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St.. Michael\u27s and All Angels Choir
No full texthttps://ir.lib.uwo.ca/anglican_choirs/1045/thumbnail.jp
Trinity Anglican Church St. Thomas Choir
No full texthttps://ir.lib.uwo.ca/anglican_choirs/1072/thumbnail.jp
St. Augustine of Canterbury Anglican Church Choir
No full texthttps://ir.lib.uwo.ca/anglican_choirs/1094/thumbnail.jp
St David\u27s And St. Mark\u27s Anglican Church Choir
No full texthttps://ir.lib.uwo.ca/anglican_choirs/1095/thumbnail.jp
Strategies to Create Equity-Focused Psychologically Safe Climates
Get PDFThis Organizational Improvement Plan (OIP) examines strategies to create equity-focused psychologically safe climates within post-secondary institutions. Organizational environments that are marked by high stress, professional hierarchies, and pressure to provide high-quality service, such as those within post-secondary institutions, benefit the most from strategic psychological safety interventions. Yet, many organizations are unsuccessful in creating psychologically safe environments because they have not applied an equity lens (Foley at al., 2002; Singh et al., 2013). A one-size-fits-all approach to psychological safety often exacerbates systemic inequities and barriers which have disproportionate negative impacts on marginalized students and employees (Singh et al., 2013). This OIP aims to apply an equity lens to psychological safety and deconstruct ways of advancing equity-focused psychological safety via leadership development. An inclusive leadership lens is used to identify possible solutions to the problem, framing equity and psychological safety as a core leadership function in pursuit of social justice. Kotter’s Eight Step Change Model and Bridges’ Transition Model are used to frame change implementation and change activities. Gaventa’s (2006) power cube framework is used to explore, understand, and position how spaces for engagement and communication are impacted by power
Cracking the shell of White fragility: Priming employees for anti-oppressive/anti-racist learning
Get PDFDespite the adoption of AO/AR practice frameworks by most human service organizations, consistently integrating the practical elements of AR work into professional interactions continues to challenge many organizations (deFinney, 2011; Saraceno, 2012). This OiP considers the barriers to AO/AR praxis for staff in a crisis shelter, drawing from relevant leadership theory, CRT, change management research, and education research to develop a comprehensive plan aimed at building capacity among employees. With a focus on diminishing the impulse to deny or refute the impacts of systems of oppression on racialized and equity seeking groups, this project uses Kolb and Frohman’s model for planned change, and integrates Deszca et al.’s (2020) change path model with Gentile’s (2010) giving voice to values curriculum, to offer an adaptable, agile solution to the PoP.
The desire to identify and address this problem is rooted in a transformational leadership approach that emphasizes the critical role of trusting and vulnerable leader-employee relationships. The social justice orientation and focus on research that is apparent in this project leverages elements of the transformative leadership approach in formulating a solution. Finally, the situational leadership approach supports the requisite adaptability and agility in engaging with this solution. In this OiP, these three leadership approaches are woven together to develop a comprehensive, AR, guided learning program. Through ongoing PDSA cycles, pre- and post-training evaluation, and observational feedback, the iterative program will be tailored to support the specific needs of the partner organization
