{"id":297,"date":"2018-10-07T23:35:41","date_gmt":"2018-10-07T23:35:41","guid":{"rendered":"https:\/\/books.twu.ca\/strategic-discoveries\/?post_type=chapter&#038;p=297"},"modified":"2019-01-18T17:47:31","modified_gmt":"2019-01-18T17:47:31","slug":"progression-not-regression-nadia-stewarts-personal-strategic-leadership-assessment","status":"publish","type":"chapter","link":"https:\/\/books.twu.ca\/strategic-discoveries\/chapter\/progression-not-regression-nadia-stewarts-personal-strategic-leadership-assessment\/","title":{"rendered":"Progression, not regression"},"content":{"raw":"Stressful situations don\u2019t always bring out the best in us, and I\u2019m certainly no exception. When faced with my first challenge as leader, my typical adaptability was replaced with rigidity: I was resistant to any other idea but my own. My tendency is to dismiss the ideas of others when I believe my idea is superior to theirs (in part, because I believe I\u2019ve spent more time considering all the variables). On a personal level, I can become indecisive, unreasonable and easily annoyed when under stress. Simply put, I don\u2019t suffer fools. My indecisiveness leads to an avoidance of people or decisions. My remedy has always been balance: finding the equilibrium between holding onto things and letting go, speaking up versus staying silent, work versus rest. The last one is key: when I don\u2019t have adequate personal time for reflection, meditation, prayer, rest and a break from demanding tasks, I typically become unproductive and my stress behaviours are in full effect. I believe this is the key to my success: when the mind and spirit are balanced, it\u2019s always easier for me to see clearly, make sound decisions and think objectively, logically and practically.\r\n\r\nIf I\u2019m going to make changes in this area, the communication between me and those I work with must be honest and direct: I need them to know when I need more time to make a decision or when I need some help. I strive for a relationship with my superiors where we have candid conversations\u2014something my Birkman results (2017) indicated is a wise approach\u2014however; there is an important balance to strike in such conversations (see bullet points below). I also need to encourage myself, celebrating my progress and achievements. This is particularly important when working on lengthy projects\u2014which I can, at times, become bored with. In these situations, I should redirect my attention away from the mountain of work and back to the overall goal.\r\n\r\nBased on all of this, there are some immediate and long term changes to my behavioural and thought patterns I\u2019m committed to making:\r\n<ul>\r\n \t<li><strong>Be militant about my \u2018me\u2019 time.<\/strong> My days off will have to be just that: days off. It\u2019s imperative I carve out this time for myself for personal reflection and rest.<\/li>\r\n \t<li><strong>Make time for the people in my life.<\/strong> While this has always been a personal mantra of mine, it\u2019s as much about them as it is about me. I need to spend time with close friends as it reminds them of how much they mean to me; it reminds me of how much I need them.<\/li>\r\n \t<li><strong>Take time to meditate.<\/strong> The most important hour of my day is between 5am-6am, when I wake up to pray and meditate. The absence of this \u2018power hour\u2019 can lead to the imbalance I try to avoid. During this time, I reconnect with my Creator and what matters, but I also have the opportunity to think soberly and deeply about decisions\u2014free of distractions and interruptions. This time of meditation also creates space where I can reconnect with my core values.<\/li>\r\n \t<li><strong>Be quick to listen and slow to speak.<\/strong> This behavioural change is mission-driven and scripture-based. I must put to rest this belief my ideas are superior to others and listen to what they have to say.<\/li>\r\n \t<li><strong>Don\u2019t dish it since I can\u2019t take it.<\/strong> More often than not, the people who offend me don\u2019t mean to. In large part this is because I can dish it, but I can\u2019t always take it: my tough exterior leads people to believe I can take it just as straightforwardly as I deliver it. In reality, I\u2019m a campfire marshmallow: hard\u2014and a little burnt\u2014on the outside, but very soft inside. I need to adjust my communication style: if I know I can\u2019t handle harsh criticism, than I shouldn\u2019t be harsh with others (in other words, do unto others as I would have others do unto me).<\/li>\r\n \t<li><strong>Say no.<\/strong> People with many talents are often called upon to do many things. It\u2019s up to them to be wise about the tasks they accept. Particularly within the non-profit sector, it\u2019s easy to let your bleeding heart be your guide. It\u2019s imperative I only accept projects I feel strongly about: projects where I have the time and freedom to make thoughtful decisions, where I\u2019m not subject to oppressive supervision and where I can plan for the long and short term.<\/li>\r\n \t<li><strong>Don\u2019t neglect my hobbies! <\/strong>In my spare time, I make\u2026wigs! It\u2019s a unique, but exceptionally fun hobby, and it draws on all my strengths. I love the way I feel when I try on one of my creations, or when I see someone else wearing it. What\u2019s more, the compliments I receive build my confidence in my ability to do unique and great things.<\/li>\r\n<\/ul>\r\nWhen asked how he\u2019s doing, a colleague of mine always gives the same answer: \u201cI\u2019m always trying to be better.\u201d While the response might elicit a chuckle from the hearer, it always reminds me of my own personal vision: <em>to tap into my greatness daily and impact the lives of everyone I meet<\/em>. Doing this means I need to be an outlier. In his book Outliers, Malcolm Gladwell (2008) offers this definition:\r\n<ol>\r\n \t<li>something that is situated away from or classed differently from a main or related body<\/li>\r\n \t<li>a statistical observation that is markedly different in value from the others of the sample.<\/li>\r\n<\/ol>\r\nThere exists within me the capacity to be an outlier. Achieving such a level means learning how to tap into my greatness. Gladwell argues we shouldn\u2019t spend so much time focusing on \u201cwhat successful people are like\u2026 It is only by asking where they are <em>from<\/em> that we can unravel the logic behind who succeeds and who doesn\u2019t.\u201d As cited in Gladwell (2018), my experiences, culture and faith present the kind of \u201cextraordinary opportunities, cultural legacies and hidden advantages\u201d to set me apart from my peers\u2014but only if I learn to harness these things, add in the wisdom and knowledge gained through my journey, combining those nuggets with my natural talent.\r\n\r\nAchieving my vision means focusing on my mission: <em>to be a Christian every day<\/em>. I know this might sound trite, but hear me out. I believe the path to greatness is through my faith, but I\u2019m sure the journey will be the most trying, humbling and challenging process I\u2019ll ever endure. It is easy to be a Christian on the outside: playing the part, behaving the way you think you should. However, I believe change begins from within. In The Purpose Driven Life, Rick Warren says \u201cchange always starts first in your mind. The way you <em>think<\/em> determines the way you <em>feel<\/em>, and the way you feel influences the way you <em>act<\/em>.\u201d (Warren, 2002, p. 182) As a leader, I will face temptation: to skirt the truth, lie, hide my faults and wear masks. It\u2019s not easy to be a Christian when no one is watching\u2026but those are the moments when character is built. If I focus on the change within, the outward behaviours will, inevitably, follow suit. The more I focus on working through and overcoming the character-building challenges and situations, the more I\u2019ll be better able to tap into my greatness. The same values I pride myself on when all eyes are on me must be the same ones I continue to uphold when no one is around: fairness, respect, honesty, love and trust. This mission, vision and values apply personally and professionally: self-awareness prompts action, which promotes growth. By making a deeper pursuit of my faith my mission, I believe this will impact every area of my life, better enabling me to daily access the greatness within because the imperative my faith presents will prevent me from doing the one thing I\u2019ll always be tempted to do as a leader: compromise. That said, it will take more than just strong values to succeed: strategic applications, a solid understanding of my industry, foresight, a healthy dose of stamina must all combine to create a strong, well rounded individual. Ultimately, my vision for myself is servant leadership and I believe my mission will produce determination to deter compromise, as I focus on the development of the characteristics of a servant leader: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community (Northhouse, 2016). All of this will help me face what I believe is my greatest challenge as a strategic leader: how to lead an organization where the decisions made on the inside impact the organization and the industry. This will require I approach each situation and decision with scope in mind. As explained by Huges, Beatty and Dinwoodie (2013), \u201cthis broad scope requires seeing the organization as an interdependent and interconnected system of multiple parts where decisions in one area provoke actions in other area.\u201d My values and faith (particularly as I apply the virtues of fairness and justice) will play a key role in how I approach decisions as the impact of our organization will be felt beyond my tenure. I believe any deviation away from core values is ultimately the downfall of any great leader. There must be a strong imperative to resist compromise. In my case, the imperative is my faith. Personally and professionally, I think this will require an abandonment of people-pleasing and the pursuit of popularity. Such an effort to appease can be exhausting and can compromise my mission.\r\n\r\nIn many ways, enrolling in this program is helping me achieve my vision. It\u2019s led to a heightened sense of self-awareness, prompting action. Change isn\u2019t something I shy away from, but personal change can be uncomfortable. However, I have two motivators:\r\n<ol>\r\n \t<li>I don\u2019t enjoy feeling as though I\u2019m stuck<\/li>\r\n \t<li>I enjoy the fruits of change<\/li>\r\n<\/ol>\r\nIf I can harness these two motivations\u2014keeping them in the forefront of my mind\u2014they could be powerful mindsets, driving me towards my goal. I can also use them to build on my personal and development strategies:\r\n<ul>\r\n \t<li>Solicit feedback from trusted and respected sources<\/li>\r\n \t<li>Take time to talk out my concerns, so I don\u2019t feel burdened by them<\/li>\r\n \t<li>Be a student of change by studying new techniques on how to overcome personal challenges<\/li>\r\n \t<li>Allow time and space to ruminate on key decisions<\/li>\r\n<\/ul>\r\nMy only caution to myself would be to not become addicted to change: change for the sake of change is counter-productive.\r\n\r\nBased on all of this, my definition of success is simple: progression, not regression. I expect a focus on all of the changes and ideas laid out in the preceding paragraphs will lead to personal change and development. Further to our course text, I\u2019ve done a personal assessment of needed personal development (Figure 1.1), honing on four areas of potential growth:\r\n\r\nFigure 1.1. Nadia Stewart\u2019s Personal Development Chart\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td>Listen<\/td>\r\n<td>If I can\u2019t hear my team, how can I lead them? If they don\u2019t feel as though they\u2019re being heard, why would they want to be led by me? A concerted effort to practice active listening is necessary.<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Make Time<\/td>\r\n<td>This applies in two ways: I need to make time for thoughtful and abstract thinking, as well as making time for rest, personal reflection and for loved ones. The goal here is balance.<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Idea Progression<\/td>\r\n<td>I\u2019m great at generating ideas, but not always able to build them out into full-fledged plans. I need to make time for creative and strategic thinking and planning, building on my ideas through sharing them with trusted individuals and thoughtfully considering their feedback.<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Focus<\/td>\r\n<td>Focus is a discipline. I need to narrow down the projects that matter to me, focusing on their completion to achieve maximum personal and professional growth.<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<p style=\"text-align: center\"><strong>References<\/strong><\/p>\r\nBirkman (2017). Individual Report Prepared for Nadia Stewart.\r\n\r\nGladwell, M. (2008). Outliers: The Story of Success. New York, NY: Little, Brown.\r\n\r\nHughes, R. L., Beatty, K., Dinwoodie, D.L. (2013). <em>Becoming a strategic leader: Your role in your organization\u2019s success.<\/em> (2nd Ed.).[E-reader version]. Retrieved from Google Play Store.\r\n\r\nNew International Version. Bible Hub (2018). James 1:19. Retrieved from: <a href=\"https:\/\/biblehub.com\/james\/1-19.htm\">https:\/\/biblehub.com\/james\/1-19.htm<\/a>\r\n\r\nNew International Version. Bible Hub (2018). Matthew 7:12. Retrieved from: <a href=\"https:\/\/biblehub.com\/matthew\/7-12.htm\">https:\/\/biblehub.com\/matthew\/7-12.htm<\/a>\r\n\r\nNorthhouse, P. G. (2016). Leadership Theory and Practice. Seventh Edition. Thousand Oaks, California: Sage Publications Inc.\r\n\r\nWarren, R. (2002). The Purpose Driven Life. Grand Rapids, Michigan: Zondervan.","rendered":"<p>Stressful situations don\u2019t always bring out the best in us, and I\u2019m certainly no exception. When faced with my first challenge as leader, my typical adaptability was replaced with rigidity: I was resistant to any other idea but my own. My tendency is to dismiss the ideas of others when I believe my idea is superior to theirs (in part, because I believe I\u2019ve spent more time considering all the variables). On a personal level, I can become indecisive, unreasonable and easily annoyed when under stress. Simply put, I don\u2019t suffer fools. My indecisiveness leads to an avoidance of people or decisions. My remedy has always been balance: finding the equilibrium between holding onto things and letting go, speaking up versus staying silent, work versus rest. The last one is key: when I don\u2019t have adequate personal time for reflection, meditation, prayer, rest and a break from demanding tasks, I typically become unproductive and my stress behaviours are in full effect. I believe this is the key to my success: when the mind and spirit are balanced, it\u2019s always easier for me to see clearly, make sound decisions and think objectively, logically and practically.<\/p>\n<p>If I\u2019m going to make changes in this area, the communication between me and those I work with must be honest and direct: I need them to know when I need more time to make a decision or when I need some help. I strive for a relationship with my superiors where we have candid conversations\u2014something my Birkman results (2017) indicated is a wise approach\u2014however; there is an important balance to strike in such conversations (see bullet points below). I also need to encourage myself, celebrating my progress and achievements. This is particularly important when working on lengthy projects\u2014which I can, at times, become bored with. In these situations, I should redirect my attention away from the mountain of work and back to the overall goal.<\/p>\n<p>Based on all of this, there are some immediate and long term changes to my behavioural and thought patterns I\u2019m committed to making:<\/p>\n<ul>\n<li><strong>Be militant about my \u2018me\u2019 time.<\/strong> My days off will have to be just that: days off. It\u2019s imperative I carve out this time for myself for personal reflection and rest.<\/li>\n<li><strong>Make time for the people in my life.<\/strong> While this has always been a personal mantra of mine, it\u2019s as much about them as it is about me. I need to spend time with close friends as it reminds them of how much they mean to me; it reminds me of how much I need them.<\/li>\n<li><strong>Take time to meditate.<\/strong> The most important hour of my day is between 5am-6am, when I wake up to pray and meditate. The absence of this \u2018power hour\u2019 can lead to the imbalance I try to avoid. During this time, I reconnect with my Creator and what matters, but I also have the opportunity to think soberly and deeply about decisions\u2014free of distractions and interruptions. This time of meditation also creates space where I can reconnect with my core values.<\/li>\n<li><strong>Be quick to listen and slow to speak.<\/strong> This behavioural change is mission-driven and scripture-based. I must put to rest this belief my ideas are superior to others and listen to what they have to say.<\/li>\n<li><strong>Don\u2019t dish it since I can\u2019t take it.<\/strong> More often than not, the people who offend me don\u2019t mean to. In large part this is because I can dish it, but I can\u2019t always take it: my tough exterior leads people to believe I can take it just as straightforwardly as I deliver it. In reality, I\u2019m a campfire marshmallow: hard\u2014and a little burnt\u2014on the outside, but very soft inside. I need to adjust my communication style: if I know I can\u2019t handle harsh criticism, than I shouldn\u2019t be harsh with others (in other words, do unto others as I would have others do unto me).<\/li>\n<li><strong>Say no.<\/strong> People with many talents are often called upon to do many things. It\u2019s up to them to be wise about the tasks they accept. Particularly within the non-profit sector, it\u2019s easy to let your bleeding heart be your guide. It\u2019s imperative I only accept projects I feel strongly about: projects where I have the time and freedom to make thoughtful decisions, where I\u2019m not subject to oppressive supervision and where I can plan for the long and short term.<\/li>\n<li><strong>Don\u2019t neglect my hobbies! <\/strong>In my spare time, I make\u2026wigs! It\u2019s a unique, but exceptionally fun hobby, and it draws on all my strengths. I love the way I feel when I try on one of my creations, or when I see someone else wearing it. What\u2019s more, the compliments I receive build my confidence in my ability to do unique and great things.<\/li>\n<\/ul>\n<p>When asked how he\u2019s doing, a colleague of mine always gives the same answer: \u201cI\u2019m always trying to be better.\u201d While the response might elicit a chuckle from the hearer, it always reminds me of my own personal vision: <em>to tap into my greatness daily and impact the lives of everyone I meet<\/em>. Doing this means I need to be an outlier. In his book Outliers, Malcolm Gladwell (2008) offers this definition:<\/p>\n<ol>\n<li>something that is situated away from or classed differently from a main or related body<\/li>\n<li>a statistical observation that is markedly different in value from the others of the sample.<\/li>\n<\/ol>\n<p>There exists within me the capacity to be an outlier. Achieving such a level means learning how to tap into my greatness. Gladwell argues we shouldn\u2019t spend so much time focusing on \u201cwhat successful people are like\u2026 It is only by asking where they are <em>from<\/em> that we can unravel the logic behind who succeeds and who doesn\u2019t.\u201d As cited in Gladwell (2018), my experiences, culture and faith present the kind of \u201cextraordinary opportunities, cultural legacies and hidden advantages\u201d to set me apart from my peers\u2014but only if I learn to harness these things, add in the wisdom and knowledge gained through my journey, combining those nuggets with my natural talent.<\/p>\n<p>Achieving my vision means focusing on my mission: <em>to be a Christian every day<\/em>. I know this might sound trite, but hear me out. I believe the path to greatness is through my faith, but I\u2019m sure the journey will be the most trying, humbling and challenging process I\u2019ll ever endure. It is easy to be a Christian on the outside: playing the part, behaving the way you think you should. However, I believe change begins from within. In The Purpose Driven Life, Rick Warren says \u201cchange always starts first in your mind. The way you <em>think<\/em> determines the way you <em>feel<\/em>, and the way you feel influences the way you <em>act<\/em>.\u201d (Warren, 2002, p. 182) As a leader, I will face temptation: to skirt the truth, lie, hide my faults and wear masks. It\u2019s not easy to be a Christian when no one is watching\u2026but those are the moments when character is built. If I focus on the change within, the outward behaviours will, inevitably, follow suit. The more I focus on working through and overcoming the character-building challenges and situations, the more I\u2019ll be better able to tap into my greatness. The same values I pride myself on when all eyes are on me must be the same ones I continue to uphold when no one is around: fairness, respect, honesty, love and trust. This mission, vision and values apply personally and professionally: self-awareness prompts action, which promotes growth. By making a deeper pursuit of my faith my mission, I believe this will impact every area of my life, better enabling me to daily access the greatness within because the imperative my faith presents will prevent me from doing the one thing I\u2019ll always be tempted to do as a leader: compromise. That said, it will take more than just strong values to succeed: strategic applications, a solid understanding of my industry, foresight, a healthy dose of stamina must all combine to create a strong, well rounded individual. Ultimately, my vision for myself is servant leadership and I believe my mission will produce determination to deter compromise, as I focus on the development of the characteristics of a servant leader: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community (Northhouse, 2016). All of this will help me face what I believe is my greatest challenge as a strategic leader: how to lead an organization where the decisions made on the inside impact the organization and the industry. This will require I approach each situation and decision with scope in mind. As explained by Huges, Beatty and Dinwoodie (2013), \u201cthis broad scope requires seeing the organization as an interdependent and interconnected system of multiple parts where decisions in one area provoke actions in other area.\u201d My values and faith (particularly as I apply the virtues of fairness and justice) will play a key role in how I approach decisions as the impact of our organization will be felt beyond my tenure. I believe any deviation away from core values is ultimately the downfall of any great leader. There must be a strong imperative to resist compromise. In my case, the imperative is my faith. Personally and professionally, I think this will require an abandonment of people-pleasing and the pursuit of popularity. Such an effort to appease can be exhausting and can compromise my mission.<\/p>\n<p>In many ways, enrolling in this program is helping me achieve my vision. It\u2019s led to a heightened sense of self-awareness, prompting action. Change isn\u2019t something I shy away from, but personal change can be uncomfortable. However, I have two motivators:<\/p>\n<ol>\n<li>I don\u2019t enjoy feeling as though I\u2019m stuck<\/li>\n<li>I enjoy the fruits of change<\/li>\n<\/ol>\n<p>If I can harness these two motivations\u2014keeping them in the forefront of my mind\u2014they could be powerful mindsets, driving me towards my goal. I can also use them to build on my personal and development strategies:<\/p>\n<ul>\n<li>Solicit feedback from trusted and respected sources<\/li>\n<li>Take time to talk out my concerns, so I don\u2019t feel burdened by them<\/li>\n<li>Be a student of change by studying new techniques on how to overcome personal challenges<\/li>\n<li>Allow time and space to ruminate on key decisions<\/li>\n<\/ul>\n<p>My only caution to myself would be to not become addicted to change: change for the sake of change is counter-productive.<\/p>\n<p>Based on all of this, my definition of success is simple: progression, not regression. I expect a focus on all of the changes and ideas laid out in the preceding paragraphs will lead to personal change and development. Further to our course text, I\u2019ve done a personal assessment of needed personal development (Figure 1.1), honing on four areas of potential growth:<\/p>\n<p>Figure 1.1. Nadia Stewart\u2019s Personal Development Chart<\/p>\n<table>\n<tbody>\n<tr>\n<td>Listen<\/td>\n<td>If I can\u2019t hear my team, how can I lead them? If they don\u2019t feel as though they\u2019re being heard, why would they want to be led by me? A concerted effort to practice active listening is necessary.<\/td>\n<\/tr>\n<tr>\n<td>Make Time<\/td>\n<td>This applies in two ways: I need to make time for thoughtful and abstract thinking, as well as making time for rest, personal reflection and for loved ones. The goal here is balance.<\/td>\n<\/tr>\n<tr>\n<td>Idea Progression<\/td>\n<td>I\u2019m great at generating ideas, but not always able to build them out into full-fledged plans. I need to make time for creative and strategic thinking and planning, building on my ideas through sharing them with trusted individuals and thoughtfully considering their feedback.<\/td>\n<\/tr>\n<tr>\n<td>Focus<\/td>\n<td>Focus is a discipline. I need to narrow down the projects that matter to me, focusing on their completion to achieve maximum personal and professional growth.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p style=\"text-align: center\"><strong>References<\/strong><\/p>\n<p>Birkman (2017). Individual Report Prepared for Nadia Stewart.<\/p>\n<p>Gladwell, M. (2008). Outliers: The Story of Success. New York, NY: Little, Brown.<\/p>\n<p>Hughes, R. L., Beatty, K., Dinwoodie, D.L. (2013). <em>Becoming a strategic leader: Your role in your organization\u2019s success.<\/em> (2nd Ed.).[E-reader version]. Retrieved from Google Play Store.<\/p>\n<p>New International Version. Bible Hub (2018). James 1:19. Retrieved from: <a href=\"https:\/\/biblehub.com\/james\/1-19.htm\">https:\/\/biblehub.com\/james\/1-19.htm<\/a><\/p>\n<p>New International Version. Bible Hub (2018). Matthew 7:12. Retrieved from: <a href=\"https:\/\/biblehub.com\/matthew\/7-12.htm\">https:\/\/biblehub.com\/matthew\/7-12.htm<\/a><\/p>\n<p>Northhouse, P. G. (2016). Leadership Theory and Practice. Seventh Edition. Thousand Oaks, California: Sage Publications Inc.<\/p>\n<p>Warren, R. (2002). The Purpose Driven Life. Grand Rapids, Michigan: Zondervan.<\/p>\n","protected":false},"author":48,"menu_order":35,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["nadia-stewart"],"pb_section_license":"cc-by-nc-nd"},"chapter-type":[],"contributor":[88],"license":[56],"part":44,"_links":{"self":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapters\/297"}],"collection":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/wp\/v2\/users\/48"}],"version-history":[{"count":9,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapters\/297\/revisions"}],"predecessor-version":[{"id":2444,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapters\/297\/revisions\/2444"}],"part":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/parts\/44"}],"metadata":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapters\/297\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/wp\/v2\/media?parent=297"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/pressbooks\/v2\/chapter-type?post=297"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/wp\/v2\/contributor?post=297"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/books.twu.ca\/strategic-discoveries\/wp-json\/wp\/v2\/license?post=297"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}