( one down ) an introduction

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( one down ) is a practitioners guide for leaders, coaches and consultants who are finding established ways of working inadequate for truly engaging people in both learning and performance.

Based on the practical application of systemic, constructionist and narrative ideas, this is an introduction to the ideas in the guide and a taster of the training offered by Tim Coburn and the Flourish Academy

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( one down ) an introduction

  1. 1. Generative Ideas for Leadership and Learning in the 21st Century( one-down ) Tim Coburn www.timcoburn.com © Tim Coburn, 2012
  2. 2. We know about teaching… Tim Coburn, 2012
  3. 3. But, today… search find link listen watch discover learn blog share talk discuss create collaborate phone tablet laptop desktop television There’s more knowledge in their world, than you will ever have in your head… Tim Coburn, 2012
  4. 4. that’s not all… Tim Coburn, 2012
  5. 5. If we want to helppeople learn and solveproblems that… make sense …we shouldn’t just give our answers and hope they know what we mean! Tim Coburn, 2012
  6. 6. Why not?Because human beings don’t learn by…Listening (didactically) or by...Doing (experientially)We learn by making (conversationally) Tim Coburn, 2012
  7. 7. The shift is already happening…. From To Instruction Construction Tim Coburn, 2012
  8. 8. From ImpartingKnowledge To Constructing Knowledge Tim Coburn, 2012
  9. 9. From To TEACHING GENERATINGKNOWLEDGE KNOWLEDGE …it’s a whole new skill-set Tim Coburn, 2012
  10. 10. generative ideas for leaders, consultants, coaches and facilitators Based on a new Practitioners Guide By Tim Coburn( one-down ) Tim Coburn, 2012
  11. 11. Help others:( one-down ) 1. Learn more effectively 2. Get better at what they doWhat does it do? 3. Work well with colleagues and customers 4. Realize their potential 5. And help you lead, consult and coach with more impact Tim Coburn, 2012
  12. 12. start here…Ways of Thinking Tim Coburn, 2012
  13. 13. A Systemic PerspectiveWe see a person – we need to ‘see’ and work with the people and relationships influencingwho they are and what they do. A generative mindset always treats the person as a ‘person-in-relationship’, using skills that generate knowledge and action for the person-in-relationshipwith those that count. Tim Coburn, 2012
  14. 14. A Constructionist PerspectiveAs people join, move through and leave social contexts (like family, friends, departments andteams) they pick up a vocabulary, a language and ways of knowing and acting that work there.Through language, they know the realities, truths and common sense to live by. A generativemindset enables the construction of knowledge that fits their current or future world. Tim Coburn, 2012
  15. 15. A Narrative PerspectivePeople are born into narratives or stories that are already running, they join others, constructtheir own and see their lives shaped by the stories they inhabit. A generative mindset usesnarrative skills to generate new stories especially for the development of leadership, learning andperformance. Tim Coburn, 2012
  16. 16. Culture, Nation Tradition ‘Are you If you really want to Politics, Faith talking to Gender, Age, Ability engage me me Organisation Profession you have to or chewing Manager, discover who I am Work Team, Job a brick?’ and Family the realities I live by Relationships Conversations Words My Fond Memories Actions Work Community LANGUAGE MY Home Education My Word FUTURE Thoughts Immediate Hoard Feelings Future My Hopes & Aspirations My Historical Facts My Recent My Current My Current MY Past Reality Reality My Realistic PAST Expectations Er Generation Life Stage Ag Critical Events Personal Change Life Time a eWhen you bring all three perspectives together, you get a richer insight into the realities people live by. Agenerative mindset draws on the other person’s sense of their own experience as the primary resource formaking sense, improving engagement, solving problems and achieving goals. Leaders, coaches andfacilitators learn to ‘connect and engage’ the real person, on terms that matter to them. Tim Coburn, 2012
  17. 17. The Stories The Contexts They’re Part Of They Know These views are important for a critical reason: They create our personal (and sometimes collective)The Language ways of knowing, thinking They Use and deciding. That’s why they matter to leaders, consultants and coaches Tim Coburn, 2012
  18. 18. The The Stories The Contexts They’re Part Language They Know Of They UsePrivateNot Knowable to Me Their Way of Knowing, Thinking, Feeling, Deciding,Public Acting…More Knowable to Me Determines Informs What They The Possibilities of Perceive Their Performance The Meaning The Knowledge They Make of It They ConstructLook! The social contexts they’re embedded in (systemic perspective), the language they use(constructionist perspective) and the stories they’re part of (narrative perspective) combine tocreate how they think and how they perform… They must be central to our work as leaders,consultants and coaches Tim Coburn, 2012
  19. 19. So, if you want to begenerative…. From To TEACHING GENERATING KNOWLEDGE KNOWLEDGE …you need to re-create the experiences that shape their ‘mind’ and not just give them yours Tim Coburn, 2012
  20. 20. A generative mind set recognises the large scale changes taking place That was then… This is now… Tim Coburn, 2012
  21. 21. Understandingcomes from… System Cybernetics Organization Pattern Object Relationship Physics Language Ingredients Characteristics Person Knowledge Tim Coburn, 2012
  22. 22. Knowledge is… Local Contextual Relational For the time being Knowing ‘how to go on’ Universal Made by everyone Objective Truth Manifest in language For ever Knowing ‘this’, ‘that’ and ‘how’ Found by experts Manifest in facts Tim Coburn, 2012
  23. 23. Learningchanges… When we believe the realities we live by are… made by everyone Learning occurs by… collaborative construction When we believe the We might call this… realities we live by are… ‘learning-by-talking’ found by experts With the advantage of… Learning occurs by… everyone knowing didactic instruction something We might call this… ‘learning-by-listening’ With the advantage of… experts knowing everything Tim Coburn, 2012
  24. 24. A generative mindset readily accepts – and develops - the validity of anotherperson’s knowledge because it is a primary resource for making betterprogress I putmy knowledge no yes at riskA generative mindset readily accepts – and develops – the validity of anotherperson’s judgment because it is critical to navigating their own worldsuccessfully yes I judge your knowledge no against my criteria Tim Coburn, 2012
  25. 25. ‘Dispositions’ for generative practitioners no curiosity ( one-down ) I judge yourknowledge against my criteria certainty reflexivity yes I putmy knowledge no at risk yes ( one-down ) – conceding the validity of your own knowledge in favour of the validity of theirs’ Tim Coburn, 2012
  26. 26. All 4 positions have a rightful part to playBut, the position that’s potentially the most productive is: ( one-down ) And it’s also the hardest to do well Tim Coburn, 2012
  27. 27. How do you do it?( one-down ) Tim Coburn, 2012
  28. 28. To help you consider the implications for your ownpractice, this section presents a comparisonbetween an:Established ViewandEmergent Viewof skillfulness The circular arrows are a reminder that it’s not ‘either or’ but a conscientious choice to use or move between either view according to the circumstances… while knowing that the Emergent view is the one we’re illuminating here Tim Coburn, 2012
  29. 29. When my question is: ‘What’s My Goal?’Established View Emergent ViewI use principles, models and I use conversation, languagetheories as tools to assist my and meaning-making as tools toassessment, diagnosis and assist their insight,prescription understanding and progressI act on situations and the I join with situations and thepeople involved as a detached people involved as an engagedand independent expert and naive participantI give advice and make I ask questions and authorpresentations to help them conversations to help themunderstand my knowledge construct their own knowledge Tim Coburn, 2012
  30. 30. When my question is, ‘What’s a Successful Outcome?’Established View Emergent ViewThe right way, evidence A better way, evidencesupporting my use of the best supporting their use of astrategy and validation of my strategy that works andexpertise, replicable in most validation of their expertise,situations unique to this situationIncrease my capacity to offer Increase their capacity toideas, options, decisions and generate ideas, options,good progress for my decisions and good progress forprofession themselves Tim Coburn, 2012
  31. 31. When my question is, ‘How Do I Achieve My Goal?’Established View Emergent ViewBy setting forth the certainty of By drawing out the novelty of‘how things oughtto be’ ‘how things actuallyare’By presenting and advocating a By detecting and generating away forward from my sense of way forward from their sense ofthe circumstances the circumstances Tim Coburn, 2012
  32. 32. When my question is, ‘How Do I Respond to Difficulties?’Established View Emergent ViewBy treating difficulties as By treating difficulties asinadequacies in the situation inadequacies in my theorythat a more rigorous version that a better appreciation oror vigorous application of my alternative explanation of thetheory will resolve situation might reveal Tim Coburn, 2012
  33. 33. When my question is, ‘What Assumptions Am I Making?’Established View Emergent ViewKnowledge and meaning are Knowledge and meaning areobjective, literal anduniversal experiential, relational and localLearning occurs by interactive Learning occurs by collaborativeinstruction – ‘learning by construction – ‘learning bylistening’ talking’Reality, truth and common sense Reality, truth and common senseare ‘found out there’ are ‘made between us’Authority attaches to my view – Authority attaches to their view –my role is to bring it to bear my role is to help them use itI’m one-up – ‘I know best’ I’m one-down – ‘you know better’ Tim Coburn, 2012
  34. 34. What’s it like?‘The established view fills me with confidence, certainty and conviction… until I discover it doesn’t ‘fit’ my client’s world although I liked its clarity.’ ‘The emergent view fills me with curiosity, concern and doubt… until I discover it generates clarity in my client’s world that sometimes seems strange to me.’ Tim Coburn, 2012
  35. 35. ( one-down )The generative mindset presentedhere is incomplete without thepractitioners skill set.( one-down ) has three layers:Ways of ThinkingWays of TalkingThings to SayWays of Talking and Things to Sayprovide practical questioning andconversational skills for you toadapt, create and integrate withinyour own practice and according toyour professional setting.The Flourish Academy has detailsof training offered – see over… Tim Coburn, 2012
  36. 36. ( one-down ) is a new practitioner’s guide by Tim Coburn Practitioner Training for Consultants, Coaches and Learning Facilitators is provided by Tim Coburn through The Flourish Academy For more information: www.flourishltd.com tim.coburn@flourishltd.com( one-down ) Please get in touch to discuss. Thank You! Tim Coburn, 2012

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