is "how?"

Blackstock explained cultural perpetuity as something her Gitksan people call "the breath of life." It's an understanding that you will be forgotten, but you have a part in ensuring that your people's important teachings live on.

Blackstock referred to research by Ryan Heavy Head and Red Crow Community College on the Blackfoot approach to science was funded in 2005 through an SSHRC Aboriginal Research Grant that he shared in a post in 2007, How First Nations Helped Develop a Keystone of Modern Psychology.

" Blackfoot people have their own systems for developing new knowledge in traditional ways," says Ryan Heavy Head, one of the researchers at Red Crow. "It's less focused on categories and more interested in how things come together."

As illustrated in Blackstock's diagram below, self-actualization was on the bottom, as the starting point. The self was only the beginning for the Blackfoot, who placed community actualization and cultural continuity above the individual. Maslow's western lens flipped it around to prioritize the individual. [Source: Lincoln Michel, K. 2014]

The image used in the graphic above shows basic differences between Western and First Nations perspectives, as presented by the University of Alberta professor Dr. Cindy Blackstock at the 2014 conference of the National Indian Child Welfare Association.

References

Blackstock, C. (2011) The Emergence of the Breath of Life Theory. Journal of Social Work Values and Ethics, Volume 8, Number 1 (2011) Copyright 2011, White Hat Communications.

Cross, T. Through Indigenous Eyes: Rethinking Theory and Practice. (2007) Keynote Address.

First Nations Education Steering Committee https://www.fnesc.ca/

Heavy Head, R. (2007) How First Nations Helped Develop a Keystone of Modern Psychology. Social Science and Humanities Research Council. Online 3-10-18.

Kaufman, S. (2019) Who Created Maslow's Iconic Pyramid? Scientific American. 4-23-19.

Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-96.

McLeod, S. (2018). Maslow's Hierarchy of Needs. Online. 3-10-19. Simply Psychology.

Michel, K.L. (2014) Maslow's Hierarchy Connected to Blackfoot Beliefs. Online 3-10-19

Siksika Nation on Wikipedia

Siksika Nation website

****

Interested in checking out more of the Rethinking Learning podcasts and reflections, click on the podcast tab at the top, the logo below, or go to https://barbarabray.net/podcasts/

For more information about Barbara's new book, Define Your WHY, go to this page or click on the image of the book for resources, questions, and links.

About the author

Barbara Bray is a Creative Learning Strategist and owner/founder of Computer Strategies, LLC with its divisions My eCoach (my-ecoach.com) and Rethinking Learning where she shares her resources, stories, and more about learning and life. Barbara is the host of the Rethinking Learning Podcast where she has conversations on learning and reflections with inspirational educators, thought leaders, and influencers! She is the co-author of Make Learning Personal and How to Personalize Learning. Barbara recently launched her book, Define Your WHY, that is all about owning your story so you live and learn on purpose.

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Maslow's Hierarchy of Needs and Blackfoot (Siksika) Nation Beliefs

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I have referred to Maslow's Hierarchy of Needs for as long as I can remember. I learned about it as a way of looking at the complete physical, emotional, social, and intellectual qualities of an individual. It seemed obvious that this could be applied to education so I shared it during speeches, online, and in coaching.

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A blueprint to fix the digital divide, Good Things Foundation, 2021

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A blueprint to fix the digital divide, Good Things Foundation, 2021

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We're calling on this Government to put digital inclusion at the heart of COVID-19 recovery, harness the appetite for change, and take decisive action to fix the digital divide.

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In the UK we're world-leaders as a tech powerhouse, but the digital divide holds us back. It is blocking progress on the Government's Ten Tech Priorities for a tech-savvy nation.

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Skip to content Close I'm looking for... Menu We're calling on this Government to put digital inclusion at the heart of COVID-19 recovery, harness the appetite for change, and take decisive action to fix the digital divide. We need to put digital at the heart of our recovery.

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Jasmine writes about 'slow ontologies' and the importance of finding spaces to step outside the velocity of working life. This is not quite that, but I think her most beautiful piece, which speaks to me about practices of care, Lou

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Diana Tremayne's research on Twitter for professional learning in FE

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Diana Tremayne's research on Twitter for professional learning in FE

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Diana's thesis will be published soon and we will link to it - in the meantime, here's a blog she wrote on her doctoral work.

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Beyond Sticky Notes (the work of Kelly Ann McKercher)

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Beyond Sticky Notes (the work of Kelly Ann McKercher)

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Glossary and deeper reading to hit all points of the 'hot sauce'.

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Literature Review: Online and Blended Learning in FE

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Literature Review: Online and Blended Learning in FE

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Review of research into online and blended learning and assessment to identify techniques that can be used by further education (FE) teachers.

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The findings from this literature review:

help the further education (FE) sector understand how traditional pedagogic theory is impacted by online or blended delivery

identify effective pedagogic approaches and techniques that can be used by FE teachers in online or blended delivery

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Literature review into online and blended learning in FE

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Skip to main content We use some essential cookies to make this website work. We'd like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services. We also use cookies set by other sites to help us deliver content from their services.

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I've spent twenty years studying courage, vulnerability, shame, and empathy, and I recently completed a seven-year study on brave leadership. The goal of Dare to Lead is to share everything we've learned about taking off the armor and showing up as leaders in a skills-based and actionable playbook. Here are a few of the big ideas that emerged from this research:

You can't get to courage without rumbling with vulnerability. Embrace the suck.

Daring leadership is a collection of four skill sets that are 100% teachable, observable, and measurable. The foundational skill set of courage-building is "rumbling with vulnerability." Once we have built these rumbling skills, we can move on to the other three skill sets: Living into Our Values, Braving Trust, and Learning to Rise. Our ability to be daring leaders will never be greater than our capacity for vulnerability.

Self-awareness and self-love matter. Who we are is how we lead.

The greatest barrier to courageous leadership is not fear-it's how we respond to our fear. Our armor-the thoughts, emotions, and behaviors that we use to protect ourselves when we aren't willing and able to rumble with vulnerability-move us out of alignment with our values, corrode trust with our colleagues and teams, and prevent us from being our most courageous selves.

To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded. We have to be vigilant about creating a culture in which people feel safe, seen, heard, and respected.

The skill sets that make up courage are not new; they've been aspirational leadership skills for as long as there have been leaders. We just haven't had the courage for real talk about courage. But it's time. And if you want to call these "soft skills" after you've tried putting them into practice-go for it. I dare you. Until then, find a home for your armor, and I'll see you in the arena.

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Daring leadership requires brave work, tough conversations, and showing up with our whole hearts.

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You accepted the invitation and we traveled together, making our way through the ten guideposts and around the globe in 35 languages. The Gifts celebration is really a huge thank-you to the community that it gave birth to-that's you!

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You accepted the invitation and we traveled together, making our way through the ten guideposts and around the globe in 35 languages. The Gifts celebration is really a huge thank-you to the community that it gave birth to-that's you!

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I have been schooled by this article @wayne_reid79 - ignore the social work context, it's relevant and would be a great source text for student too.

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3. Anti-racism in Social Work – ‘When you’re accustomed to privilege - PSW final

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The Practice of Values (submitted to CollectivED Working Papers)

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The Practice of Values (submitted to CollectivED Working Papers)

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The Practice of Values CollectivEd July 2021

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Have you ever been in a position of leadership and not be the Manager? I have...

This situation happens everyday all over the world. Here's how you can make it happen.

Have you ever felt compelled to act because of someone? That's motivation.

Has something ever made you feel like doing something different, or give you an idea about what you could do? That's inspiration.

Have you ever felt like you could accomplish your goal? That's optimism.

Has someone ever made you feel like they had your back? That's teamwork.

Has someone ever valued your opinion? That's compassion.

Those are all characteristics of leadership.
I've read countless stories of people who have lead teams and it's not always the person in command. For instance, the Commander of an Army doesn't go out and fight in front of his or her troops. One the soldiers have to lead the troops on the front line. This solider has to know how to carry out the responsibility of leading. Here's the one characteristic the soldier and you must have to lead others.

Ownership

When you're leading others who don't directly report to you the key is to assume a position of responsibility. Not in a bossy way rather a supportive way. In the past I've been the Captain of my High School, College and Pro Football Teams. I can recall always feeling a sense of ownership before I was ever elected as Captain by the team. This sense of ownership is a character trait you can develop.
Here's how...

Why did you start reading this post?

What triggered your curiosity?

We are living in a world where the "How To" is dominating the Internet. I recently read an article where the author mentioned that "How To" titled videos is the most searched on YouTube. So the question we should be asking is why? Why are millions of people like you and me so attracted to "How To"?

We all possess the natural inclination to learn, that's why. Whether it's learning how to lead others, program computer systems or tie a bowtie. We all have a desire to learn, but the catch is your desire to learn what's interesting to you.
There is your golden ticket for leading others without being their Manager. Become interested in helping people succeed.
The idea of the Golden Rule comes to mind:
"Treat people the way you would like to be treated"
Let's take it a step further and practice Dr. Tony Alexandra's Platinum Rule:
"Treat people the way they want to be treated" Although 'How To" is an attractive term you're really in search of the "Know-How" and I believe Ram Charan's book "Know-How" is a valuable resource for you as a Leader.
Simple Intelligence

Your Difference Brings Value To The Marketplace

Discover your value and appreciate the difference in others, and you will be on your way to leading without even realizing it.

What perspective can you bring to the team that will help them succeed?

What particular skills do you have from previous jobs?

How can you help others succeed?

What can you say to encourage them?

How can we do it better?

Leadership Challenge

The idea of Leadership is usually the person at the top, but I encourage you to invert the picture and think of yourself as the Leader who supports from the bottom. It actually makes logical sense once you embrace to idea of leadership. Own your position and take responsibility for supporting your team in anyway you can and you will be leading them without being their Manager.
Leadership PepTalk: Questions Who can you support today? Make it happen. Let's GO!! Thanks for asking questions. You keep asking and I'll keep coaching.
Follow for consistent coaching and checkout my previous post.
www.PierreCamp.com

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Leadership: How To Lead People If You're Not Their Manager

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Have you ever been in a position of leadership and not be the Manager? I have... This situation happens everyday all over the world. Here's how you can make it happen.