Whitefield News

File includes January 2015 Volume 2, Issue 7 February 2015 Volume 2, Issue 8 March 2015 Volume 2, Issue 9 April 2015 Volume 2, Issue 10 May 2015 Volume 2, Issue 11 June 2015 Volume 2, Issue 12 July 2015 Volume 3, Issue 1 August 2015 Volume 3, Issue 2 September 2015, Volume 3, Issue 3 October 2015, Volume 3, Issue 4 November 2015, Volume 3, Issue 5 December 2015, Volume 3, Issue

Timely and Transforming Leadership Inquiry and Action: Toward Triple-loop Awareness

Drawing from situations in business, art, leadership education, and home life, this essay experiments with diverse ways to communicate the experience of triple-loop awareness. Contrasting it with single- and double-loop feedback in a person’s awareness, the triple-loop supposedly affords the capacity to be fully present and exercise re-visioning, frame-changing timely leadership. The essay presents an encompassing theory of time and of its relationship with our own capacity for awareness. The experiment concludes with the reminder to readers that a first reading is like walking around the base of a mountain. The authors invite readers to try out one of the uphill paths of being with these experiments with a different kind of attention

Timely and Transforming Leadership Inquiry and Action:Toward Triple-loop Awareness

Drawing from situations in business, art, leadership education, and home life, this essay experiments with diverse ways to communicate the experience of triple-loop awareness. Contrasting it with single- and double-loop feedback in a person’s awareness, the triple-loop supposedly affords the capacity to be fully present and exercise re-visioning, frame-changing timely leadership. The essay presents an encompassing theory of time and of its relationship with our own capacity for awareness. The experiment concludes with the reminder to readers that a first reading is like walking around the base of a mountain. The authors invite readers to try out one of the uphill paths of being with these experiments with a different kind of attention

Team Coaching through CDAI and the GLP

This chapter illustrates how Collaborative Developmental Action Inquiry (CDAI) theory, method, and practice can be used to simultaneously assess and transform leaders, teams, and organizations, through a non-formulaic coaching and consulting process that becomes increasingly self-transforming and collaborative as it evolves. The chapter provides two mini-cases illustrating how CDAI and Global Leadership Profile (GLP) can be used in team coaching contexts to shape coaching interventions on the ground and support the growth of individuals and teams toward more transforming/collaborative ways of operating. The first case was written by Peter Hill during his period of supervised debriefings en route to GLP certification. The second case was written by Nancy Wallis based on her experience coaching a technically brilliant but irascible senior executive toward becoming a more effective team leader and coach of his manufacturing quality team in a global biopharmaceutical firm

Dairy Farm Business Summary: Intensive Grazing Farms New York 1998

E.B. 99-17Dairy farm managers throughout New York State have been participating in Cornell Cooperative Extension's farm business summary and analysis program since the early 1950's. Managers of each participating farm business receive a comprehensive summary and analysis of the farm business. The farms included in the study are a subset of New York State farms participating in the Dairy Farm Business Summary (DFBS). Sixty-six farms indicated that they grazed dairy cows at least three months, moving to a fresh paddock at least every three days and more than 30% of the forage consumed during the growing season was from grazing. Operators of these 66 farms were asked to complete a grazing practices survey. Thirty-seven of the farms did complete it. The investigators chose to eliminate from the study those farms which owned no real estate. Of the 59 remaining farms, surveys were obtained from 31. The investigators had special interest in practices used on farms with above average profitability. Therefore the study centered on 31 farms which were not first year grazers and on which at least 40 percent of forage consumed during the grazing season was grazed. These 31 farms were divided on the basis of net farm income (without appreciation) per cow above and below $750 which was about 20 percent higher than the average for all farms participating in DFBS. Seventeen farms with net farm income per cow above$750 are in the “More Profitable” group and fourteen farms with net farm income per cow below $750 comprise the “Less Profitable” group. The primary objective of the dairy farm business summary, DFBS, is to help farm managers improve the business and financial management of their business through appropriate use of historical farm data and the application of modern farm business analysis techniques. This information can also be used to establish goals that will enable the business to better meet its objectives. In short, DFBS provides business and financial information needed in identifying and evaluating strengths and weaknesses of the farm business

Dairy Farm Business Summary: Intensive Grazing Farms New York 1998

E.B. 2000-11Dairy farm managers throughout New York State have been participating in Cornell Cooperative Extension's farm business summary and analysis program since the early 1950's. Managers of each participating farm business receive a comprehensive summary and analysis of the farm business. The farms included in the study are a subset of New York State farms participating in the Dairy Farm Business Summary (DFBS). Sixty-five farms indicated that they grazed dairy cows at least three months, moving to a fresh paddock at least every three days and more than 30% of the forage consumed during the growing season was from grazing. Operators of these 65 farms were asked to complete a grazing practices survey. Thirty-four of the farms did complete it. The investigators had special interest in practices used on farms with above average profitability. Therefore the study centered on 29 farms which were not first year grazers and on which at least 40 percent of forage consumed during the grazing season was grazed. These 29 farms were divided on the basis of labor and management income per operator per cow above and below $193 which was the average for all farms participating in DFBS. Thirteen farms with labor and management income per operator per cow above$193 are in the “Above Average” group and sixteen farms with labor and management income per operator per cow below $193 comprise the “Below Average” group