1. Becoming a Learning Community Module 1 School Division Superintendents Leadership Program July 20-24, 2015

2. Day 4

3. Check-in Realizations about the nature of groups as systems...

4. Insights about Groups as Systems There are different personalities but can come as one to achieve the goal. It is beneficial to relate with other people and stakeholders (alumni, PTA and etc.) There should be a plan Consultative process Creative ownership There are related systems that we failed to tap

5. Calling Question How can we support each other, towards becoming transformational leaders, developing through an effective learning community, during and beyond this program?

6. Effective Interpersonal Skills Multi- Stakeholder Engagement Mental Models Systems Thinking Shared Vision Creative Strategies Team Learning New Social Arrangements Sensing Presencing Creating Complex Issues Personal Mastery Appreciative Inquiry

7. Dialogues

8. Nature of Dialogue Equality and absence of coercive influences Active listening with empathy  Focus on understanding the other’s point of view Bringing assumptions (mental models) into the open so that these may be understood and responded to  Responding without challenging or reacting in a judgmental way

9. Dialogue vs. Debate Assume that many people have pieces of the answer and together they can craft a sustainable solution Participants work towards a common understanding Assumes that there is a “right answer” & each group’s position is the answer Participants try to prove the other side wrong

10. Dialogue vs. Debate About exploring common ground Listening to understand, find meaning & agreement Revealing assumptions for reevaluation About winning Listening to find flaws & make counterarguments Defending assumptions as truths

11. Dialogue vs. Debate Reexamining all positions Admitting that others’ thinking can improve on one’s own Searching for strengths & values in other’s positions Critiquing the other side’s position Defending one’s view against the other Searching for flaws & weaknesses in other’s positions

12. Dialogue vs. Debate Discovering new options, not seeking closure Seeking a conclusion or vote that ratifies one’s original position

13. Powerful Questions Close Ended (Yes – No) Where, Which, When, Who How, What Why SOURCE: Vogt, Eric. “The Art and Architecture of Powerful Questions.

14. Team Learning Systems Thinking

15. Break

16. Stakeholder Mapping Societal Divide / Issue __________________________________ Group Position on the Issue Interest Affected by the Issue Mobilization Capacity Resources Support Change Against Change Neutral Highly Organized Not Organized Semi Organized Motivation affected by the issue Resources that can be used to support or resist change

17. Team Learning Stakeholder Mapping

18. Lunch

19. Effective Interpersonal Skills Multi- Stakeholder Engagement Mental Models Systems Thinking Shared Vision Creative Strategies Team Learning New Social Arrangements Sensing Presencing Creating Complex Issues Personal Mastery Appreciative Inquiry

20. Scharmer’s Theory U Sensing Presencing Creating (Downloading)(Performing) Who is my Self? What is my Work?

21. Body Scan Tired Heavy Shaky Tight

22. Body Scan Tired Heavy Shaky Tight X X

23. Role on Stage

24. Fundamentals of Whole Brain Thinking

25. By Roger Sperry, 1981 Left Brain Logic Analysis Linear Thinking Speech Centers Activity Right Brain Emotions Creativity Imagination Music Passivity

26. Metaphors as Symbolic Messages

27. Free Association A process that allows the interpretation of symbols from the unconscious / creative mind / right brain Symbols are shared with the group, one at a time Group members verbalize anything that comes to mind which they associate with each symbol in focus The owner of the symbols takes note of what is said that elicits a physical reaction

28. Synthesis What are the parallels between the meaning of your symbol and what is happening in your real life? What concrete action can you take to utilize the message from your unconscious?

29. Shared Vision

30. Break

31. Effective Interpersonal Skills Multi- Stakeholder Engagement Mental Models Systems Thinking Shared Vision Creative Strategies Team Learning New Social Arrangements Sensing Presencing Creating Complex Issues Personal Mastery Appreciative Inquiry

32. Shared Vision

33. Vision Board: Fisherfolk as Entrepreneurs Improved quality of life of fisherfolk and their communities through entrepreneurship

35. Key Result Areas Indicators of success that can be seen / measured Fisherfolk business enterprise Income & employment generated Customer Satisfaction # of fisherfolk trained & given assistance in enterprise development # of fisherfolk enterprise established Annual household income from fisherfolk enterprise owner(s) # of local people employed in fisherfolk enterprise Increase in household income of those employed % of increase in LGU revenue from fisherfolk enterprise Customer satisfaction rating on fisherfold enterprise products

36. Team Learning Shared Vision

37. Checkout Key learning from today’s conversations…