Presentation on theme: "Effective Leadership for Early Childhood Systems Change: The art and practice of adaptive leadership Facilitated by Ellen Kagen, Georgetown University."— Presentation transcript:
Effective Leadership for Early Childhood Systems Change: The art and practice of adaptive leadership Facilitated by Ellen Kagen, Georgetown University Charlie Biss, Consultant, Georgetown University
conscious awareness Iceberg as a Metaphor for Culture eye behavior sense of “self” notions of modesty authority figures & roles patterns of handling emotions concept of justice group decision-making patterns levels of acculturation patterns of superior/subordinate roles sense of power theory of disease concept of cleanliness risk interpretation body language problem-solving approaches religion & spirituality attitude toward the dependent sense of competition/cooperation social interaction rate patterns of visual perception facial expressions definitions of mental illness concept of justice roles in relation to status by age, sex, class and much more “out-of awareness” dress age race/ethnicity language food music gender art source: Sockalingam, S. - TeamWorks, 2003, adapted from source unknown
Ladder of Inference Take ACTIONS (based on beliefs) Adopt BELIEFS Draw CONCLUSIONS Make ASSUMPTIONS (based on meaning added) Add MEANING (cultural and personal) Select DATA OBSERVABLE DATA and EXPERIENCE (the “video tape”) Leadership Development for System Change Georgetown University 33
Managing Mental Models Limiting assumptions— based on our mental model when it blocks or interferes with our ability to think clearly about any particular issue Mental Models must be tested and evaluated Advocacy and Inquiry as tools to support our understanding of the mental models impacting our work
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