Mental Models are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action. Very often, we are not consciously aware of our mental models or the effects they have on our behavior. Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. (1 st ed.). New York, NY: Doubleday.
The discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny. It includes the ability to carry on “learningful” conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others. Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. (1 st ed.). New York, NY: Doubleday.
We don’t see things as they are; We see things as we are. Anaïs Nin French Novelist
New capabilities required beyond the individual’s current beliefs, knowledge and skills Information affirming the individual and his or her actions A developmental experience with lasting impact A ssessment- C hallenge- S upport Data concerning the individual and his or her context
1998 Adapted with permission by Cynthia Scott and Dennis Jaffe/Flora Elkind Associates. Change and Transition Situational, external circumstances such as: New/different site New/different boss New /different team New/different role Situational, external circumstances such as: New/different site New/different boss New /different team New/different role The internal, psychological process people go through to adapt to the new or different
Phases of Transition /Adaptation Endings New Beginnings Neutral Zone “Valley of Chaos” Neutral Zone “Valley of Chaos” 1998 Adapted with permission by Cynthia Scott and Dennis Jaffe/Flora Elkind Associates.
John C. Calhoun U.S. Congressman, Senator, Cabinet Officer, and Vice-President The interval between the decay of the old and the formation and establishment of the new, constitutes a period of transition which must always, necessarily be one of uncertainty, confusion, error, and wild and fierce fanaticism.
… means we can be challenged and not break down. It is the ability to bounce back, learn, and even thrive in the face of adversity. Resilience …
Resilience Making Meaning Building bridges between current difficulties and better future. Learnings for future. Relationships Recognizing the value for others. Improvisation Making due with what you have. Creativity. Facing down reality Accepting the limitations of current circumstances. Balancing optimism with realistic assessment. Adapted from How Resilience Works, Diane Coutu. Harvard Business Review, 5/2002
“More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.” “How Resilience Works” Harvard Business Review May 2002
The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships. Emotional Intelligence
Emotional Competencies Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-Management Self-control Trustworthiness Conscientiousness Adaptability Interactive Achievement orientation Social Awareness Empathy Organizational awareness Service orientation Social Skills Developing others Leadership Influence Communication Change catalyst Teamwork
Eric Hoffer American Social Philosopher MDT1000 In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.
Ability to Learn: The New Core Competency Ability to Learn Readiness/ Motivation Context/ Opportunity Lessons/ Growth and Process Skills ++= Individually Driven Leadership Challenge The Learning-to-Learn Equation:
Anatomy of a Learning Experience Performance Recovery/Growth G oing A gainst the G rain (Stress and Discomfort Performance Decrement) Learning Opportunity Leveling Off - The Comfort Zone Results of Prior Learning
Avoiding a Learning Experience Lost Learning Potential Learning Curve Results of Prior Learning Leveling Off - The Comfort Zone Decision to Avoid Stress and Risk of Performance Drop
The fear of not looking good is one of the greatest enemies of learning. To learn, we need to acknowledge that there is something we don’t know, and to perform activities that we’re not good at. Peter Senge The Fifth Discipline The fear of not looking good is one of the greatest enemies of learning. To learn, we need to acknowledge that there is something we don’t know, and to perform activities that we’re not good at. Peter Senge The Fifth Discipline Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. (1 st ed.). New York, NY: Doubleday.
If changing is only another word for learning, then the theories of learning will also be theories of changing. Charles Handy The Age of Unreason Handy, C. (1989). The age of unreason. Boston, MA: Harvard Business School Press.