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JOHN EDWARDS
Success in Your BusinessGetting Top Performance from
Yourself and Others
LEVELS OF PERSPECTIVE
LEVERAGE
Systemic Structures
Vision
Patterns of behaviour
Events
Mental Models
KOTTER - VISION
Shared vision prevents conflict and non-stop meetings, allowing people to work more autonomously while still working interdependently.
Without a vision to guide decision making, every tiny decision can become an interminable debate.
MENTAL MODEL - LEADERSHIP
Long term Focus on culture and visionDefines the futureAligns people with the visionInspires people to make it happen despite
obstacles
(John Kotter)
MENTAL MODEL - MANAGEMENT
Immediate futureFocus on structure and systemsPlanning, budgeting, organising,
staffing, controlling, and problem solving
(John Kotter)
MENTAL MODEL -PROACTIVITY
Reactive Tension
Creative Tension
Focus on what we want to create
Focus on how we feel and on getting rid of bad feelings
VISION
CURRENT REALITY
Structural Tension
(Robert Fritz)
BUTLER MODEL
PUBLIC INFORMATION
PERSONAL PRACTICAL
KNOWLEDGE
REFLECTION & GENERATION
MENTAL MODELS
CURRENT PRACTICE
OUTSIDE SELF INSIDE SELF
ACTION LEARNING - Revans
ACT
REFLECT
GATHER DATA DESIGN
ACT
GATHER DATA
DESIGN
REFLECT
ACT
WALLBESSER - EVALUATION
Evaluation is gathering information for decision-makers.
YOU THEN ASK 3 QUESTIONS:Who are the decision-makers?What are the decisions they want to (have to)
make? What will convince them one way or the other?
TRANSMISSION MODEL
The single greatest determiner of what a person is able to learn is my ability to skilfully craft the message, transmit it, and lodge it in the learner.
DAVID AUSUBEL
“The single greatest determiner of what a person is able to learn is what they already know.”
MENTAL MODEL - CONSTRUCTIVISM
FILTER
WHAT I ALREADY
KNOW
MEANING MAKER
MENTAL MODELS
M’
M”
M
SOCIAL CONSTRUCTIVISM
r
R
PERSONAL
SOCIAL
LINK WORKSHOP TO WORKPLACE
WORKSHOP WORKPLACE
DESIGN
REFLECT
DESIGN
ACT
GATHERDATA
ACT
GATHERDATA
TRANSFORMATIONAL LEARNING
time
L +clear understood flows
confusion frustration angst
L -
THE PIT
BUTLER MODEL
PUBLIC INFORMATION
PERSONAL PRACTICAL
KNOWLEDGE
REFLECTION & GENERATION
MENTAL MODELS
CURRENT PRACTICE
OUTSIDE SELF INSIDE SELF
L L L
MENTAL MODEL - THINKING / LEARNING
LEARNING ORGANISATIONCOMMAND & CONTROL
M
S S S
O O O O O O
L
L L L L L
CHRIS ARGYRIS
ESPOUSED THEORY
Talk theory - what I say that I do.
THEORY-IN-USE
Walk theory - what I actually do.
DYSFUNCTIONAL MENTAL MODEL
What I observe are THE FACTS.What I know is THE TRUTH.And any reasonable person would see
what I see and know the truth as I know it.
MENTAL MODEL - LADDER OF INFERENCE
ACTION
BELIEF
CONCLUSION
ASSUMPTIONS
MEANING
DATA
SITUATION
REFLEXIVELOOP
LATERAL THINKING - de Bono
Define the problem- Generate multiple definitions- Select the most useful definitions
PO - Random input- Randomly associate with any word or object- Select the most relevant and powerful ideas
PARALLEL THINKING - de Bono
Six thinking hatsRule governed behaviourAlignment of thinkingBetter taps the intellectual power of a
groupMental discipline
SENGE - 5 WHYS
POOL OF OILGABUNGIE
LEAK DEFECTIVE GASKETS
PURCHASING DECISION
COMPANY POLICYBOARD
DECISION
WHY 1WHY 2
WHY 3
WHY 4
WHY 5
SYSTEMS - SINGLE / DOUBLE LOOP
Mental Models Actions Results
React
Single Loop
Reflect
Double Loop
CASE STUDY
A Total Quality Management (TQM) consultant worked with senior management to carry out a variety of surveys and group meetings to help 40 supervisors identify nine areas in which they could tighten procedures and reduce costs.
The resulting initiative met its goal one month early and saved more money than management had anticipated.
The CEO was so elated that he treated the entire team to a champagne dinner to celebrate what was clearly a victory for everyone involved. Argyris(1994)
SOURCES OF INACTION
When Argyris asked the supervisors how long they had known about the nine problem areas, their responses ranged from three to five years. When asked why they had never taken any action themselves they:
cited the blindness and timidity of the management, blamed inter-departmental competitiveness verging on
warfare, and claimed the company culture made it unacceptable to get
others into trouble for the sake of correcting problems.
In every explanation the responsibility for fixing the problem belonged to someone else. The supervisors were loyal, honest managers. The blame lay elsewhere.
CHRIS ARGYRIS
Most leadership strategies do not:
Get people to reflect on their work and behavior
Encourage individual accountabilitySurface the kind of deep and potentially
threatening or embarrassing information that can motivate learning and produce real change.
DREYFUS MODEL
Basis For Action
Novice
Rule Governed Behaviour
PPK
Read the Context
Beginner ProficientCompetent Expert
Peter Drucker
We know that the key to the productivity of the knowledge worker, and his/her achievement, is to demand responsibility from him or her. All knowledge workers, from the lowliest and youngest to the company’s chief executive officer, should be asked at least once a year: “What do you contribute that justifies your being on the payroll?
Peter Drucker (cont.)
What should this company, this hospital, this government agency, this university, hold you accountable for, by way of contribution and results? Do you know what your goals and objectives are? And what do you plan to do to attain them?”