[MUSIC] Savoir Relier can be developed and grown with practice and determination. By developing Savoir Relier you are building your confidence necessary to make some decisions that are the result of consultations, exchange and debates. When employed with courage, empathy, humility and resilience, Savoir Relier stimulates creative initiatives and generates sense that drives action and results. The world needs Savoir Relier because problems are not just objects and solutions to problems. They're not just black or white, right or wrong, or linear. A problem is a pattern, a series of movements, an element in the bigger picture that exists only through its interactions with its environment. To be a successful leader, you need to maintain the delicate balance between movement and permanence, between structure and freedom. Savoir Relier takes the standard oppositional relationship between structure and freedom, and transforms it into a strong and functional triangular relationship with the addition of the relationality. Relationality is characterized by perception, reliance, resilience, and responsibility. The triangular framework creates an environment within which leaders and organizations or groups can operate. With this setting established, your focus switches to the qualities and processes which guide behaviors and decisions. These qualities can grow on the four principles of relationality. First, perception, that is, using our senses to access data. Second, reliance is defined in our previous MOOC, as the act of relying, self-relying and its end result. Third, resilience is the ability to recombine fragments of experience into novel responses as defined by Karl Weick. And fourth, responsibility is building sense out of complex situations with the relational circuit. Savoir Relier it promotes behavior that is genuine, generous and generative, because these positive expressions of relationality are only possible when the foundations of perception, reliance, resilience and responsibility are in place. Perception associated with a genuine mindset that breeds self-awareness and confidence, emphasizes the relationship between you and yourself, at the heart of the living ecosystem. Reliance, combined with the collaboration and trust that builds on a generous mindset, emphasizes the relationships between you and others. Finally, resilience and responsibility along side generative mind set, that breeds innovation and influence play an effective sense relational leadership role by emphasizing the relationships between you and your organization, as well as you and society at large. Savoir Relier complements and builds on relevant models such as transformational leadership, situational leadership, and relational coordination. With relational leadership, there is a shift from emphasis on the task, person or situation, toward an emphasis on the relation itself. And it gives a new perspective on leadership, because now you can focus on the dynamics and changes that make your group and your organization work, not on the people or the tasks themselves. Therefore, you can see the whole picture moving, take some higher view and a closer, deeper look inside those dynamics. Your role as a leader becomes enabling action, enabling people for innovation and change to take place. You are an agent of change. A facilitator of innovation. A horse rider giving a chance for your horse to jump at his higher potential. A parent, brother, or sister helping your child or sibling grow and get the best out of themselves. You can then open the door with avenues to address a complicated question, one that only people attending this specialization will really be able to answer. How can leadership reinvent itself to meet the demands and challenges of the 21st century and beyond? And how can you contribute to this movement? Or, how will you play a role in transforming leadership to invent new ways of working and leaning toward innovation that has a purpose? Can you start describing that role? It may be a bit early for some of you to do this. But you can give it a try in your SR journal, still, and get back to this fundamental question again later in the same way you have started inventing a new word for leadership. So to conclude this episode, let's hear what a leader who has started this journey has to say about structure and freedom. Daphne Koller, the cofounder of Coursera, has a view to opening education to all. She's going to explain her move from being a professor in a structure like Stanford to inventing a new model, freeing education from its original structure while respecting its strong values with rigor. >> As a professor at Stanford, I had always cared about education. It was never my primary research agenda, but it was something that I always wanted to open up and make quality education available to a large number of people. The effort that led to Coursera originated with that idea among myself and several of my colleagues, but it was important as one transitioned into this new world, to also respect the norms of the old. That is, it is really important to universities, especially the top partners that we work with, to have the right quality as part of the education that they offer to the world. So the stability to integrate some of these new ideas. The idea of open access. The idea of technology as a driver. The idea of achieving scale. It was important, while one is driving in that direction, to also think about what was important to our partners and ensure that their values were maintained as part of this endeavor. >> Let's now move on to our next episode and dig inside this genuine organization as a first building block toward our secret goal. Shh, keep it to the privileged you are, and those like you who are involved in the MOOC.