Mental Models &  Leadership Field-Based Superintendents’Program: August Seminar Mental Models & Leadership
Mental Models of Leadership <ul><li>At your tables: </li></ul><ul><ul><li>What do you expect from a really good leader? </...
Mental Models Select Data Add Meaning Make Assumptions Draw Conclusions Adopt Beliefs Take Actions Data Reflexive Loop Lad...
Ladder of Inference <ul><li>Take Actions </li></ul><ul><li>Adopt Beliefs </li></ul><ul><li>Draw Conclusions </li></ul><ul>...
Climbing the ladder <ul><li>Our experience influences our ladders </li></ul><ul><li>We are often unaware of this structure...
There are two sides to the ladder <ul><li>What “A” Concludes </li></ul><ul><li>What “A” Infers </li></ul><ul><li>What “A” ...
Mental Models of Leadership a continuum <ul><li>Authoritarian Hierarchy </li></ul><ul><ul><li>Boss </li></ul></ul><ul><ul>...
The  Fifth Discipline  developed the foundation for an alternative to the authoritarian hierarchy. <ul><li>Traditional aut...
Personal Mastery Mental Models Team Learning Systems Thinking Shared Vision ASPIRATIONS CURRENT REALITY structural tension...
Examining our mental models <ul><li>We intend to mess with your mental models in this program </li></ul><ul><li>We will be...
REFLECTION: Pay attention to the ladders in your head <ul><li>Become more aware of you own thinking and reasoning </li></u...
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Mental Models & Leadership

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Mental Models & Leadership

  1. 1. Mental Models & Leadership Field-Based Superintendents’Program: August Seminar Mental Models & Leadership
  2. 2. Mental Models of Leadership <ul><li>At your tables: </li></ul><ul><ul><li>What do you expect from a really good leader? </li></ul></ul><ul><ul><li>What don’t you expect? </li></ul></ul><ul><ul><li>If someone is described as a really good superintendent, what do they spend most of their time doing? </li></ul></ul>
  3. 3. Mental Models Select Data Add Meaning Make Assumptions Draw Conclusions Adopt Beliefs Take Actions Data Reflexive Loop Ladder of Inference - Chris Argyris
  4. 4. Ladder of Inference <ul><li>Take Actions </li></ul><ul><li>Adopt Beliefs </li></ul><ul><li>Draw Conclusions </li></ul><ul><li>Make Assumptions </li></ul><ul><li>Add Meanings </li></ul><ul><li>Select Data </li></ul><ul><li>Observable Data & Experiences </li></ul>
  5. 5. Climbing the ladder <ul><li>Our experience influences our ladders </li></ul><ul><li>We are often unaware of this structure in our thinking </li></ul><ul><li>Once we have beliefs in place, we rapidly select data and make judgments </li></ul><ul><li>We have a combination of good experience, bad experience, and no experience </li></ul>
  6. 6. There are two sides to the ladder <ul><li>What “A” Concludes </li></ul><ul><li>What “A” Infers </li></ul><ul><li>What “A” Sees </li></ul><ul><li>What “B” Concludes </li></ul><ul><li>What “B” Infers </li></ul><ul><li>What “B” Sees </li></ul>
  7. 7. Mental Models of Leadership a continuum <ul><li>Authoritarian Hierarchy </li></ul><ul><ul><li>Boss </li></ul></ul><ul><ul><li>Decision maker </li></ul></ul><ul><ul><li>Manager </li></ul></ul><ul><ul><li>Organizer </li></ul></ul><ul><ul><li>Control </li></ul></ul><ul><li>Learning Organization </li></ul><ul><ul><li>Designer </li></ul></ul><ul><ul><li>Steward </li></ul></ul><ul><ul><li>Teacher </li></ul></ul>
  8. 8. The Fifth Discipline developed the foundation for an alternative to the authoritarian hierarchy. <ul><li>Traditional authoritarian organizations </li></ul><ul><ul><li>Managing </li></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><li>Controlling </li></ul></ul><ul><ul><li>Compliance </li></ul></ul><ul><li>Learning Organizations </li></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Vision </li></ul></ul><ul><ul><li>Mental Models </li></ul></ul><ul><ul><li>Commitment </li></ul></ul>
  9. 9. Personal Mastery Mental Models Team Learning Systems Thinking Shared Vision ASPIRATIONS CURRENT REALITY structural tension Individual Group
  10. 10. Examining our mental models <ul><li>We intend to mess with your mental models in this program </li></ul><ul><li>We will be working with you to identify and apply an INSTRUCTIONAL LEADERSHIP theory of action </li></ul><ul><li>We will continually ask the question: “What mental models of leadership will serve the future? </li></ul><ul><li>Reading: The Leader’s New Work: Building Learning Organizations (keep for future reference – Senge overview) </li></ul>
  11. 11. REFLECTION: Pay attention to the ladders in your head <ul><li>Become more aware of you own thinking and reasoning </li></ul><ul><li>Slow your thinking down </li></ul><ul><li>Open up your thinking </li></ul><ul><li>Our mental models shape how we behave </li></ul><ul><li>Often, untested and unexamined </li></ul><ul><li>“ Experts” have the greatest difficulty </li></ul>
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