In my DFS experience this week, I didn’t complete any hours because I was just getting my mentorship experience planned. I did hear back from my mentor this week, and plan to begin meeting with them during the week of June 4, per my plan of study.

At the beginning of the week, I wasn’t sure if Dr. Ipe would return my email from the prior week, so I was planning to send emails to other potential mentors. So the bulk of my DFS experience was thinking about backup choices and beginning to plan how to work with those folks. I was also thinking about the direction I would want my DFS experience to go if I couldn’t work with someone at an enterprise level at the university.

Based on my reading for the week, I was particularly inspired by the preface to Michael Fullan’s Leading in a Culture of Change (2001). He writes: “The more complex society gets, the more sophisticated leadership must become. Complexity means change, but specifically it means rapidly occurring, unpredictable, nonlinear change…How do you lead in a culture such as ours, which seems to specialize in pell-mell innovation?” (v).

I’ve been reading and working quite a bit in and around design theory, much of which views design practice as a response to problems that arise from complexity. One of my favorite writers on design is Ann Pendleton-Jullian, and she and John Seely Brown have written about contemporary society as being a white water world, marked by rapid change, radical contingency, and hyper-connectivity. Fullan’s book seems to begin to offer a framework for leadership in educational organizations during a time of change, and I’m excited to delve more into that over the course of the term.

Fullan, M. (2001). Leading in a culture of change. San Francisco, CA: Jossey-Bass.