You are on page 1of 26

Presenters: Jin Young Chang Eric Scoles Shahrzad Sadrpour

Our Presentation Overview


1.
2. 3.

4.
5.

Personal Mastery - Eric Mental Models - Jin Building Shared Vision & Learning - Shahrzad Thinking in Systems Eric Class Activity Discuss specific topic in groups and share out

1) Personal Mastery
Necessary tension Keeping dreams awareness of reality Solo reflection & lifelong learning
Constant self improvement Reflection Understanding that there are no definite answers

The Big Picture


Choose Career or Life Goal (Vision)
Make adjustments Focus your vision Consider affect on others in your life Consider additional responsibilities

(example: owning a school)

The Big Picture


See current reality
Choose wisely Organize your goals Take risks, but be smart Challenge yourself

2) Mental Models
Mental models determine how we take action

Two Main Skills


Skills of reflection Involves showing down our thinking so that we become more aware of

how we form our mental models how they influence our behavior

Inquiry How we operate n face-to-face interactions

Ladder Of Inference

3) Building Shared Vision

Shared Vision

Encouraging Personal Vision

From Personal Visions To Shared Visions

Spreading Visions

Guidelines for Enrollment and Commitment

Anchoring Vision In a set of Governing Ideas Creative Tension and Commitment to the Truth

Effects of Shared Vision


Commitment over compliance
More effective communication Encourage experimentation and innovation

Less time spent on aligning interests

4) Team Learning

Group effectiveness = Individual position

Start with Dialogue


With Dialogue people become observers of their own thinking

First
participants must suspend assumptions

Surfacing assumptions

Display of assumptions

Inquiry

Second
All participants must regard one another as colleagues

Third
There must be a Facilitator who holds the context of dialogue

5) Thinking in Systems
Developing awareness of complexity
Variety of issues in a district Problems and goals form larger structure All components are systems

Analyzing a Problem
Step 1: Events
(Failing superintendent example)

Step 2: Patterns and Trends


History of event When did it occur before What patterns are emerging?

Analyzing a Problem cont.


Step 3: Systematic Structure

Training & development Approaches to problems What thought pattern allows this problem to persist? Safety bring unchallenged through patterns to the surface Inquire

Step 4: Mental Models


Systems Thinking Building Blocks


Cause and effect relationships
Feedback loops Mathematical modeling Widespread understanding

Reinforcing Processes Exponential growth or decline (Savings account example)

The sky is the limit

Going to hell in a hand-basket

Limits will inevitably appear

Balancing Processes Often self-regulating (human body temperature) Causal-Loop Diagrams One simple loop (growing student population) Stock-and-Flow Diagrams More than one loop More precise Mathematically sound formulas Stock, flow, converter, connector, and cloud Delays Found in converters

Archetypes
Recently discussed in class
Fixes that fail Changes are extreme Can be prevented by having a less severe fix Systems need to be balanced

Wheels of Learning
The rhythm

Thought Discussion Change

Restate goals Thermostat example Challenge norms, attitudes, and assumptions Observe
Reflect

Double Loop Learning


Practical application (Time management example) Understand that one change affects the system
Relation to the design process Define Brainstorm Implement Test Reflect

Class Activity Question:


Apply one discipline to your organization or

school site, and discuss specifically how this discipline helps achieve goals.
Personal Mastery Mental Models Shared Vision Team Learning System Thinking

You might also like