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Selection of CDE slides for John, Bill, Sarah and Mary to view
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Designing our Future
LEVERAGE
Systems & Structures
Vision
Patterns of Behaviour
Events
Mental Models
Levels of Perspective (Daniel Kim)
Clear Vision
No Vision
Sit in a circle Ask the first person for their first idea Accurately write their idea down on a flip chart Ask the next person for their idea If someone wants to, they can say “pass” Collect ideas from every person. Go round the circle
twice, or until everyone says “pass” Number each idea There should be NO discussion
Classic Brainstorming
No discussion!
Discussion smashes ideas to bits!
From the Latin, discutere, meaning: “strike asunder, to break up”
(from www.etomyonline.com)
Discussion can also lead to power games …
Each person has 10 votes There are three rounds of voting You may not use more than 4 votes in one round Over the course of the three rounds you can place
your votes in any combination (eg 4-4-2; 3-3-4; 4-2-4) so long as you do not exceed 10 votes altogether
You can plonk all your votes onto one idea or spread them across 10 different ideas
The ideas with the most votes at the end of the third round are written into the shared vision
Consensus building with 10 – 4 voting
Excitement Uncertainty Negotiation Collaboration Skilled Consensus Shared Vision
1: Forming agreeing to do something together
2: Storming breaking free from current reality
Challenge to Mindsets Confrontations Abuse of Power Collective Awareness Clarify Training Needs Create Focus
Giving Up in the Storm …
“One of the most critical problems our schools face is not resistance to innovation but the fragmentation, overload and incoherence resulting from the uncritical and uncoordinated acceptance of too many different innovations”
Fullan & Stiegelbauer, 1991
Noticeable Improvements Alignment Team Learning Confidence Builds New Mental Models Emerge
3: Norming alignment to new ways of doing things
Real Progress Fine Tuning Continual Learning Sense of Achievement This Is The Way We Do
Things
4: Performing in a state of flow
Edwards & Martin, 2003
Mental Models are Key to Leadership
“Progress is impossible without change, and those who cannot change their minds
cannot change anything.”
George Bernard Shaw (1856 – 1950)
MM: Praise boosts self esteem & achievement
Clever girl!
Gifted musician
Brilliant mathematician
Bright boy
Top of the class!
Nice try
www.carol-dweck.co.uk
Carol Dweck
Mueller and Dweck, 1998
In six studies, 7th grade students were given a series of nonverbal IQ tests.First set of problems were challenging but well within their range
After their success, children received one of three forms of praise
Intelligence praise Process praise Control-group praise
The effects of different types of praise
Intelligence praise“Wow, that’s a really good score. You must be smart at this.”
Process praise“Wow, that’s a really good score. You must have tried really hard.”
Control-group praise“Wow, that’s a really good score.”
Mueller and Dweck, 1998
Trial 1 Trial 34.5
5
5.5
6
6.5
Effort Praise
Control Praise
Intelligence Praise
Number of problems solved on a 3rd test
Intelligence Control Effort0
0.1
0.2
0.3
0.4 Chart Title
Number of children who lied about their score
What would be the impact of new mental models?
a) New mental model …we should praise for progress & effort, but not for intelligenceb) How would your systems & structures change?
21
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Systems & Structures
Vision
Patterns of Behaviour
Events
Mental Models
Above the line: Leadership Below the line: Management
Leadership
Management