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