Creating Inspiring Workshops and Courses in Transdisciplinarity: A Guide - Manual / Resource - Page 63
TD Leadership stances and activities: Key skills for linking knowledge and action
Beyond the mindset or dispositions that many TD leaders bring to their work (ways of BE-ing), TD leadership can become visible in the
things TD leaders typically do, regardless of which position on a team they might hold (acts of DO-ing). We summarize these briefly
below with sample practices.2 Section V (Tools, page 103) points you to specific training tools you can use to practice these actions and
build TD leadership skills.
Re昀氀ecting: Assessing challenges, strengths, and values
Context
Sample Practices (Behaviors and Skills)
Individual
Identifying a challenge that resonates with one’s values, interests, and expertise
Assessing time and commitments before taking on a new project
Setting aside time for self-care and self-development (reflection, coaching, support groups, rest, etc.)
Research collaborative
Assessing one’s own strengths and weaknesses and seeking to build teams that complement each other’s
Assessing collective interests and goals
Inquiring: Gathering multiple perspectives
Context
Sample Practices (Behaviors and Skills)
Individual
Identifying key academic and societal partners
Balancing voicing one’s own views and active elicitation and consideration of others’ views
Learning from colleagues
Research collaborative
Identifying NGOs, government agencies, or boundary organizations that share common interests
Identifying both commonalities and differences among societal partners
2 This list is adapted from the 2017 Leopold Leadership Program, renamed the Earth Leadership Program (https://www.earthleadership.org/program-design).
In-depth exploration of leadership
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