E D G E REASONS for not crossing the edge in the form of real or perceived internal and external messages cause the anxiety Increased ANXIETY as the individual approaches or is pushed towards or over and edge. SUPPORT AND CONTAINMENT helps the individual over the edge EDGE SYMPTOMS in the form of anxiety and defense mechanisms appear. The “EDGE” is something that is hard to do, to say, to feel, to think, or to look at. Mindell’s concept of the edge
Edge symptoms DEFENSE MECHANISMS Denial Withdrawal Aggression Humour ANXIETY SYMPTOMS Dry mouth Racing heart Going blank Sore stomach GENERAL SYMPTOMS Odd or unusual behaviour Cycling Mixed messages / incongruities
Edge discussion In groups of four: Discuss what some of your edges may be for this weekend.
You ignore communication by rejecting it (e.g. interrupting someone mid-sentence, playing around with pen and paper or computer, writing text messages, suppressing the words of the speaker with own mental chatter…
Ignoring someone is a way of exercising power over them.
Controlling & Projecting
Sometimes the way we look at someone, our body language, sounds we make or hierarchical position controls the way others communicate with us.
Sometimes we hear what others tell us through a filter of previous judgements and decision. Whatever is communicated reinforces these judgements.
Empathy requires observing the world from the speaker’s point of view.
You don’t just hear the open content of communication, but also the intent on which this communication is based. (WHY?)
Great communicators stand out by their ability to listen to the way their words are “taken” while they speak.
Communities of practice or “workgroups” Move into groups of 5 and consider the following question: In what way would it be useful for you to work in a group of teachers to develop curriculum material? Note your answers on cards, one per card.
Debrief, feedback and questions Good morning!!!
Why / benefit of being in workgroups tag cloud
Self-organising principles Self-organising principles are governed by “attractors” at their centre. These are central values, beliefs or other psychological forces which determine the self-organising principles that emerge around them. Attractors evoke the same behaviour in different people.
Self-organising principles continued An individual’s identity is closely linked to the self-organising principles that guide their behaviour. Individuals identify with values and activities that are similar to their own internal drivers and once they identify with them, their passion is evoked.
Self-organising principles continued If you think about everything you have seen so far about the Siyavula project and the Connexions website, what is the one thing that would make you want to start or join a Connexions workgroup?
Self-organising principles continued Tag cloud
Presentation available on http://www.slideshare.net/siyavula
Group dynamics – Mindell’s concept of rank E D G E E D G E Will eventually resort to sabotage Will comply temporarily Passive aggressive behaviour This group makes decisions Will seek support Individuals or groups with less or no rank Individuals or groups with more rank Feedback blocked by the edge
Group dynamics – surface and depth processes Idea Goal Surface process Depth processes
Group dynamics – surface and depth processes Surface processes are those that we all know about and talk about. They are often the goals we all agree on. However, there are often people dynamics under the surface that distract a group from its goal. These are called depth processes. They are hard to talk about, but can stop a group from reaching it s goal. They have to either be avoided or picked up early and talked about in order to stop them from hijacking the process.
Group dynamics – surface and depth processes SURFACE PROCESS That which is uppermost in our awareness DEPTH PROCESS That which is hard to speak about Information pathways E D G E
Group dynamics – Addressing depth processes Increase in anxiety Increase in defense mechanisms Real thoughts and feelings surface i.e. what the individual thinks, feels, wants and needs, but are buried by defense mechanisms 1. 2. 3. 4. Malan’s triangle But, CONTAINMENT is a technique reverses this process
Group dynamics – Containment EXTERNAL (“HARD”) CONTAINMENT INTERNAL (“SOFT”) CONTAINMENT Honesty Perspective Consistency Support Empathy Openness Reassurance Trustworthiness Non-judgemental communication Goals Direction Expectations Limits Consequences Structure Systems Policies Procedures Rules Information
Group dynamics – roles in workgroups The context and the task of the group will determine the roles required by the group. There are four different types of roles: Functional: Co-ordinator Political: Leader, follower Psychological: Critic, supporter Emotional: Excitement, anticipation, irritation Critic Leader Peacemaker Clown Excitement Envy Mother Disturber Saboteur Teacher Expert Victim
The membership of workgroups Membership is voluntary. Members stay involved if the central organising principle of the workgroup is clear, all contributions are invited and supported, and group dynamics are not allowed to take precedence over the organising principle.
The leadership of workgroups Leadership of emerging voluntary groups must have intrinsic legitimacy – in other words they must be lead from the inside, rather than be controlled from the outside. Most importantly, leadership should be shared.
Self-Leadership Self-leadership can be defined as the process of influencing oneself to establish the self-direction and self-motivation needed to perform. This means getting oneself from passive mode to active mode, going on a purposeful journey.
Successful Connexions Workgroup Manifestos In your workgroups, prepare a draft workgroup manifesto that captures the key principles and good group practices that would ensure the creation and sustainability of your Connexions Workgroup.
Siyavula is more than a website. It aims to support educators to work in new and different ways that harness and share the full passion, intelligence and creativity of all educators so that our learners have a better future. Our vision
What next? If you would like our support for a new or existing workgroup, we would love to hear from you. Contact: Neels at [email_address] 082 334 3259 Quinton Davis at email@example.com or If you want to give more feedback or ask questions: Contact: Mark Horner at [email_address] Helene Smit at [email_address] Layo Seriki at [email_address]
Self-Leadership is NOT Isolation Effective self-leadership is not founded on egoistic or “blindly” independent behaviours with total disregard to the work group or organisation.
Self-leadership does not require entirely autonomous behaviour without regards to the team or organisation.
Self-leadership does not require that the identity and values of each individual group member be put aside in favour of the work group.
An effective self-leadership perspective encourages individuals to find their own personal identity and mode of contribution as part of establishment of a group that produces synergistic performance.
It is important to maintain the balance between the self-leadership of an individual and the self-leadership of the work group as a collective.
Source: Charles C. Manz and Christopher Neck (2006): “Mastering Self-Leadership: Empowering Yourself for Personal Excellence”