fix two slides

fasd250410.md

@@ -12,7 +12,7 @@
 Note: Thank you so much for that introduction, and HUGE thanks to Marilyn and Cindi for dreaming up this conversation about *Leading Generously*. The origins of this book are seeded both in some questions surfaced by my prior book, *Generous Thinking*, as well as in some of what we as a campus have been through in recent years. I'm not going to re-tell that story here today -- many of you lived it along with me, and if you want to revisit those events I tell at least part of the story in the book's first chapter. I'll just boil it all down to say that in my first seven years as a faculty member here at MSU, we had six presidents and four provosts, and everyone on campus spent a lot of time wrestling with a resulting mixture of anger and despair and exhaustion that seriously inhibited our ability to focus on the things that are most important to us.
 
 
-## crisis
+# crisis
 
 Note: Calling what we've all been through in recent years -- not to mention what's happening all around us right now -- a "crisis" feels so obvious as to say absolutely nothing. We are surrounded by crisis in the academy (not to mention the world beyond) and while our circumstances at MSU have perhaps been more intense than at other institutions, to say that we have been facing an "institutional crisis" feels redundant. And yet we talk about crisis all the time, especially in the humanities, where we have been in crisis for decades. So part of my goal in *Leading Generously* is to argue that we have at hand some of the means of responding to the crises faced by our fields and our institutions, and that we can demonstrate through the ways that we do our work a better path for the future of the university at large.
 
@@ -68,7 +68,7 @@ So here's the core of my argument: universities are not meant to be profit cente
 Note: In fact, most of what comes down to us from above is management rather than leadership. Don't get me wrong; good management is crucial to any organization. Management, as John Kotter has argued, is focused on "coping with complexity," on organizing and directing the people and resources necessary to conduct an organization's work. Leadership, by contrast, is a matter of "coping with change." This is a distinction with a difference for Kotter, who has argued that most organizations today are 
 
 
-## “over-managed and under-led”
+## “over-managed <br />and under-led”
 
 Note: "over-managed and under-led," and universities are no exception. At every level of our institutions, we have been disciplined into an inability to cope with -- much less create -- change. Transforming our ideas about campus leadership could allow us to people together to create change, to model and to create the conditions for more thoughtful, more inclusive, more just ways of working. Leadership, in other words, ought to be about building the relationships necessary for collective action. It should be connective, and compassionate, and generative. And it could emerge anywhere in an institution, if cultivated.