Practice with Observation as an Assessment Method Watch the video, “Physical Development in Early Childhood,” (BELOW) and choose one child to observe for motor development. Discuss and defend the observation technique you used. · Why did you select this observation technique? · What did you learn? · What other observation technique could you have used? · What more do you need to know? Explain the importance of direct observation to a coworker who is new in the early childhood field. Give specific examples of why it is important to conduct objective observations of young children.   Pearson. (n.d.) Physical Development in Early Childhood. [Video file.] Retrieved from http://media.pearsoncmg.com/pcp/pls_0558982484/index.html?wf=1&item=4 Consulting Phase  II  -­‐ Discovery 1OL-­‐635  SNHU  COCE 1 2 Flawless  Consulting Consultant   Profile Value  Proposition Area  of  SME Years  as  a  Practitioner Skills Technical Interpersonal   Consulting Actions Know  Your  Subject   Matter Behave  Authentically Complete  each   Consultant  Phase Build  Capability  in   others 43 5 Contracting Activities Plan  for  and  Conduct  a   Contracting  Meeting Good  Selling  is  Good   Contracting Establish  Balance  of   Responsibility,   Accountability  &   Control Contract/SOW   Development   Common  To  All  Phases Relationship  Building Manage  Resistance Ask  for  Feedback Discovery Purpose  and  Goal  of  Discovery 3OL-­‐635  SNHU  COCE Purpose Develop  an  independent and  fresh way  of  looking  at  what  is  going  on.   Create  a  process  that  leads  to  client  commitment,  ownership,  and   action. Goal A  process  of  discovery,  engagement,  and  dialogue  in  which  the  client   will  discover (in  collaboration  with  the  consultant)  an  answer  to  their   question  and  launch  an  implementation  that  will  be  enduring/ sustainable and  productive. Approach  Dichotomy   4OL-­‐635  SNHU  COCE Diagnosis The  traditional way Diagnose  the  problem,  develop   a  prognosis,  and  offer  a   prescription Problem  focused  with  the   Consultant  completing  most  of   work Discovery Future  looking,  dialogue-­‐based   method Look  at  what  is  working,  what   are  the  strengths  and  gifts,  and   seek  to  deepen  and  take   advantage  of  those  assets Catch  people  doing  things  right Builds  capability and   sustainability Approach  Dichotomy   5OL-­‐635  SNHU  COCE Diagnosis Client  Expectations Come  in,  take  a  good  look  with   fresh  eyes,  and  suggest  a   solution  that  will  be  quick,   cheap,  and  painless. Discovery Consultant  Reality The  delta  between  the  current   state  and  the  solution  will  take   longer  than  you  think,  will  cost   more  than  you  imagined,  and   require  more  time  and   involvement  than  you  want  to   give. Discovery  Challenge 6OL-­‐635  SNHU  COCE problem Presenting  Problem  (technical/business  problem) The  presenting .

1. Practice with Observation as an Assessment Method
Watch the video, “Physical Development in Early Childhood,”
(BELOW) and choose one child to observe for motor
development.
Discuss and defend the observation technique you used.
· Why did you select this observation technique?
· What did you learn?
· What other observation technique could you have used?
· What more do you need to know?
Explain the importance of direct observation to a coworker who
is new in the early childhood field. Give specific examples of
why it is important to conduct objective observations of young
children.
Pearson. (n.d.) Physical Development in Early Childhood.
[Video file.] Retrieved from
http://media.pearsoncmg.com/pcp/pls_0558982484/index.html?
wf=1&item=4
Consulting
Phase II -­‐ Discovery
1OL-­‐635 SNHU COCE
1 2
Flawless Consulting
Consultant

2. Profile
Value Proposition
Area of SME
Years as a Practitioner
Skills
Technical
Interpersonal
Consulting
Actions
Know Your Subject
Matter
Behave Authentically
Complete each
Consultant Phase
Build Capability in
others
43 5
Contracting
Activities
Plan for and Conduct a
Contracting Meeting
Good Selling is Good
Contracting
Establish Balance of
Responsibility,
Accountability &
Control
Contract/SOW
Development

3. Common To All Phases
Relationship Building
Manage Resistance
Ask for Feedback
Discovery
Purpose and Goal of Discovery
3OL-­‐635 SNHU COCE
Purpose
Develop an independent and fresh way of looking at what
is going on.
Create a process that leads to client commitment,
ownership, and
action.
Goal
A process of discovery, engagement, and dialogue in
which the client
will discover (in collaboration with the consultant) an
answer to their
question and launch an implementation that will be
enduring/
sustainable and productive.
Approach Dichotomy
4OL-­‐635 SNHU COCE

4. Diagnosis
The traditional way
Diagnose the problem, develop
a prognosis, and offer a
prescription
Problem focused with the
Consultant completing most of
work
Discovery
Future looking, dialogue-­‐based
method
Look at what is working, what
are the strengths and gifts, and
seek to deepen and take
advantage of those assets
Catch people doing things right
Builds capability and
sustainability
Approach Dichotomy
5OL-­‐635 SNHU COCE
Diagnosis
Client Expectations
Come in, take a good look with
fresh eyes, and suggest a

5. solution that will be quick,
cheap, and painless.
Discovery
Consultant Reality
The delta between the current
state and the solution will take
longer than you think, will cost
more than you imagined, and
require more time and
involvement than you want to
give.
Discovery Challenge
6OL-­‐635 SNHU COCE
problem
Presenting Problem (technical/business problem)
The presenting problem is almost always about the
technical or
business problem.
Social System Problem (organizational problem)
Organizational problems, or what we call social system
problems,
include how the technical or business problem is being
managed.

6. Flawless Discovery
7OL-­‐635 SNHU COCE
Keep simplifying and narrowing the inquiry so it focuses
more and more
on the next steps the client can take and what is under
their control.
Use everyday language. The words you use should help
the transfer of
information, not hinder it.
Give a great deal of attention to your relationship with the
client. Include
the client at every opportunity in interpreting data and
deciding how to
proceed. Deal with resistance as it arises.
Treat data on how the client organization is functioning as
valid and
relevant information. (Presenting Problem) Also, assess how
the group you
are working with is being managed. (Social System
Problem)
Discovery Exercise
8OL-­‐635 SNHU COCE
Treat problem-­‐finding with the same rigor as problem-
­‐solving
Instructions:
Ask somebody to describe his/her problem in one
sentence.
Whatever (really listen to the

7. answer).
Then (and again, really listen).
Repeat
Source: IDEO.com
Consensus-­‐Building Methodology (DELPHI)
9OL-­‐635 SNHU COCE
Project kick--off
Needs Assessment
Charter Development
Identify Stakeholders,
Conduct Stakeholder
Analysis
Define Scope
Develop Project Plan
Establish Client Team
Assessment
Conduct review of
existing/prior
organizational
initiatives, programs,
culture
Leadership Insight
Conduct 1:1 interviews
with Org. Executive

8. Leadership and Key
Stakeholders
Multi--Channel Field Data
Collection
(Focus groups, surveys,
webinars, with
Organizational/
Aggregate field data
Level 1 Consensus
Ownership Review
Sessions with Functional
owners to review and
further clarify and
validate field data
Level 2 Consensus
Sponsor Review
Final review and
assessment with
sponsors and key
stakeholders
Final/Level 3
Consensus
Sign--Off
Source: DELPHI Practical Assessment, Research and
Evaluation -­‐ Volume 12, Number 10, August 2007

9. Whole-­‐System Discovery
10OL-­‐635 SNHU COCE
The people doing the discovery and making the
recommendations are
the same people who will implement the change.
Benefits
Discovery process creates higher commitment to implement.
People deciding are the ones who have to make it work.
Greater local knowledge. People are intimate with the
situation.
More realism. People know what is doable and what will
work.
The learning stays with the organization.
Discovery 20 Questions
OL-­‐635 SNHU COCE 11
Source: https://www.youtube.com/
Learning from Leaders
12OL-­‐635 SNHU COCE
David Novak
Build People Capability through Leadership Development
Create an environment where everyone knows they make a

10. difference
people you have the privilege to lead
Discovery 20 Questions
OL-­‐635 SNHU COCE 13
Source: https://www.youtube.com/
Learning from Leaders
14OL-­‐635 SNHU COCE
Jack Welsh
Build a company around trust and authenticity
Demonstrate every day you are who you say you are;
Match your
words and actions
Discovery 20 Questions
OL-­‐635 SNHU COCE 15
Source: http://www.DesignedLearning.com
Learning from Leaders

11. 16OL-­‐635 SNHU COCE
Peter Block
Connectivity first content second
Gifts, Capacities, and Possibilities
17OL-­‐635 SNHU COCE
Reflect on history observe what is working today system
aspirations
Benefits
Focus on the successful exceptions not the failing norms
Assume at least one person in a system, working with the
same
resources as everyone else, has already solved the problem
positive deviants
Leverage the inherent teaching capacities of members of
the system
1. Resistance
What might “resistance” look like in the Contracting and
Discovery Phases? Provide a couple of examples. What are the
two most common underlying concerns which may cause
resistance?
2. Problems
Identify & define two types of problems a consultant might find
during the Discovery Phase. Provide an example which

12. illustrates these two types. What method(s) might a consultant
use to uncover these problems?
3.Client Role
What role (if any) should the client play in the Discovery
phase? Discuss any consultant behaviors which might influence
this client role.
4. Diagnosis vs. Discovery
Discuss the pros and cons of diagnosis and discovery. Is one
“better” than the other? Describe a scenario where you might
recommend each strategy.