Poems for Sister Karen from Grandma Wilda

Karen Louise Boje is my sister. Karen (also known as Karen Spain) was born on September 10, 1959 and passed away on Friday, September 8, 2017 in Deming, New Mexico. She was 58 years, and died two days before her birthday. She went from home to Mimbres Memorial Hospital. Arrangements with Terrazas Funeral Chapels ~ 575-546-0070. She is survived by daughter Sarah and her son Jedediah.  Today Wednesday, September 20, 2017 there is service and potluck for Karen at the Court House Park, 700 S Silver Ave, Deming, NM 88030 (exit 82A), at 6PM.

“It was all for the animals” In memory of Karen L. Boje

Karen  was Office Manager at Deming Luna County Humane Society, Deming, New Mexico, 2125 Onate Rd. SE, Deming, NM 88030.

karen in Deming

Karen loved animals. Granite benches with tax run $850-$1605. Depending on funds raised, we will work towards an engraved bench to memorialize Karen.  DONATE AT

THIS GO FUND ME LINK FOR KAREN’S BENCH

“Karen managed the local county shelter for years, worked to transport animals for adoption out of state, made pet food pick up runs to help supply the emergency pet food bank, worked with numerous local rescues, worked vaccination clinics, fostered dogs, owned several and graciously helped animals in need at every opportunity.
Karen will be missed tremendously be her animal friends and family.
In honor of Karen, we would like to raise money for a granite engraved bench memorial to be located at the adoption park within DAGSHIP Rescue. It’s a lot of money, but I feel wood and plastic benches will not stand the test of time.
Every time a human visits our rescue and plays with a pup, adopts a pup or just sits under the shade tree… Karen’s words will be shared, “I did it for the animals”.
Your support to memorialize this wonderfully kind woman will be appreciated. Thank you.”

1984_Karens_wedding

It is amazing to me that I am the oldest, yet my younger brother Steven, and now my sister Karen, have passed on. Should not the oldest die first? My sister moved from Washington to New Mexico after our mother, ‘Cindy’ Lorane Boje-Donlon-Eaton (born Dec 3 1946), passed.

Karen_Boje_Lorane_Spokane_WA_1964_mediumKaren maintained a genealogy website for her mother Lorane, and it says: Daughter of Raymond Victor Eaton and Wilda Eaton ,Wife of John Edward Donlon, III , Ex-wife of Daniel Boje , Mother of Patrick John BojeKenneth Daniel Boje (twins that died after birth, premature);David Boje;  Steven Douglas Boje; then Keven Boje, and sister Karen Boje. Our mother Lorane was half sister of Valla Isobel Brown. 

I collected some photos before our mom passed, and this one is of Karen’s family, a while back.

Karen family photo

Karen Boje (photo is Karen, Terry Manges, with children left to right Jedediah (their child together), Sarah (from Karen’s 1st marriage to Boycott) & Jerry (from Terry’s former marriage).

Karen Boje’s 1st husband Dudley Stewart Boycott (married 1975); children Sarah Ann Boycott (born Jun 25 1976) in Nyack New York. 2nd husband Terry Eugene Manges (married Nobleborough Maine in Jul 1984). Children Jedediah Zackary Manges (born May 26 1987 in Olympia WN). They are still married. Currently Karen is with with Dan Brooxshill (from TX); 14241 Country Lane, Yelm WN 98587-9150

I have some poems written by our grandmother, Wilda Brown-Eaton-Shelton (born Jan 28, 1902 to William Henry Shelton and Virginia Tuttle, who cross on The Oregon Trail by covered wagon to Goldendale, Washington, from Iowa).

Wilda married at age 16 to Raymond Eaton, still in Goldendale Washington in 1920, then remarried to Percy Brown, a forest ranger. Two of Wilda Brown-Eaton-Shelton’s poems are for her granddaughter, Karen Louise Boje:

KAREN LOUISE

Little pink Fairy, whence came you a far?

Was it out of the Iceland, where fairy queen dwell?

Or perchance it was from the sky azure blue, where fairy angels a kiss did us blow.

Then when it was wafted on a white little cloud.

Twas then we knew you dwelt there with god.

In his great love for us here on the Earth.

He sent us little Karen

His angel of Smith.

— Grandma WB 1959 (Wilda Brown)

KAREN’S 12th “71”

Birthdays are in horror of the one who is a year older. That means one step up on the ladder of life.

More knowledge of the joy of living of loving and yes of sorrow and disappointment and deprivation.

But most of all that new souls are born each day others grow old pass on. So each year you grow in character and personality as well as in physical size charm and beauty.

You are a loving seat girl I am proud to cll you my granddaughter.

I know you will surmount all the obstacles of life and the world with all its mystery and wonder.

Nothing is too great a burden for each of us to carry as we are strong and endure as long as we live.

So keep your smile and be happy and many many more birthdays

I will never forget your 12th and Tammy’s too.

In the few years I have left my hope is to see all my grandchildren young women and men.

— Love Grandma (Wilda Eaton Brown, Mother of ‘Cindy’ Lorane (Eaton) Boje Donlon, who is mother of Karen Louise Boje

 more about Karen Louise Boje here.

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Sparky, my best friend, except for my wife, died today

Sparky, my best friend, except for my wife, died today

 

Time of death – July 18, 2017 2:15PM

 

Sparky is a Catahoula. They are bred to herd cattle. He was abandoned on our ranch by some ingrate and kept hanging around the barn, so we took him in. That was 14 years ago, which means he is about 98 years old in human years. At first we though Sparky was slow. He’d been roaming the desert around our house for some weeks, according to the neighbors. One Sunday morning as Grace Ann (my wife) went to the barn to feed the horses, she turned around and saw this dog with strange-looking eyes following her. He stayed around the property so we took him in. He did not bark, was unresponsive, and mostly looked down, and paid us no never mind. A few days in the house, and he’d chewed through the back of my chair. Not a house dog, for sure. When I called to him, and he did not seem to notice. Then Grace Ann got up behind him and clapped, and nothing. Sparky was deaf. He also had a crooked tail. Looked like it had been caught in a car door.

 

My best friend, except for Grace Ann, is about to pass away. Grace Ann and I took him for a short walk. I held him one last time. We let Honey participate, since to find her soul mate just gone, would have been too traumatic.

Sparky on my lap, with Honey, as we both look after Sparky on his last day

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Deaf dogs need language. We got a trainer and she taught us all some hand signal commands. Sparky was quick witted, and picked it up quickly. Trouble was, he would growl at us if we tried to cross the room. Also growled and snarled if we tried to play with him. This dog was bred to be a cattle herder, and with no cows around, he decided to herd us around, whenever we crossed the back yard, or looked like we were playing around indoors or out. He would growl and nip and try to “herd” us.

 

Sparky was always happy. He was always happy to go on a walk, happy to poop, happy to have a treat, happy to eat his meals, and happy to be with me. He loved me unconditionally. He is definitely man’s best friend, my best friend. We did many walks in the desert but recently he could not go very far. We used to walk for an hour, but lately 10 minutes he all he can do. We had to use a horse halter on him, because he would simply chew through the store-bought doggy ones. Besides you needed something sturdy to hold onto while he dragged you around.

 

As I held Sparky on his last day, I came to terms, a bit, not totally, with his leaving.

 

Sparky is not a name for a grown man’s dog. There is a story here. I named him Sparky, after a dog I had as a child, when I was about 6 years old. That Sparky was a Cocker Spaniel, and did shed even more hair than the Catahoula (Sparky’s breed). My parents told me the old Sparky ran away. Next day he came back home. I went off to kindergarten and when I go home, my mother told me, “Sparky ran away again.” Two days later, Sparky was back at our doorstep. I was so very glad to see him. I went off to kindergarten, and when I got home, again my mother said, “Sparky ran away.” I was gullible and believed her. Years later, as a teenager, she told me they took Sparky to the pound, and he got loose, then took him to a pound the other side of town, and he got loose again. The third time they made sure he’d never come back, and he didn’t. Mom said, “I got tired of all the hair. Hair was everywhere on all the furniture. Had to be done.” Mom was all about keeping a tidy house, and Sparky did not fit in.

 

What does it do to a child to have his dog sent away, or to be accurate, to be killed? For me the result was I did not bond with animals ever again, not until this Sparky. I also did not exactly trust my parents after that. Who would?

sparky2

Some time with Sparky, and I am adjusting to the Situation. Honey is there tending him too

 

 

I used to walk Sparky, and tell him, “I cannot bond with animals!” “Sorry, I will do the best I can!” He just came up and licked my head, licked any part, an arm, a leg, a hand. If he could not get at a bare part, he’d lick my jeans, and eventually bite through, and create holes. It was gentle, and distracted, you wouldn’t notice till the hole was there.

 

After a few months he stopped chewing furniture. He loved his walks, but he’d drag a full-grown man down the desert trail, going wherever he wanted, stopping to smell the same bushes, over and over again. I used to walk him anyway, and eventually he settled in, walking at my side.

 

We have a cat at our ranch, a fluffy longhair white cat. We named him ‘Tiger.’ He was an outdoor cat that came eventually to live indoors but went out during the day. We called him ‘Tiger’ not because of his looks, but his personality: he hunted mice, rabbits, birds, and reptiles of all sorts. He’d leave the trophies on our front door step. This would drive Sparky crazy.

 

The cat trained Sparky. How? When Sparky first showed up, he slowly approached Tiger until they were real close, nose to nose. Then Tiger grabbed Sparky’s snout with both paws, claws out! Sparky yelped a leaped back, and gave Tiger a wide berth after that. It is only in the last few years that Sparky could get close enough to give Tiger a friendly (but still cautious) sniff.

 

Tiger seemed to be the only creature that could back Sparky down. One evening, I heard barking outside, and it was dark, no moon at all. There was Sparky, lunging at a Western Diamondback Rattle Snake, a big one. The snake would strike at Sparky, and Sparky would jump back, then growl and lunge again at the snake. It just went on like that for a very long time, so I grabbed a shovel and took off the snake’s head. Sparky never backed down from a fight, except with Tiger. Tiger is unique, a whole other story.

 

I am a Vietnam Veteran, with some mild PTSD. Anyone who goes to a war zone has it. It’s just a fact of life! To me Sparky was like a service dog. Unconditional love, always glad to see me, always coming around to check up on me when I writing, sleeping, or relaxing. It took a few years, but eventually we bonded. As he got older he started to bark. First few years, we enjoyed the peace and quiet, except for the growling when we tried to cross the yard without his express permission.

 

He also walked by my side, on our journeys. But you had to watch him close. He would bolt out the door, and not look back. You could call after him. What good would that do? He’s deaf! Several times he escaped the house, and we’d drive up and down every street in a two-mile search radius. Sometimes we’d find him at the middle school, herding the children around on the playground, and they all liked him. Other times, we’d get a call from the pound, “Found Sparky, come and claim him.” The deal is, every time they pick him up, the fine is doubled. $30 to $60 to $120. Liked it better when some neighbor or a school would call, “You want to come and get Sparky.” In his later years, I could actually catch him.

sparky3

(Photo below: When Grace Ann’s brother Phil (Chup) was visiting us, he woke up to Sparky staring at his face—and took this picture!)

 

A second dog was abandoned on our property. She’s a boxer, and some other stuff. We named her “Honey,” cause of her hair color. You can see her in the pictures. She has short hair and barely sheds at all–My mom would have loved her. Everyone loves Honey. She is athletic, so strong she could pull a dog sled, and yet very respectful. If a door is a bit open but not to the width of her head, she won’t open it, and will just sit there. Sparky, on the other hand, will work the handle if he can, or push on the door till he can squeeze through. Sparky and Honey grew to be the best of friends. When Honey had her spaying operation and was returning from surgery, for a while she could not move yet to get out of the car in the garage and go into the house. Sparky came over to the car, jumped inside, and stayed in there next to her, comforting her, until she was ready to move.

 

Grace Ann and I used to watch a movie in the evening and sit in our easy chairs. When Honey was very young, one evening she just wiggled her way into Grace Ann’s lap, and then sometimes into mine. She was so limber and soft you wouldn’t notice and when you did she was so cuddly, how could you refuse. Sparky would be in the room laying on a dog mattress. After a few weeks of this, Sparky, now in his barking phase, would bark at us, and we did not know why. After a few evenings (humans are slow) we figured it out. Sparky wanted to be up on the chair too, but he could not figure out how to do it. We would motion him to jump up, and nothing. Finally, we had to pick him up and plant him on our lap. Unlike Honey, Sparky is all bony, and not at all comfortable. But Sparky wanted up, and that was that. Eventually, he learned to put his front end on your lap, and you’d have to bring the rear bits up there too. He was still bony, and he shed hair all over, but definitely gave lots of love. He’d lick you all over clothes and all. After he saw Honey do it, Sparky even began to look for hugs.

 

Sparky could never catch Honey in the back yard. Honey was fast, could have kept up with a Grey Hound. Sparky would lite out after her, and she would weave and bob, and keep ahead of him with a burst of speedy. Sparky got so frustrated, he would go in his outside dog house (not that he ever slept outside, not after the snake incident), and he’d scratch and claw and make a racket, one he did not hear, but we sure did. It got to be a ritual, and he’d work out whatever stressed him, Honey or Tiger, or whatever, and scratch at the inside of the dog house, then calm down.

 

Ok, so you get the storyline. Sparky was part of the family, a member of the family: Grace Ann, Sparky, Honey, Tiger, and me. We were a family unit. Losing a member of the family is a big deal.

 

Sparky had been feeling poorly. He was on arthritis medicine, and then he developed this reverse cough. When a hound like Sparky has a reverse cough you know all about it. He was getting more congested. We took him to the emergency veterinary hospital, and got some meds. He was wheezing at night and most of the day. Seemed a bit better for a day on meds, then, his lungs filled with fluids. A decision had to be made. We call the animal psychic, called the veterinarian, and talked to other dog lovers. The consensus was that he was suffering, and some medical procedures could be tried, but he was about 100 in human years, so best to end it.

 

I dug a grave in the back yard. Grace Ann called a veterinarian to come to the house and do the deed. It took hours to dig through the caliche and rocks, and get down three feet. The veterinarian was a kind and caring person. She told us the options. We agreed to the procedure. She gave him a local, then a drip. I am a shamanic practitioner. So I did drumming when the veterinarian applied the drip.

After he passed on, the veterinarian made a paw print in clay. I liked the thoughtfulness of that. She told us we could scribe his name on it and bake it, if we like, as memento.

 

sparky4

Sparky’s Paw Print in Clay

 

We wrapped him in a soft knit pillowcase. We spit it up along one side so his head would tuck into it, and it actually fit his whole body, when we put him in the fetal position. He weighed about 50 pounds, a bit less, since he’d lost some weight.

 

We carried Sparky’s lifeless body to the grave site. It is located on the Medicine Wheel, where I think the heart chakra is. On walks with Sparky, and then with Honey too, we’d find stones shaped like a heart, and put them along the medicine wheel. I thought he would like to be there, and I can find more heart stones and put them on his grave.

 

(Photo below: Sparky’s place near the Medicine Wheel by the larger white stone)

sparky5

Honey is visiting Sparky (beneath the tree branch) and looking at the heart-shaped rocks

 

I drummed outside along the medicine wheel before we put Sparky there, and again I drummed after he was buried. I wanted to be there for him the way he had always been there for me. I wanted him to have an easy journey to Lower World. I told him he could become a Power Animal, once he crossed from Middle World where we all live, into Lower World, where Power Animals live on. I will check in the morning, during my shamanic drumming meditation, journey to Lower World to check in on Sparky, and make sure he arrived. Some spirits linger, stay in Middle World, or in-between worlds, wanting to take care of ones they left behind. I wanted Sparky to know that he would be able to hear again, and he was going to a place where he would have many Power Animal friends. I would visit him. Would he like to be my Power Animal, or move along and be that for someone else?

 

Time will tell.

 

 

#sparky-my-best-friend

Storytelling Process Model

Boje_process_model_storytelling

Organizations fall into a common trap. They often rely on just their CEO, President, PR office to do their storytelling. The problem with this is any organization has is an Ensemble of storytellers doing storytelling: all the employees, managers, staff, customers, suppliers, and competitors.  Some organizations try to ‘brand’ their storytelling, a kind of logo-centric approach.  The problem is that branding storytelling is not a Process Model. A successful Storytelling Strategy needs an Ensemble to care for the storytelling process.

What is Storytelling Process? 

Storytelling process is dynamic.  Storytelling of a situation begins with the first phase of antenarrative, the ‘social’ and ‘material’ processes out of which storytelling you internal story, and what is storyable in performance, begins. As William James (1907: 98) puts it “things tell a story.” It is not just people that are storytelling agents, the products, services, the sculptures, the land on which the buildings rest, all tell a story. I work with the material storytelling labs (founded by Anete Strand, in Denmark) and have developed some methods to work with veterans and family members, working with material things, to tell their story, to tell it without words.  I call it an ‘Embodied Restorying Process” a method for doing sociomaterial storytelling https://www.youtube.com/watch?v=Rni–9m4H7Y   and https://www.youtube.com/watch?v=uh3ED76wxjs

Storytelling process also proceeds to creation of narratives (& counternarratives) of the Past, and the second aspect of the antenarrative process, world-making possible futures.  Out of possible futures, one gets selected and changes our storytelling of the situation, including changes to the situation itself.  Attention in the Here & Now creates an uncertainty effect, as does the performance of storytelling to some audience.

Let the situation define the storytelling action. Mary Parker Follett, the godmother of systems thinking, Ensemble Leadership (Boje, Rosile, & Nez, 2016) means working out a system of leadership in a new kind of human relations, in what Mary Park Follett called the Law of the Situation. Follett (1924) develops the law of the situation in its “total situation: (p. 152) and “as part of a total process” and “of the continuous process of self-renewal” (p. 153). The total situation is within the “total environment: the “immediate relation to the individual that its forces can be reckoned with both as cause of and effect of his activity, that is, that much of environment which comes within the appreciable range of circular behavior” (p. 109). Circular or integrative behavior is considered “seminal for our future thinking, a conception which is surely destined to influence largely the social sciences: (p. xv).

Ensemble storytelling is about democratic participation rather than the usual top-down CEO stump speech, or the glossy PR brochure. The problem with top-down storytelling is the personality cult of leadership becomes divorced from science of the storytelling process. A situation changes, shifts, emerges and the fearless leader comes up with a storytelling event.  David Armstrong (1993) manages by storying around, walking about his company to ask workers, customers, and managers their stories. He is the Chief Storytelling Officer of his company (Armstrong, 2002). The storytelling gurus try to convince the leader that one stump speech, one elevator pitch, one story performed with passion of a Toast Master, will change an organization.  Armstrong is not developing the usual stump speech. Snap goes the storytelling performance, and a day later, its all pretty much the same as before. Like Stew Jr., Armstrong makes storytelling part of the management process.

Ensemble storytelling takes it one step purpose, everyone is answerable for the storytelling process.

Let’s look at an Ensemble Process Approach to Storytelling

The problem is the personality cult of leadership is divorced from science. “A trembling subordinate enters, states his problem; snap goes the decision from the chair” (Follett, 1941: 119). Barry and Elmes (1997) write an amazing article on the ways a single source (CEO) storytelling strategy process is not as effective as a polyphonic strategy, where many voices go into developing it. I worked on the many spacetime ways of doing storytellings strategy (Boje 2008) and worked with colleagues to apply storytelling strategy to McDonald’s (Haley & Boje, 2014), and to Burger King (Boje, Haley, & Saylors, 2016).

Tourani’s (2014) dissertation worked out the storytelling in Sears and Wal-Mart annual reports. The main finding was that Sears lost the thread of one of the most successful storytelling strategies in corporate history. Growing up, Sears dominated retail marketing, and were the pinnacle of how to manage. They brought in new CEOS, who forgot everything that the founders new about storytelling. They tried to be high quality fashion, insurance peddlers, and in the end, they lost their market share. Wal-Mart, by comparison, kept the thread of their founder’s storytelling. They were cared for the Sam Walton storytelling legacy. Counternarratives developed, when labor practices turned exploitative. The supply chain was severely critiqued for sweatshop practices, and for environmental damage. However, Wal-Mart keeps restorying Sam, reinventing supply chain, making it sustainable, but still puts the squeeze on the supplier.

How can an organization care for its storyline?

Ensemble storytelling means facing the conflict, the many sides of the story, told and untold (Hitchin, 2014). Ensemble storytelling is dialectic, a development process of communicating everyone’s Living Stories to fashion a ‘polyphonic’ blend, one that abides by Follett’s Law of the Situation. Mary Parker Follett’s (1941: 94) recommendation to have the imagination to see the possibilities of enterprise democracy to ‘integrative unity.” y integrative unity, conflicts are resolves by face-to-face communication, by jointly investigating the facts and values, then jointly fitting the interests into one another (Follett, 1941: 39).  As Follett puts it we need to implement the Principle of the Situation, in a process of scientific discovery, experiment, and evaluation of the results.

Kaylynn Twotrees (2000) Seven Directions storytelling approach is an ensemble process. It is a process that takes months for people in an organization to share their stories, to construct a generative account, one where people recognize their input in the narrative they are co-constructing.

Storytelling needs to be cared for.  At Stew Leonard’s very popular dairy stores, there is a storytelling meeting every morning, and managers actually read the stories told by customers, and then actually change their systems that day to get different results.

Boje (2007) “Stew Leonard Jr. (of Stew Leonard’s Dairy) took two Ph.D. seminars on storytelling when I was at UCLA, and he was in the MBA program. Here are few more of Stew Jr.’s ideas on stories. “Here’s a few ideas” (Stew Jr. told me) Pick anyone you like or mix and match.”

“If there’s no story, it’s too complicated to explain to over 2,000 team members”

“If you hear a story being told in the company cafeteria by a front line worker, promote the manager that initiated that story!”

“Our company is made up of lots of stories. We’ve found that “stories” get told and retold and become the fabric of an organization. “Policies” lay unread in the company handbook or training manual”

Storytelling to be most effective has to be the lifeblood of the organization, a process that is cared for: “At the Stew Leonard’s organization there is a focus group every week. Every week, Stew Jr. and his other family members sit and listen while customers tell them stories about services and products” (Boje & Dennehy, 1993/2008: p. 89)

More of Stew Leonard’s ideas on storytelling

“How do you get your message heard in an organization with thousands of people? David Boje taught me the value of stories in an organization. Stories are the “oil” that makes the gears work.” – Stew Leonard Jr.

“If there’s no story, it’s too complicated to explain to over 2,000 team members”

If you hear a story being told in the company cafeteria by a front line worker, promote the manager that initiated that story!

“Our company is made up of lots of stories. We’ve found that “stories” get told and retold and become the fabric of an organization. “Policies” lay unread in the company handbook or training manual”.

Ensemble storytelling is part of the ensemble leadership process. . “Our conception of [Ensemble] leadership is everywhere restricted by the persistence of the fallacy in the old idea of obedience, namely that obedience is necessarily passive” (Follett, 1941: 275, bracketed additions, mine). For Ensemble Leadership to be effective there is an active obedience, a testing of consent, an intelligent self-direction, an empowered action to be reciprocally involved, in the group process in order to accomplish what is “integral to the situation” (IBID.). Being actively obedient to the Whole Situation means checking out an order from above, sideways, and below, and being exigent with our voice of fore-caring, assertive in our dialogues with other leaders of every kind.

Ensemble storytelling means facing the conflict, the many sides of the story, told and untold. Ensemble storytelling is dialectic, a development process of communicating everyone’s Living Stories to fashion a ‘polyphonic’ blend, one that abides by Follett’s Law of the Situation. Mary Parker Follett’s (1941: 94) recommendation to have the imagination to see the possibilities of enterprise democracy to ‘integrative unity.” y integrative unity, conflicts are resolves by face-to-face communication, by jointly investigating the facts and values, then jointly fitting the interests into one another (Follett, 1941: 39).  As Follett puts it we need to implement the Principle of the Situation, in a process of scientific discovery, experiment, and evaluation of the results.

”You must remember how Alice in Wonderland had to run as fast as she could to stand still” (Follett, p. 264). The Storytelling Process has aliveness (Tyler, 2010), is moving and running fast, and it takes a lot of care to keep up.  Follett’s Law of the Situation, engage in co-operative study, making actual experiments, evaluate results, and only then make an informed decision about university reorganization. As Follett (1941: 51) puts it “we should try experiments, and note whether they succeed or fail, most important of all, why they succeed or fail.”

What Follett proposes is a joint responsibility for integrative unity, implementing democratic participation by everyone taking responsibility, an d jointly analyzing the Total Situation, scientifically.

Storytelling is a Dialectical Process

I need to develop how Follett’s dialectic (Hegelian) approach.  Her focus is on systems thinking, and  implementing democratic modes of organizational involvement. We are not talking about thesis-antithesis-synthesis. There is no synthesis, just a process of unfolding contradictions in thesis-antithesis, narrative and counternarrative interplay. Follett rejected the idea of Hegelian synthesis as a misunderstanding of Hegelian dialectic. This more precise understanding of dialectic, as the uncovering of differences, and how to develop power-with rather than power-over.  The tie-in to Ensemble Storytelling is that is power-with, and integrative unity of differences.

Mary Parker Follett (1918) stresses self-organization to negotiate a fore-caring process. Follett (1941: 280) puts this last point this way: “foresight is essential to leadership” and if you are not ‘fore-caring’ in Ensemble Leadership, outcomes (results) are disastrous. It is a ‘fore-caring’ for the Whole Situation, to its constant changes, to new trends. It is an “uncanny approach to the complexity” of the emerging Situation, the ability of leaders to interrelate and co-ordinate to “organize its essential elements” (p. 281). Ensemble Leadership is captured by Follett (1941: 281) when she says “anticipating the problems of to-morrow” and “solving the problems today” Situations that are “complex, intricate, far-reaching.” That is the Law of the Situation as it relates to Ensemble Leadership.

What is dialectic?

There are many kinds of dialectic. Hegel (1807) wrote against the idea of a ‘synthesis’ kind of dialectic. You have heard of thesis-antithesis-synthesis. Do a search of Hegel’s book online, and you will not fund the word ‘synthesis.’ If you read a commentator on Hegel, and they tell you Hegel’s dialectic is thesis-antithesis-synthesis, they really never read Hegel at all. Close the book, and go to the original. Instead of synthesis, Hegel wrote about a kind of dialectic where thesis and antithesis in a conflict unfolding, each have contradictions that come forth, and those difference keep intertwining in entanglement after entanglement. See Appendix for more on dialectic. more on this point

What is Relationship of Ensemble Leadership Theory to Hegel’s and Mary Parker Follett’s Dialectic?

In sum, a storytelling process that is effective is well cared-for, ongoing reflection by many participants on the efficacy of the storytelling strategy. There are untold stories that need to be addressed, and counternarratives to the dominant organizational narrative.

References and Related Blog Posts

Armstrong, D. M. (1995). Managing by storying around. David M. Armstrong.

Armstrong, D. M. (2002). Chief storytelling officer: More tales from America’s foremost corporate storyteller. Armstrong International.

Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of management review, 22(2), 429-452.

Implementing Mary Parker Follett’s and Bernie Sanders’ Social Democracy Practices could SAVE New Mexico State University!

[…] ways NMSU might implement Ensemble Leadership (Rosile, Boje, & Nez, 2016). See blog post (click here). How, for example, could departments of faculty, units of staff, faculty senate, and ASNMSU senate […]

 

Boje, D. M. (2007) Living story consulting. https://business.nmsu.edu/~dboje/690/cpscBOOK/cpsc0intro.htm

Boje, D. M. (2008). Storytelling organizations. CA/London: Sage.

Boje, D. M. (Ed.). (2011). Storytelling and the future of organizations: An antenarrative handbook. Routledge.

Boje, D. M. (2012). Reflections: What does quantum physics of storytelling mean for change management?. Journal of Change Management, 12(3), 253-271.

Boje, D. M. (2014). Storytelling organizational practices: Managing in the quantum age. Routledge.

Boje, D. M., & Dennehy, R. F. (1993/2008). Managing in the postmodern world: America’s revolution against exploitation. 1993, Kendall/Hunt Publishing Company. Reissued 2008  Charlotte, NC: Information Age Press.

Boje, D. M., Haley, U. C., & Saylors, R. (2016). Antenarratives of organizational change: The microstoria of Burger King’s storytelling in space, time and strategic context. human relations, 69(2), 391-418.

Boje, D. M., & Henderson, T. L. (Eds.). (2014). Being quantum: Ontological storytelling in the age of antenarrative. Cambridge Scholars Publishing.

Boje, D. M., & Rosile, G. A. (2001). Where’s the power in empowerment? Answers from

Follett and Clegg. The Journal of Applied Behavioral Science, 37(1), 90-117.

Follett, M. P. (1918). The New State: Group organization the solution of popular government. University Park, PN: Penn State Press.

Follett, M. P. (1919). Community is a process. The Philosophical Review, 28(6), 576-588.

Follett, M. P. (1924/1930). Creative Experience. Рипол Классик; NY/London: Longmans, Green and Co. on line at http://ww.pqm-online.com/assets/files/lib/books/follett.pdf

Follett, M. P. (1926). The giving of orders. Scientific foundations of business administration, 156-162.

Follett, M. P. (1941). Dynamic Administration: The Collected Papers of mary Parker Follett, edited by Metcalf, H. C., & Urwick, L. F. NY/London: Harper and Brothers.

Follett, M.P. (1949.1987). Freedom and Co-ordination. Lectures in Business Organization. Edited, with an Introduction by L. Urwick. NY/London: Garland Publishing.

Haley, U. C., & Boje, D. M. (2014). Storytelling the internationalization of the multinational enterprise. Journal of International Business Studies, 45(9), 1115-1132.

Hegel. (1807). The Phenomenology of Spirit. Translated by A. V. Miller with analysis and foreword by J. N. Findlay, Oxford University Press download online version:

Attachment Size
Phenomenology of Spirit – G. W. F. Hegel.epub 638.7 KB
Phenomenology of Spirit – G. W. F. Hegel.mobi 1.04 MB

Hitchin, L. (2014). Method and story fragments: Working through untold method. Pp. 2130238 in Izak, M., Hitchin, L., & Anderson, D. (2014). Untold stories in organizations (Vol. 33). Routledge.

Twotrees, Kaylynn . (2000). Seven directions practice: A practice for the crossroads. The Fourth R, 92.

Tyler, J. A. (2010). Story aliveness. Dance to the music of story: Storytelling and complexity. Mansfield, MA: ISCE Publishing.
Rosile, G. A., Boje, D. M., Carlon, D. M., Downs, A., & Saylors, R. (2013). Storytelling diamond: An antenarrative integration of the six facets of storytelling in organization research design. Organizational Research Methods, 16(4), 557-580.

Rosile, Grace Ann; Boje, David M.; Nez, Carma Claw. (2016). “Ensemble Leadership Theory: Collectivist, Relational, and Heterarchical Roots from Indigenous Contexts.” Leadership journal. CLICK HERE for online prepublication draft

Tourani, N. (2014). Storytelling and strategy in annual reports: A study of Sears and Wal-mart annual reports. New Mexico State University.

The University is a Butterfly: It Needs Two Wings to Fly

David M. Boje April 26 2017

A university, corporation, church, temple, government, industry, environment, ecology, economy, and so on, are many systems, not one system.  These systems have recurring patterns of self-sameness across levels of magnification, called fractals. Since there is always more than one fractal in a complex organization, we need to look at multifractal systems dynamics. It has a recurring trajectory than can look like a Lorenz attractor, called the butterfly.  My essay is about how to have a butterfly that has wings that allow flight, a trajectory of movements. Butterflies with one wing, do not fly. By not having wider basis systems change participation of everyone, an organization risks becoming a one-wing butterfly. This is the story of a university using top-down change (one wing) instead of broad participation by students, faculty, and staff, as well as community. Two wings is better way to fly.

I teach systems theory, and have done so for 35 years. It is that time of year to drum up more doctoral students to take the course. https://business.nmsu.edu/~dboje/655/  If you know of any who want to study advanced systems thinking, send them my way.

I also do change management. We are in the middle of the biggest systems change in the history of the Public University. My purpose is to suggest some constructive uses of complex adaptive systems theory, and ways that multifractal, chaos theory, and strange (chaotic) attracts can be applied, to make better changes to a public university (Boje, 2015; Henderson & Boje, 2015). For introduction to fractal and multifractal systems theory see https://davidboje.wordpress.com/2016/05/24/dialectical-storytelling-science-in-a-multifractal-world/  In Ensemble Leadership, there is broad based participation, not a few people appointed to a committee or team.

These days organizations are complex adaptive systems that are not only dynamical they are self-organizing. They are to complex for one-wing change strategies to be effective.

A university is a physical system, living biological systems, governance systems, HR systems, operations systems, accreditation systems, enrollment systems, and so on. Its a complexity of many sorts of systems working through differences, or not. It is also a place of conflict where conservative and liberal standpoints on how a university is to be run are worked out, or not. A university was once considered a learning system, a knowledge society, but now a university is run like a business in a knowledge economy. The switch from public education as a social good to an act of consumption, treating students as customers instead of citizen, is global.  Eve Tavor Bannet (1993) calls the university a universe-ity, a place that tries to be both Ivory Tower and is a Babel of different languages, disciplines, ideologies, and all kinds of differences that come into ongoing conflict. There are political incommensurabilities in a public university. There are also discontinuities and many contradictions. The insiders, the Aggies, are in conflict with the Outsiders, including the foreigners, and those who neither farm nor ranch, plow nor ride. The public university is a site of conflicting life-styles.  Bourdieu calls it a ‘academic capital’ when one gains power by having the right background, the right race, the right gender, the right immigration papers, the right friends, gets on the right committees to gate-keep other’s progress.  Then there is ‘scientific capital” gained by research publications, doing excellent teaching, having a strong external audience that likes your work.

How does a university survive all its many differences, its heterogeneity, its site of conflicts. For faculty, the administrative order keeps everyone in silos, while claiming that interdisciplinary work is important. The silos are even in a given department. My department has these disciplines: Human Resource Management, Management, Strategy, Operations Research & Production (and Supply Chains), Small Business (with and without Entrepreneurship), Organization Behavior (which is divided between micro and macro, psychological and sociological, efficacy and leadership, and many more), Try to get this faculty to agree on anything is a tall task. In that mix I do systems theory, small business, some leadership, sustainability, and some seminars in qualitative methods, and some change management. My point is there are conflicts to be managed and when a small team of a few disciplines put together changes for all Other disciplines, without input, there are predictable results.

An administrative solution is to keep faculty apart, yes have a senate, yes some committee work, but not to really work through their disciplinary differences.

Organization systems are multiple, and in n-dimensional space, and move along n-dimensional vector (trajectory) in time working through a myriad of conflicts, or keeping folks in their silos. In short, in multifractal spacetime-states, with phase shifts along recurring  trajectory paths. Within complex systems, attractor-spaces (aka basins) form and evolve, from a wide variety of starting conditions developing into multifractality dynamics.  The complex systems multifractal goes through space-state phase transition, that get close enough to the attractors values in particular basins.  https://en.wikipedia.org/wiki/Attractor

The attractor-basins can become significant changes to multifractal structure known as a ‘strange attractor.’

In complex systems theory, describing the chaotic dynamic system states produced the specialty called chaos theory, and to understand its behavior, we need an understanding of multifractality.

Let’s start with an example of complex adaptive systems behavior being influenced if not determined by strange attractors.

The old change paradigm of linear paths, and tightly recurring cycles without deviations, are being replaced by dynamical systems theory understandings of trajectories in relations to strange and chaotic attractor basins.

It is easy to show that the cycles of our university’s enrollment are being made unstable by the lack of budget agreement being reached by the State (legislature and governor), and this this is part of a deeper and wider global vortex.

For example, in the Management Department, where I work, the any additional funds for  recruiting a cohort of Graduate Assistantships has been put on hold, until such time as the State makes its budget. In 28 years, we have always had a cycle of recruitment once a year.  However, since there has been a shift in insurance (they moved out of state, and dropped coverage, and no other agency could be found), that administrative order, raised the amount paid to GAs by $500. Since the Business College does not have funds to make up this difference, and the Graduate College is not saying it will, the College Executive Committee (CEC) decided to cut the GAs of one department and leave the others mostly untouched. In short, Management took the hit, drew the short straw, was in the dog house, or as they say on the shit list anyway. I was told by members of CEC, that I had it all wrong, that the Business College does support the Management Department Ph.D. program. Time will tell this story.

In anticipation that the Governor and legislature will remain at an impasse, budget cuts have happened at a university level (as you well know), and NMSU is telling students (by email) to expect a significant tuition increase, when the Board of Regents meets, at graduation in May 2017.

https://www.abqjournal.com/962502/budget-cuts-force-nmsu-to-make-hard-choices.html (March 6, 2017) Amid shrinking budgets, NMSU leaders face hard choices By Lauren Villagran / Journal Staff Writer

“On the butcher block at New Mexico State University: programs, positions, millions of dollars, the status quo. A top-to-bottom reorganization of the university is moving from the administrative side to the colleges this semester, a potentially thorny effort that could see academic programs meshed or eliminated and schools reorganized. The restructuring is both a product of New Mexico’s broken budget and Chancellor Garrey Carruthers’ vision for transforming the NMSU system into a more sustainable, more efficient institution. There have been about three-dozen layoffs and a workforce reduction of several hundred positions through attrition and retirement. Beyond that, changes have run the gamut. They range from revamping procurement – everyone will use a single Amazon account instead of running to the local office supply store – to stripping down layers of management – some will lose power, some will gain it – to restructuring departments and rethinking the “why” of almost everything.”
nmsu_tuition_inc

Figure above from Alb j. IBID. Note: The students report they got emails the Regents will likely increase tuition in May 2017 see http://www.lcsun-news.com/story/news/education/nmsu/2017/04/01/nmsu-regents-vote-tuition-hike/99871632/ “

Under the 6-percent increase proposal, the cost per credit hour on the main campus would increase from nearly $254 to about $269, according to the proposal. A student taking 15 credit hours would pay about $196 more per semester.

NMSU Chancellor Garrey Carruthers has said he’d seek the tuition increase in light of higher education budget cuts likely to be handed down by state.”

Back to ALB J: “NMSU has slashed $30.5 million from its “instruction and general” budget over the past two fiscal years, including a 5 percent emergency reduction in appropriations required by the Legislature in a special session last fall. NMSU’s I&G budget – 62 percent of which is funded by legislative appropriations – currently stands at $178.1 million and is what pays for everything related to classroom instruction. Slight further cuts by the Legislature are still expected this session. NMSU’s total operating budget in fiscal 2017 is $621.8 million.”

“Carruthers has thus far managed the reorganization with substantial support from the Board of Regents and without significant push back. That may change as academia, too, comes under the knife.

As institutions of higher education in New Mexico face the unrelenting squeeze of reduced appropriations, falling student enrollment and limited tuition hikes, colleges and universities statewide are having to make tough decisions. NMSU may be going farther than any other large institution in the state, opting for a complete overhaul rather than piecemeal cuts…”

“NMSU Provost Dan Howard oversees an array of functions at the university, from the graduate schools to diversity programs to human resources. The Journal was invited to witness the decision-making process. Team members tossed out questions. Why is there an “assistant dean” in this area? Why are we using such an old model? What is the purpose of these units? Can you back that up with metrics? Broad sheets depicting “before” and “after” organizational charts color-code the tough decisions in pastels: orange for an eliminated position, green for a reclassification that might mean a lower salary for a new hire, purple for a reporting change that might mean that one manager loses some In this next sentence (apologies for its length, notice now the local micro-managing decisions are related to global influences).”

We all share in the pain of reorganization, budget cuts, misery of reengineering a complex public bureaucracy. My side of the story: I asked the CEC, a few weeks ago,  about the future graduate assistantships for the Management Department, and was told that the future cannot be determined until the Graduate School has a budget, which cannot happen until the legislature has a budget, which cannot happen until the governor stops vetoing the budget because she signed a contract with some think tank to never ever raise any taxes, and does not appear to be a supporter of public education, which is part of a global conservative movement to move public education out of the ‘public good’ ideology into the ‘consumer good’ one, which opens the way for charter schools, high tuitions and student consumer debt, doing away with tenure in favor of short term contracts and overall salary savings, and so on.

This series of attractor basins conjugates a fundamental change to NMSU, and to all of public university, and results in changes to dynamical self-organizing systems.

Dynamical systems in the organizational world tend to arise by bringing together heterogeneous differences that attempt to find at least some points of systems convergences. More differences create more perturbance, but also yield more innovation, creativity, and variation.

As external and internal differences multiply, the organization can be knocked off one trajectory to another one, in an adjacent basin, or phase space).

Budget cutting and reorganization tend to be fixed point transformations, a point is mapped to which the systems are encouraged to evolve (like a damped pendulum, of where sloshing water) finds a fixed point (equilibrium).

A limit cycle in a dynamical system, such as the phase space of the ideal pendulum, as the pendulum makes its periodic orbit is attracted to a limit cycle.

Limit Torus has a periodic trajectory of the complex systems through a limit cycle, such as how NMSU and State Legislature (& Governor) are oscillating bodies, where the limit cycle becomes a limit torus of incommensurate frequencies. For example, NMSU’s budget cycle is thrown off by the inability of State legislature and governor to come to a budget agreement for education.

Strange attractors, have a fractal structure.  Often NMSU’s strange attractors are chaotic attractors, but there are also non-chaotic attractors that exist at NMSU.  A strange attractor has dependence to initial conditions of the self-organizing systems that make up a university.  NMSU goes through a number of self-organizing dynamical systems iterations, subject to the confines of the attractors that can converge into a recurrence trajectory.

Basins of attraction occur at NMSU. There is a region of the phase space, such that any initial condition in that region will eventually iterate into the attractor. NMSU is not a stable linear or hierarchical system. NMSU has many nonlinear systems that plunge into different basins of attraction, and do not map into non-attracting points, cycles, or basins.

One basin of attraction is business process reengineering (BPR) brought to NMSU by Deloitte consulting firm, and continued in the reorganization efforts by the appointed members of Team 6.  http://provost.nmsu.edu/blog/2017/02/23/team-6/

Team 6 discusses ways to save budget costs by collapsing departments to save one department head and one secretary, moving from 12 to 9-month department heads to save 3-months of salary, and even possiblity of collapsing entire colleges to collapse more departments, courses, majors, minors, and release personnel (faculty, staff, administrators from further employment). It is a basin of attraction that is disruptive, provokes anxiety, and encourage faculty- and staff- flight to other universities, or into retirement. This BPR basin of attraction move along one phase space to the next over the course of the academic calendar year.

A second basin is the State budget, which is late in coming to manifestation. The delay results in many people leaving, budgets of colleges, departments, including termination of graduate assistantships, elimination of entire programs, as well as departmental secretaries taking on multiple departments’ workloads, faculty increasing their course load, salaries being frozen, and so on.

The first basin (BPR) and the second basin (State budget) are mapping forces upon the university reorganizations into one another. The interactions of the basins are not simple. Rather, the interactions form a complex plane within the dynamical self-organizing systems of NMSU.

These basins of attraction are fractals. They are not the only basins of attraction. The third basin has several global attractors. For example, Starving the Beast is an ideology and a practice, happening globally as neoliberal advocates starve public education (K-12 & higher education) institutions, leading to downswings in performance results, and then calls to further downsize funding, since results are so miserable.

The (Edward) Lorenz attractor can look like butterfly wings.

Lorenz_moving_trajectory

http://www.stsci.edu/~lbradley/seminar/attractors.html

There are phase states where by chaotic behavior, one wing atrophies, as the complex adaptive systems trajectory moves from one wing-state to the other, and back.

To what extent is NMSU a Lorenz attractors dynamical systems’ fractal?

lorenz_butterfly_onewing_bigger

https://en.wikipedia.org/wiki/Lorenz_system

It would seem that as NMSU goes through its reorganization (Teams 1 to 6) practices, that the multiple possible solutions to Lorenz attractor fractality need sharper consideration.

Lorenz_moving_trajectory

Knowing the exact starting points of the heterogeneous NMSU systems and help determine their future phase states, and the overall limit cycle path from one butterfly-like wing of Lorenz fractal to the other one, and back, again and again.

To do otherwise is to court the chaotic attractors, whose outcomes are more unpredictable, and can become the impetus for downward spiral fractal behavior of the entire scientific and arts community of the university.

Conventional change management methods of BPR and university-reorganization are based on linear assumptions. However, as complex adaptive multi-systems of plurality and diversity, a university is exceedingly nonlinear in its trajectories, in spacetimemattering (see Barad, 2007).

The wings of the NMSU butterfly, the behavior of that Lorenz self-organizing system is being radically altered in ways that are going to change the fractal patterns.

The Lorenz attractor is dominant conceptual paradigm of chaos theory. It plays a major role in organizational systems theory. Rather than naive notions of open or closed systems thinking, the Lorenz attractor allow us to understand systems dynamics, the phase state transformations of organizational systems in spacetimemattering.

In chaos theory terms, an organization’s dynamical systems are highly sensitive to initial conditions. The future evolution of the complex adaptive systems fall under the influence of strange, and chaotic attractors, as the institution moves through its trajectory cycles, and move closer to are farther away from a recurrent path.  The overall path can be observed and studied by its relation to various basins of attraction.

By focusing on dynamic systems theory, including multifractality, NMSU reorganization can work with rich and nontrivial information that is being ignored by Teams 1 to 6. The reason is these teams are bent on finding linear point solutions, when in order to anticipate future states, the fractals, basin attractors, and evolving situation and context need to be analyzed.

Variations in the initial circumstances of NMSU product variations in the phase states and the recurrent trajectory of its complex systems. A small change by Teams 1 to 6, can produce variation in the limit cycle, resulting in a major outcome, for better or worse, performance.

Not paying attention to multifractality of systems dynamics of self-organizing can change balances in the force field (Kurt Lewin) that are unintended consequences, perhaps a devastating cyclone is unleashed, a downward spiral into oblivion.

Linear thinking as an obstacle to a global understanding of university dynamics.  By careful observation we can better understand and predict future self-adaptive, self-organizing systems phenomena. I am not asserting rigorous accuracy of predictions of the future of NMSU. Rather, we can get closer to accuracy by looking at phase-transitions organizations are making.

I call upon Teams 1 to 6, to widen their participation, actually solicit input form all the students, faculty, and staff. I call for more attention to nonlinear dynamical systems theory, chaos theory, and to how organizations have multifractality, and trajectories, often much like Lorenz attractors. A butterfly without two wings, one that over relies on central administrative task forces, does not usually fly too well.

I have suggested ways that change could happen differently that reengineering, I invoke the greatest systems theorist of all times, Mary Parker Follett, who taught about ways to management conflicts, even at a university, and change by using power-with instead of power-over, using integrative decisions, or what professor Rosile, doctoral student Nez,  and I call Ensemble Leadership (Rosile, Boje, & Nez).

https://davidboje.wordpress.com/2017/02/25/how-to-develop-a-university-of-the-future-at-new-mexico-state-university/ 

Some References

Bannet, Eve Tavor (1993). Postcultural Theory: Critical Theory after the Marxist Paradigm. NY, NY: Paragon House Publishers.

Boje, David M. (2015). Change Solutions to the Chaos of Standards and Norms Overwhelming Organizations: Four Wings of Tetranormalizing. London/NY: Routledge.

Follett, M. P. (1919). Community is a process. The Philosophical Review28(6), 576-588.

Follett, M. P. (1924/1930). Creative Experience. Рипол Классик; NY/London: Longmans, Green and Co. on line at http://ww.pqm-online.com/assets/files/lib/books/follett.pdf

Follett, M. P. (1926). The giving of orders. Scientific foundations of business administration, 156-162.

Follett, M. P. (1941). Dynamic Administration: The Collected Papers of Mary Parker Follett, edited by Metcalf, H. C., & Urwick, L. F. NY/London: Harper and Brothers.

Henderson, Tonya L.; Boje, David M. (2015). Managing Fractal Organizing Processes. NY/London: Routledge.

Rosile, Grace Ann; Boje, David M.; Nez, Carma Claw. (2016). “Ensemble Leadership Theory: Collectivist, Relational, and Heterarchical Roots from Indigenous Contexts.” Leadership journalCLICK HERE for online PDF

The Ethical Answerability of ‘Storytelling Billionaires’ Leadership In Society

David M. Boje, April 17, 2017

ABSTRACT

Storytelling is an act of translation of what one person/group/organization/nation is doing to and for another. ‘Storytelling billionaires’ to and for another points in two directions at once: to the billionaires and to and for another who are not billionaires. Billionaires consume more and have a larger carbon footprint than the poorest 50% of the world’s population. ‘Storytelling billionaires’ is thereby transmitting to them an ethics of answerability for the situation that the non-billionaires find themselves in. This essay considers how ‘answerability ethics’ extends to leadership of billionaires to and for non-billionaires, who inhabit the same planet are part of the same global system of capitalism.

INTRODUCTION 

The class I teach, leadership in society (Mgt 388v) at New Mexico State University, has a presentation on April 19 2017 on billionaire leaders in society. Last week there was a presentation on 1% leaders in society. Most students in the leadership in society class wanted to be on one of these two project/presentation teams.

 

My purpose here is to put billionaire (& 1%) leadership in a societal context. Since my specialty is storytelling, I will focus on the competing storytelling that our US and New Mexico society has about billionaire leadership.

 

‘Storytelling billionaires’ find itself in a situation of two audiences: other billionaires and translation of their situation to and for another, non-billionaires. Mikhail Bakhtin (1993) says there is an ethical answerability, which means ‘Being’ the one person who has the knowledge and capacity to intervene in the once-occurrent eventness of Being. Answerability ethics does come into play as the storytelling of and by billionaires, to and for non-billionaires, has ethical-answerability points here and now, in this situation, to and for these two different audiences (Bannet, 1993: 174).

 

Billionaires are leaders in society and in global capitalism who have ethical-answerability points to and for, non-billionaires. Why? There is extreme carbon footprint inequality between billionaires and the poorest, 50% of the world’s population. Billionaires and the poorest 50% of the world’s population live on the resource limits of one world. “Climate change is inextricably linked to economic inequality.”[1] ‘Storytelling billionaires’ is therefore what Bakhtin calls answerability ethics for the situation of late modern capitalism and climate change, of the haves and have-nots, as well as the situation of the planet.

 

  1. World’s richest 10% produce 50% of global carbon emissions.[2] Billionaire storytelling of how the 10% richest on the planet are answerable for half the greenhouse-gas emissions carries an ethical answerability to aiding climate-vulnerable non-billionaires exist in the climate change.

 

“Rich, high emitters should be held accountable for their emissions, no matter where they live,” Oxfam climate policy head, Tim Gore, said in a statement (IBID.). “The poorest half of the global population – around 3.5 billion people – are responsible for only around 10% of total global emissions attributed to individual consumption (Oxfam Report, 2015).

10 percent rich and 40 percent poor

Figure 1: Contrast of Richest 10% and Poorest 50% lifestyle of consumption emissions

How do billionaires and the poorest 50% share out answerability for curbing greenhouse gas emissions, which derive mainly from burning coal, oil and gas? Billionaires in the US and other developing countries developing countries have polluted for much longer and should shoulder a bigger obligation for cutting back, than billionaires and poor in the poorest countries.

1 percent richest and poorest life styles

Figure 2: Contrast of 1% Richest with 40% Poorest and Global Average for Lifestyle Consumption Emissions (source Oxfam Report, 2015).

 

Therefore, it is the leadership by the richest 1% that has ethical answerability to do something substantial about curbing their own carbon footprint, since the carbon footprint of the poorest 40% is already extremely low.

nation with largest and smallest footprint

Figure 3: Examples of where in the world people in the poorest half of global population live, and the scale of their lifestyle consumption emissions footprints (Source Oxfam Report, 2015).

If we look more closely at which countries on the planet have the largest carbon footprint, it is reasonable to expect ethical answerability and positive leadership for climate change, from that country’s billionaires.

household CO2 rates of 10percent

Figure 4: Per capita lifestyle consumption emissions in G20 countries for which data is available (Oxfam Report, 2015).

 

In the USA, the top 10%, the billionaire class, per capita life style of CO2 emissions is 50 tons (in green), where as the bottom 50% (in red) is about 8 tons CO2 emissions per family. Billionaires are in a stronger, more resourceful, and answerable position to lead climate change.

 

  1. What is the ‘Storytelling Billionaires’ that is used to justify the extreme CO2 emissions inequality? Billionaires are heterogeneous. There are different ways of ‘storytelling billionaires’ carbon footprint inequality. Each has a different twist, a different translating of the situation that is answerable for and to another. Each storytelling claims to be an accurate translation of the situation of inequality. One group is storytelling billionaires as answerable for leadership, such as Figure 1 to 4 of the 2015 Oxfam Report. For example, storytelling billionaires: “that in many countries the richest 1% have a much higher carbon footprint per person than the income deciles below them”.[3] “Piketty and Chancel estimate that the country where the people making up the richest 1% have the highest carbon footprints per person is in the United States” (IBID.).

 

  1. Other groups are storytelling billionaires, by blaming the poor, for their own situation and circumstance. “If only you were smarter, had more credentials … all would be yours” (Bernstein, 2008: 173). This is the meritocracy approach, storytelling billionaires, how unbiased market forces are solely responsible for wealth distribution, and we dare not tamper with the game rules ‘free market’ capitalism. As this storytelling goes, the poor are just aware of the free market principles of global economics.

 

We cannot expect those billionaires in control to share the reins of power. There are deep-pocketed billionaires with vested interests in the current carbon footprint inequality, even though the path is not sustainable. E.g. The Koch brothers. If billionaires playing the game of monopoly capitalism, continue on the path they are on, blaming the victim, fairly soon, nation states will devote such a large share of the economy to war and health care cost, without anything left over for education or paying the price for the climate change problem

 

  1. Environmental Justice – storytelling billionaires.

“In the summer of 1978, a trucking company illegally dumped 31,000 gallons of used transformer oil along hundreds of miles of roads in Warren County, North Carolina. The location was no accident: This was the poorest county in the state, and the majority of its residents were black. Adding insult to injury, the state decided to place a hazardous-waste landfill in the area that would store the used oil and also serve as a repository for toxins from other counties. Rather than accept their fate, locals filed a lawsuit charging racial discrimination and were arrested for staging protests and sit-ins. Borrowing language and strategies from the civil rights struggle, they helped shape an emerging social movement for ‘environmental justice’.”[4] This is also structural racism: Race is the most significant determinant of the location of hazardous waste facility. Facilities are sited where land is cheap and environmental laws are lax. The storytelling plays out this way: The local population becomes aware of the health effects, the contamination of their bodies and their local environment. They begin to organize ‘citizen science’ to gather health data on the results of the hazardous waste landfill. The corporate player here is Shell, and they use blame-the-victim storytelling: “ Shell’s social-responsibility rhetoric as well as its blame-the-victim argument that contamination comes not from industry but from unhygienic slum dwellers” (IBID.).

 

 

  1. Hypothesis: Billionaire elites Protect their Environmental Privileges using Green Storytelling. ‘Storytelling billionaires’ from the ‘Green’ movement is subject to environmental justice critique. Billionaires, like it or not, do profit from environmental inequality, enjoy environmental privileges: access to material consumption amenities that are denied to the 50% poorest on the planet (open ‘green’ space, including green forests, organic food to eat, organic wine bars, well-insulated homes, clean air to breathe, and clean water to drink). The mainstream billionaire environmental (Green) movement is often hostile to environmental justice, but amenable to green amenities, and protecting them from the poorest of the poor. For example in 1999 the Aspen City Council passed a resolution petitioning US Congress and the president to restrict the number of immigrants entering the US. The storytelling rationale was that immigrants tax the nation’s scarce resources and ecosystems, and negatively impact population stabilization. This puts a moral gloss on the racist agenda of environmental inequality, and sustains environmental privilege. The white and wealthy billionaires seldom form a alliance with environmental justice advocates. Rather the storytelling billionaire logic of Green-sustainability protects environmental privileges.

 

 

  1. In New Mexico, Unchecked carbon pollution that causes climate change is fundamentally altering our environment and putting fish and wildlife populations and our outdoor heritage at risk.[5]

 

Of the 525 billionaires in the USA, zero are living in New Mexico.[6] According to Forbes, the richest person in New Mexico is Mack Chase, president of Chase Energy Corporation in Artesia. The entrepreneur and philanthropist is worth $650 million.[7] In 2012 Mack Chase was honored with a distinguished leadership award. The Chase Foundation of Artesia, N.M., has donated $100,000 to the New Mexico Poison and Drug Information Center. The money will be used by the center to provide drug information to health care professionals.[8] “Nearly 40,000 New Mexican households are millionaires according to the new Phoenix Marketing International 2014 Global Wealth Monitor report, or about 5 percent of the state’s total households”.[9]

 

New Mexico population is 2,045,525 and the number living in poverty: is 436,153, or 21%.

 

 

Conclusions

 

In sum, billionaires throughout the world have a miserable carbon footprint track record. ‘Storytelling billionaires’ is caught up in an apologetic for environmental privileges, known as blaming the victim. Billionaires sustain a Horatio Alger mythology, that if the poor got off their duff, saved their wages, got an education, and competed in the game free market capitalism, they could become a billionaire. There are no billionaires living in New Mexico. The number of millionaires is growing, while New Mexico ranks at the very bottom in child poverty in the entire USA, and second from the bottom in family poverty. New Mexico has landfills in the poorest places in New Mexico, including a nuclear waste storage facility.

 

It is time that New Mexico enact environmental justice in its millionaire leaders, who are answerable ethically and monetarily for their environmental privileges.

Billionaire leadership can be answerable, and create environmental justice, as well as cut back on his or her own carbon footprint. Billionaire leaders can also be answerable for billionaire storytelling. Each storytellers gives antecedent ‘billionaire storytelling’ its meaning context. These storytellings are not by accident. It is a situation of demand, survival of the billionaire class, and a counter-storytelling, for the survival of the poverty class.

 

I agree with Eve Tavor Bannet (1993), a university is an Tower of Babel, commonly known as the Ivory Tower. Bannet points out there are several ways to understand the Ivory Tower. The reason I bring up these versions of Ivory Tower, is they have quite different ‘billionaire storytelling.’

 

Roland Barthes looks at the university as a ‘happy Babel’ the opposite of the biblical confusion of languages. A university has the language of physics, economics, business, sociology, art, history, engineering, philosophy, ecology, to name a few disciplines, plus the languages of Spanish spoken at home, by most families in our New Mexico community. In a ‘Happy’ public university, no one language is dominant, nor has power over any other language. Of course, this is an idealized version of the Ivory Tower, and right now Business and Engineering are the dominant languages of power and control. NMSU is far from an egalitarian model of Ivory Tower.

 

Pierre Bourdieu has a more negative rendition of Ivory Tower. As Bannet (1993: 159) summarizes:

 

“The ‘outsiders’ in question – provincials, foreigners, intellectuals, left-wingers, innovators, Jews, and children of poor families who had been educated at public expense instead of in elite private schools (no mentiaon of women) – had the imprudence to expect the same career structure as those faculty members whose inherited (Roan-Catholc-Parisian-bourgeois) social and cultural norms really entitled them to the highest University psots.”

 

In other words, the Ivory Tower, including here at NMSU is heterogeneous languages, life-styles, politics, intellectual interests, and attitudes of what constitutes a University. There are conflicts among the rivals. One group Bourdieu calls “academic capital’ who get power in the university (including NMSU) by having the right background, making the right friends, sitting on key committees, administering grants, and deciding promotions and tenure of friends. Since accumulating ‘academic capital’ is so very time consuming, there is not much time for research. It is an academia meritocracy where power is invested in who you know in seats of power within the University.

 

Another powerful group forms in the Ivory Tower, is comprised of ‘academic researchers’ such as myself, who write journal articles in top-tier journals (& quite a few books) that appeal to an international audience.

 

The two groups ‘academic capital’ and ‘academic research’ pfovide ‘happy Babel’ with some measure of plurality, but there is a definite struggle of each against the other. I am part of another group, those who came from poor family, on welfare, going to a state university (U of I) on a military war (Vietnam) entitlement, and am therefore not from the correctness of ‘academic capital’ and identify with ‘academic research.’

 

There is another version of Ivory Tower, by Gerald Graf. The American university is a proliferation of many disciplines. Even in my own management department, we have the storytellers, human resource management, organizational behavior, leadership, operations research, strategy, and systems (no enrollees). There is a further heterogeneity between faculty and students specializing in quantitative methods (most) and a few that choose the qualitative methods (e.g. storytelling). Check out any department at NMSU, and you will find as much heterogeneity. For Graf, Babel is not ‘Happy’ University. Rather the University, its colleges and departments, have to isolate various languages (disciplines) in order to avoid interdisciplinary chaos and confusion (Babel of conflicting language/discipline groups). The solution the American university ahs adopted is to use administrative spacing, rather than actually have the various languages (& ideologies) engage in debate.

 

For the ‘billionaire storytelling’ we have various languages (& ideologies) in the class that mirror those in society. There is much ado about Horatio Alger, the by your bootstraps path to leadership in society, and this storytelling of leadership is opposed by those with an ear for inequity, how the ‘system’ is much like a game of Monopoly, where the billionaires already own all the railroads, Park Place, and Boardwalk, before the poorest 50% put their player on the board. The two groups of students (& faculty) talk past one another, each subscribing to a different ‘billionaire storytelling’ of leadership. This is a conflict of translations, a difference of interpretations, and why the storytelling of billionaire leadership is a difficult topic, yet highly relevant to a leadership in society course.

 

As an ‘academic researcher’ I provoke an ethical answerability debate. I decenter the Horatio Alger myth of bootstraps to riches, by putting the situation in a climate change and environmental justice, and environmental privilege context.

 

There are world-making possibilities. There are ‘new worlds’ in which there is environmental justice, and an answerability of leadership for environmental privilege. This would give climate action a new destination and destiny. Bannet (1993) recommends translation, as a path forward.

 

How can the Horatio Alger bootstraps-to-rich billionaire storytelling ‘translate’ into an environmental justice and equity billionaire storytelling? This would make ‘storytelling billionaires’ into translation between narrative and counternarrative, between haves and have-nots, who share the Earth, unequally. As the number of billionaires increases, do too toes the impossibility of achieving equivalence.

 

References

 

Bannet, Eve Tavor. (1993) Postcultural Theory: Critical Theory after the Marxist Paradigm. NY, NY: Paragon House.

 

Bernstein, J. (2008). Crunch: Why Do I Feel So Squeezed?(and Other Unsolved Economic Mysteries). Berrett-Koehler Publishers.

 

[1] Oxfam Report 2 December 2015, EXTREME CARBON INEQUALITY Why the Paris climate deal must put the poorest, lowest emitting and most vulnerable people first

https://www.oxfam.org/sites/www.oxfam.org/files/file_attachments/mb-extreme-carbon-inequality-021215-en.pdf

[2] World’s richest 10% produce half of global carbon emissions says Oxfam, https://www.theguardian.com/environment/2015/dec/02/worlds-richest-10-produce-half-of-global-carbon-emissions-says-oxfam

[3] Reducing inequality and carbon footprints within countries

By Dario Kenner – WhyGreenEconomy.org – February, 2016 http://www.greeneconomycoalition.org/know-how/reducing-inequality-and-carbon-footprints-within-countries

 

[4] August 7, 2012 Colin Jerolmack. Chocking on Poverty: Inequality and Environmental Justice, http://www.publicbooks.org/choking-on-poverty-inequality-and-environmental-suffering/

[5] National Wildlife factsheet. New Mexico: Top Power Plant Carbon Polluters

https://www.nwf.org/~/media/PDFs/Global-Warming/ghg%20nm%20fact%20sheet.ashx

[6] Billionaires by state https://en.wikipedia.org/wiki/List_of_U.S._states_by_the_number_of_billionaires

[7] Bizjournal blog http://www.bizjournals.com/albuquerque/blog/morning-edition/2015/05/and-the-richest-person-in-new-mexico-is.html

[8] http://www.bizjournals.com/albuquerque/afterhours/2412.html

[9] Bizjournal blog http://www.bizjournals.com/albuquerque/blog/morning-edition/2014/01/new-mexico-gains-more-millionaires.html

What is Leadership in K-12 Schools?

David M. Boje
April 4, 2017

Abstract
I theorize that K-12 leadership is enmeshed in the encompassing superstructure system and its base. There is disagreement does the base or the superstructure most constrain K-12 leadership options, rendering it more conformity to external control and embedded sociopolitical and socioecoomic relationships of school to society.

Introduction
A student in our ‘Leadership in Society’ course (Mgt 388v) asked for help yesterday. His’ team’s term project, a co-facilitation of a two and a half hour session on leadership in K-12 is happening tomorrow (April 5, 2017).

I am writing a reply. ‘I don’t think the in-the-box (traditional) leadership theories will be of any help to you.’ You will need to go out-of-the-box into ‘leadership is theater’ (our theme this term).

Start with something simple like a YouTube clip from a couple of these: Breakfast Club, Dazed & Confused, Mean Girls, Ferris Bueller’s Day Off, Grease, Fast Times at Ridgemont High, Mean Creek, Stand by Me, and so on. This could set the stage for a Boalian ‘Forum Theater’ interactive event, where you have the varied K-12 student groupings discourse on leadership in the school.

I would preface it with some slides showing how Leadership in K-12 is unthinkable, unspeakable, and unstoryable. Why? Because all the Breakfast Club social structure is encompassed by a wider Superstructure where ‘all resistance is futile’ because there is what Mary Parker Follett (1949/1987: 57) calls the ‘invisible leader’ she calls the ‘law of the situation’ (p. 47) would be the answer to how one leads, K-12. A pioneering and quite original system thinker, Follett held that letting the ‘law of lead by leaders facilitation and doing participative inquiry into the ‘situation’ at hand, and how it is unfolding, was a means of connecting to a [invisible leader] specter (a ghost) called Follett called the ‘invisible leader.’ It is not a flesh and blood leader, not corporeal, yet it does manifest in K-12. What is the ‘law of the situation’ and this ‘invisible leader’ specter that a K-12 positional leader (such as principle or PTA chairperson, or a teacher’s union) would gather participants to investigate the situation dynamics, and then in participative togetherness generate a possible course of action? For more on ‘invisible leader’ see:
David M. Boje, Ph.D. 9:53 am on February 25, 2017
How to develop a University of the Future at New Mexico State University?

What is the Situation of K-12? Karl Marx would have several answers. “Nature of man’s totality of social relations” (Marx’s 1845/1967 6th Thesis on Feuerbach, as cited in Bannet, 1993: 9). It also contained the “epigrammatic 11th thesis and final line”: “Philosophers have hitherto only interpreted the world in various ways; the point is to change it.” A related answer, the Law of the Situation, for Marx, is the Superstructure.

Develop a slide or two to show that a K-12 leader is not autonomous, and is conforming, adapting, constrained, and totally answerable to superstructure of social relations, political relations, the Superintendent of Schools, the School Board, the Parents Teachers Association (PTA), the union of janitorial workers, the union of food handlers, the nutritionist, and State Department of Education, ‘No Child Left Behind’ (some call it Every Child Left Behind in an obsession for testing over everything else), the National Education Association (NEA), and to that new Department of Education head, Betsy Devos who favors school choice, and her opposition Matthew 25 Declaration on Public Education (‘Universal public education is a critical pathway’ to justice and equity). In New Mexico, the superstructure includes the Common Core State Standards (CCSS), a set of high quality-standards in mathematics, English language arts (ELA), including reading and writing standards for social studies, science, and technical subjects.

I would like to see a slide of K-12 Leadership in a Downward Spiral Vortex of great Turbulence, over a great abyss. K-12 envelops everything in society: art, science, math, reading, business, letters, sports, and so on in a swirling spiral whorls of socioeconomic, sociopolitical, and socialmaterial expectations that attempts to ameliorate classism, racism, sexism, poverty, bureaupathology, science, humanities, history, algebra, coming of age, anti-bullying, and fascism in a place, time, and mattering (spacetimemattering) called K-12.

World-Making The K-12 leader is in the midst of making possible worlds of K-12 in the downward spiraling situation, and that is what the invisible leader (specter) the ghost in the superstructure of K-12 is all about. You see all those constituents from the School board, PTA, the CCSS, and so on are all matting different ‘possible worlds’ quite different from the ‘actual world’ of K-12. It’s kind of like merging Breakfast Club with Stand and Deliver and expecting Sixteen Candles to have a happy ending. It’s not going to work. There are too many dialectical contradictions in both thesis and antithesis for any happy ending. Yet, the K-12 leaders and their higher ups, do put out these master narratives about ‘No Child Left Behind’ and the importance of standardized testing and more testing, and every school teaching the same grade-level lesson plan across the state. There are just way too many entanglements for a school elader to do much else than fall prey to one hegemony and counterhegemony ideology after another. Consensus is futile. How do you get consensus form school choice and strong public school advocates? Impossible! What exists in K-12 is the eternal struggles, endless oppositions between fictional ‘possible worlds’ and the ‘actual world’, and that dialectic is the Law of the Situation, the Superstructure that permeates and interpenetrates K-12.

I student master narratives and counternarratives, how they constrain, truncate, emasculate the living story lives, rendering them into untold stories of participants, including leaders, students, parents, janitors, nutritionists, nurses, and so on of K-12 worlds.

How does a leader turn impossibilities into possible world? It is done by “world-making” leaders who can facilitate joint inquiry, co-operation among difference, integrative unity of differences, while respecting differences (Bannet, 1993: 153).

Verisimilitude in the performance of K-12 leadership means finding authenticity, credibility, and believability in the performance or ‘world-making’.

My suggest is to discuss leaders in their ‘world-making’ theatrical performance, how the varied different possible worlds of various stakeholders and the actual world are dialectical. Of course, there are many kinds of dialectical models to choose from.

School Leadership Project that Make Changes to Society
Choose A, B. or C.
A – Aristotelian Dialectic Theater – Political Coercion of Spectators by Tragic Catharsis of Pity & Fear empathy for [VIllan] Actors. Spectator delegrates POWER to the Actors on stage, who controls by catharsis of Pity & Fear, coercing them into submission and passivity (Boal’s Theater of the Oppressed, pp. 119). In Aristotelian dialectic, the plays on stage coerce the sudience by pity and fear to have a moral compass, or face tragic reversal of fortune.
B – Hegelian Spirit of Dialectic Theater of spirit-conscience manifests in thought, then transforming materiality of Action-Habit-Character-Destiny into Romanitic resolution of contradiction, but more contradiction breask through in both thesis and antithesis. What is dialectic between spirituality, and its manifestation in society. For Hegel, Spirit materialized in society.
C – Marxist/Boalian theater of the oppressed by material conditions, no thought and no Spirit involved. Spectator does NOT delegate power to actors on stage (hero or villan), rather audience is placed in protagonist role by Joker. For Marx, Spirit does not matter. choose 1
Image Theater
Show the parts of above skit acts, and have Joker STOP ACTION to get audience commentary, and Joker can interview audience members on both sides of the issue (or not).
or
Invisible Theater
Show the act of don’t care about spiritual leadership from one or more spiritual traditions. Joker does STOP ACTION, to get some interviews with spectators.
or
Forum Theater
choose 1
Image Theater
Show the parts of above skit acts, and have Joker STOP ACTION to get audience commentary, and Joker can interview audience members on both sides of the issue (or not).

Dialectics is all about the contradictions in the con-texts that is the Situation of the K-12. Consider New Mexico, the state with poorest children, and 2nd poorest families in the entire United States, with a governor that signed the no taxes agreement. In a state where gas and oil severance taxes are no longer sufficient to finance K-12, and all the bail out bills of the state legislature vetoed, the K-12 leader has to raise their own revenue, cut positions, cut programs, do away with extracurricular affairs, but still meet the CCSS outcomes metrics, keep the students taking test after test, keep the teachers doing their lesson plans, keep the janitors working, and so on.

I would suggest getting the untold stories told, the stories people have not thought to tell, or are afraid to tell, or do not give themselves permission to tell – about middle school worlds. I visited a Las Cruces middle school last week, and the lunchroom had a sign, that read “Live Above the Influence … Don’t Bully. Bullying is a crime. “Six out of ten American teenagers witness bullying in school at least onece a day.”

I hope this is helpful.

David Boje

References

Bannet, E. (1993). Postcultural theory: critical theory after the Marxist paradigm. NY/NY: Paragon House Publisher.

Follett, M.P. (1949/1987) ‘The Essentials of Leadership’, in L. Urwick (ed.) Freedom and Co-ordination: Lectures in Business Organization, New York: Garland Publishing.

Marx, K. (1845/1967). Sixth Thesis on Feuerbach. The German Ideology, International Publishers, chapter one. Written in 1845 first published in 1888 in pamphlet by Engels.
no_bully_sign

Students and Faculty of NMSU: Resist Trump at March 1st March 2017!

May 1st Speech by David M. Boje, Ph.D.

march_on_march1st

In other universities today, this is a strike, not a march for unity. Perhaps a strike, faculty-cancelling classes, students walking out, is what we need next. source: Click here.

Today we hold a peaceful march to unite all faculty and students at New Mexico State University (NMSU) to resist President Trump’s policies that intensify injustices, build walls, bring us to brink of more  endless war.

We cannot dwell in fear, indifference or apathy while NMSU refuses to become a Sanctuary campus or to take a stand like the Las Cruses Public Schools.

Las Cruces school board wants to create a countywide sanctuary for immigrants

The school board in Las Cruces wants to coordinate with other local governments to protect immigrants who could face deportation while Donald Trump is president.

Dec 14, 2016 source

NMSU should be doing the same. We are an Hispanic Serving University. That is what the Board of Regents says. https://regents.nmsu.edu/.

Faculty must stand with our Students at NMSU against all the Donald J. Trump demagoguery appeals to people’s emotions and prejudices. It is a form of manipulation that damages democracy. It tries to divide us. It appeals to greed capitalism. “The astonishing triumph of Donald Trump can be traced to the bitter defeat of Occupy Wall Street, a pro-democracy movement that transcended left and right, sparking unrest in hundreds of cities and rural towns in 2011” source: http://occupywallst.org/. Now we have a Wall Street Trump Tower President on a build up to war.

This March today is at least 10 movements that I support, all combined into unity.

I am the Change, and ‘You’ each are the Change, and We stand together and We change. I am a member of Standing with our Students; A member of March for Science (Earth Day, April 22nd); a Member of veterans for peace.

  1. I support Students Lives Matter! I am for the Free Tuition & end student-debt movements in our Public Universities. Bernie Sanders had it right. If we don’t do this the days of public university are numbered. The total outstanding student loan debt in the U.S. is $1.2 trillion, that’s the second-highest level of consumer debt behind only mortgages. See https://davidboje.wordpress.com/ for my Valentine’s Day speech on this point. Yes, we must become a Sanctuary University.
  1. I support Women’s Lives Matter movement. Including their reproductive rights and right to live without violence: “Consider this–a woman in the United States is literally a million times more likely to be hurt by an American than by an ISIS terrorist. More women are killed each year in acts of domestic violence then were killed on 9/11. Which is not to say that we should not fight ISIS or other terrorists, but rather that we should fight for sanctuary and equality for women with the same intensity.” Source: http://duckofminerva.com/2016/10/womens-lives-matter-so-do-elections.html
  1. I support Black Lives Matter movement. African Americans constitute nearly 1 million of the total 2.3 million incarcerated population, and13.3% of police-involved killings. “We are committed to collectively, lovingly and courageously working vigorously for freedom and justice for Black people and, by extension all people” source: http://blacklivesmatter.com/guiding-principles

adults-in-prision

growth-prisons

 

  1. I support Latino Lives Matter movement – we need to raise awareness of police use-of-force in Latino communities. As of today 94 Latinos have been killed by police in 2016 alone, making up 16 percent of the 585police-involved killings this year. Source: http://www.pbs.org/newshour/rundown/black-men-werent-unarmed-people-killed-police-last-week/ The problem:  Nestor Rodriguez, a sociology professor at the University of Texas, Austin à“police have been killing black and Latino youth for decades,” the swift response by the black community—first on social media, then offline— made the difference in forming a movement, he said. “When it comes to Latinos, a large percent are immigrants or children of immigrants, so they have a host of issues to deal with in regard to status,” Rodriguez said. “To some extent the Latino community is already overwhelmed by other issues,” such as trying to keep families together. NBC’s Reyes offers an alternative view. He argues the country’s limited definition of race is partly to blame. “Part of the problem is that for hundreds of years this country is used to thinking of race relations, literally, as black and white,” he said during Díaz-Balart’s show. Although Latinos—a group comprised of people from various nations and races—have been in the U.S. since before its founding, Reyes argues the nation has failed to include them in discussions about race. Source: http://www.takepart.com/article/2015/03/28/why-you-probably-havent-heard-about-latino-lives-matter-movement
  1. I support Native American Lives Matter movement, e.g. Standing Rock movement is more than just pipelines. “Unsettling reports of unfair treatment towards Native peoples by law enforcement are not isolated incidents, rather they are endemic of a deeply discriminatory justice system. Native American men are admitted to prison at four times the rate of white men and Native women at six-fold the rate of white women. Additionally, Native Americans are the racial group most likely to be killed by law enforcement.” Source: http://lakotalaw.org/special-reports/native-lives-matter
  1. I support Muslim Lives Matter movement. 12 Nobel laureates, thousands of academics sign protest of Trump immigration order By Susan SvrlugaJanuary 28 2017
  1. I support Gay and Transgender Lives Matter movement. According to Black Lives Matter, a guiding principle “We are committed to embracing and making space for trans brothers and sisters to participate and lead. We are committed to being self-reflexive and doing the work required to dismantle cis-gender privilege and uplift Black trans folk, especially Black trans women who continue to be disproportionately impacted by trans-antagonistic violence” source: http://blacklivesmatter.com/guiding-principles/
  1. Can we agree, all Lives Matter! Support peace, not endless war and not a Wall. The Ban the Wall movement is beginning a new anti-war movement. I served in Vietnam War, and I opposed the war, and each new war after that. In 2016 USA spent $622 billion on its military. Trump proposes to raise it 40 more billion to 642 billion a year. The USA spends more than next 7 nations combined

war-budgets-by-nationsource: https://www.nationalpriorities.org/campaigns/us-military-spending-vs-world/ That is 54% of all federal discretionary spending, while Education spending is only 6% and health (Medicare) is 6%, and veterans benefits 6% and housing also 6%, Science only 3%, and Social Security (Unemployment), only 2%

war-versus-education-budgetssource: https://www.nationalpriorities.org/campaigns/military-spending-united-states/

  1. I support People’s Climate Action movement. I chair Sustainability Council at NMSU. Time to mark your calendars for the next March (March for Science from NMSU to Young Park) on April 22 Earth Day, and just a week latter a March April 29th, 2017 of the People’s Climate Mobilization, a major march in Washington, D.C., when we will come together with hundreds of thousands of people to reject Trump’s attack on our communities and climate, and push forward with our vision of a clean energy economy that works for all. Source: https://350.org/april-29-2017-lets-march/ More on MARCH FOR SCIENCE AT NMSU  Donate March for Science NMSU
  1. Farm Workers Lives Matter movement. I support Fight for $15 movement – The Fight for $15 started with just a few hundred fast food workers in New York City, striking for $15 an hour and union rights. Today, we’re an international movement in over 300 cities on six continents of fast-food workers, home health aides, child care teachers, airport workers, adjunct professors, retail employees – and underpaid workers everywhere (http://fightfor15.org/about-us/). Join the Coalition of Immokalee Workers. Source: http://www.ciw-online.org I will be traveling with my wife Grace Ann Rosile and doctoral student, Mabel Sanchez to support – the tomato workers union organizing drive against Wendy’s fast food – Wendy’s has not only refused to join theFair Food Program(FFP), but has stopped buying tomatoes from Florida since the implementation of the FFP there. Justice for Farm Workers.

 

join-farm-workers

For more on Standing with Our Students:

https://www.instagram.com/standingwithourstudents_nmsu/

StandingwithOurStudents_NMSU (@standingwithourstudents_nmsu) • Instagram photos and videos

www.instagram.com

Make NMSU a Sanctuary Campus NOW! https://docs.google.com/forms/d/e/1FAIpQLSfvSKkW5wD1H8X9svKdHVXodeBDJGVSwTj7V9ZNZPLjGVnARw/viewform

 

NMSU-SOS has an informative website (Standing with Our Students) with multiple resources on how to get involved, take action, and stand with our students! https://www.youcaring.com/external-link.htm?target=http-#–_–_-standingwithourstudents.org-_- 

 

https://www.facebook.com/groups/sosnmsu/ and also on instagram (link on facebook). I posted this one today.

 

I like the values: Inclusion, justice, fairness, opportunity, Access. 

 

SOS  petition  https://docs.google.com/forms/d/e/1FAIpQLSfvSKkW5wD1H8X9svKdHVXodeBDJGVSwTj7V9ZNZPLjGVnARw/viewformThank you.