This document recaps discussions from Day 1 and Day 2 of an interactive leadership session. It discusses various concepts around trust, systems thinking, leadership, and commitment. The key points are:
1) Trust is built through consistent actions that align with one's values over time. Systems thinking looks at interrelationships rather than isolated parts. Leadership involves working on improving systems, not just within them.
2) Adaptive leadership requires identifying value mismatches and implementing changes to reduce discrepancies. It also involves collaboration, adapting one's own behavior, and facing incongruences head-on.
3) Commitment refers to a strong passion that stems from intrinsic motivation and congruence between actions and beliefs. It requires reflection
The Leadership Development in Interethnic Relations (LDIR) program has been training leaders for social change since the early 1990s, when it was founded by a multiracial coalition of organizations led by the Asian Pacific American Legal Center. The program's curriculum prioritizes the growth of participants' analyses around race, gender, class, ability, and more, alongside the development of effective facilitation and communication skills. This presentation will provide insight into the rationale and values behind LDIR's pedagogy, challenges seen and lessons learned over time, and brief examples of how we currently get participants thinking and acting on race, gender, class, privilege, and other facets of identity in an intersectional, allied way.
Iowa Student Personnel Association Pre-Conference Workshop
Developing Leaders to Foster Inclusion & Social Change
Presenter: Dr. Heidi Levine, Assistant Vice President for Student Affairs and Dean of Students at Cornell College
Monday, October 21, 2013, 10:00 am to Noon, St. Ambrose University
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
The Leadership Development in Interethnic Relations (LDIR) program has been training leaders for social change since the early 1990s, when it was founded by a multiracial coalition of organizations led by the Asian Pacific American Legal Center. The program's curriculum prioritizes the growth of participants' analyses around race, gender, class, ability, and more, alongside the development of effective facilitation and communication skills. This presentation will provide insight into the rationale and values behind LDIR's pedagogy, challenges seen and lessons learned over time, and brief examples of how we currently get participants thinking and acting on race, gender, class, privilege, and other facets of identity in an intersectional, allied way.
Iowa Student Personnel Association Pre-Conference Workshop
Developing Leaders to Foster Inclusion & Social Change
Presenter: Dr. Heidi Levine, Assistant Vice President for Student Affairs and Dean of Students at Cornell College
Monday, October 21, 2013, 10:00 am to Noon, St. Ambrose University
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. What, How and WHY
• Trust is a feeling
• We do not trust or gain trust rationally
• It comes when actions and behaviour
are in line with values
• It comes when actions and behaviour
are consistent over time
The actions and behaviour PROVE
what you believe (WHY you do things)
3.
4. Why Systems Thinking?
"Systems thinking is a discipline for
seeing wholes. It is a framework for
seeing interrelationships rather than
things, for seeing patterns of change
rather than static 'snapshots'...."
Peter Senge, The Fifth Discipline
4
7. Incongruence
• Become rich • Gamble
• Be happy • Alcohol / drugs
• Good education • Underpay teachers
• Meritocracy • Elect candidates of
same community
• No corruption / • Elect people who are
crime known to be corrupt /
supported by criminals
8. The Education System Parental
involvement
Reward and Social Values/
Recognition/ Content
Objectives
Sanctions
Educational Methodology
Teachers’ Objectives
performance
School
Training Management Learning
Evaluation Outcome
Corrective
Teacher measures Assessment
training
9. Adaptive Leadership
• Adaptive leadership involves
– identifying values mismatch
–implementing changes that
reduces the discrepancy
between the group’s values and
the reality of the group’s situation.
10. COLLABORATION and
ADAPTIVE Leadership
• Collaboration on technical problems
• Collaboration on adaptive challenges
• Adapt our own behaviour
• ‘Victims’ have to adapt too
10
11. CONTROVERSY
WITH CIVILITY
• Controversy – involves differing opinions,
but positions are not staked out.
Controversy draws everyone together to
discuss differing perspectives.
• Civility – voicing disagreement and
responding to disagreement from others in a
way that respects others’ points of view.
Civility can be a value, an attitude, or a
behavior.
12. Adaptive Leadership
• The group must face incongruence head on
and the leadership is seen as central to
fulfilling the role of identifying and
remedying the incongruence.
• The gap between what is, and what should
be, is an opportunity for leadership
– An opportunity for change
• This kind of change requires “work”
13. Current thinking
• Leadership is socially responsible.
• Leadership is collaborative.
• Leadership is a process, not a position.
• Leadership is inclusive and accessible to all
people.
• Leadership is values-based.
• Community involvement is a powerful
vehicle for leadership.
13
14. Current thinking
• Leadership is not necessarily a
position
• Leadership is not necessarily a status
• Leadership is different from authority
14
15. Leadership v/s Authority
• Authority, influence and power are
critical tools
• But they do not define leadership
• When I become a leader, I shall …
15
16. Leadership v/s Authority
• Many people occupy positions of
authority without ever mobilizing their
organizations to address tough
adaptive changes
16
17. Democratization of
Leadership - 1
• From an elitist paradigm in which
leadership resided in a person, to a
new one in which leadership is a
collective process that is spread
throughout networks of people.
17
18. Democratization of
Leadership - 3
• Shift of focus from LEADER to
LEADERSHIP
18
19. Transformational
Leadership
Leaders transform followers, helping
them to become leaders themselves
19
20. Transformational
v.s
Transactional Leadership
• Transactional leadership involves power
wielders engaged in a politics of
exchange
• more interested in satisfying their
own purposes than in the aspirations
of their followers 20
21. Leadership for social
change
• Leadership is a relational and ethical
process of people together attempting
to accomplish positive change
– focus on values
– focus on authentic relationships
21
22. Leadership for social
change
• Change is the ultimate goal of the
creative process of leadership – to
make a better society / a better world
or simply to live a better life
22
23. “If leaders are to be successful, they
must first lead themselve s.”
(John Maxwell)
23
24. "Be the change you want to see
in the world."
Mahatma Gandhi
25. “Change will not come if we wait
for some other person or some
other time. We are the ones we've
been waiting for. We are the
change that we seek.”
Barack Obama
25
26. Leadership for social
change
• Change should be preceded by an in-
depth understanding of the underlying
root / systemic causes
26
27. What do WE need to
CHANGE
• Ourselves • Responsibility
– Why? • Vision
– How? • Observation
– What to do?
• Analyse,
• Society Understand
– Why?
• Plan
– How?
• ACT
– What to do?
• KOLB Cycle
29. Relevance of the Kolb
Model
• Leadership has to do with
–Doing
–Learning
–Becoming
–Being
• We need to be prepared to embark
on an inner journey 29
30. Leadership for social
change
Need to differentiate between
• Technical problems / solutions
• Adaptive challenges / solutions
30
31. Leadership for social
change
• Leadership is a purposive process /
activity that is inherently value-based
• What are some of these values?
31
32. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy with
Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values 32
Society / Community Values
34. Quick Recap
• Leadership as an ethical process
• Leadership v/s authority or position
• Democratization of leadership
• Transformational leadership
• Transactional leadership
• Leading ourselves
• Approach to change
• Values-driven leadership model 34
35. AFTER Days 1 &2
• Has your understanding of Leadership
changed?
• BEFORE and AFTER
37. OBJECTIVES OF THE SESSION
• By the end of this session, participants
will be able to:
– demonstrate a clearer understanding
meaning of ‘commitment’
– appreciate the link between
commitment and leadership
38. Commitment
• Commitment refers to a strong passion
or desire
• It is the source of an intrinsic motivation
• It can be enhanced by a clear
awareness of a ‘congruence gap’
• It comprises of both intensity and
duration
41. Commitment
• Requires
–consciousness of self
–reflection
–mentorship from like-minded people
–life experiences
42. Commitment
• May / may not be supported by
external factors
– supportive environment
– being around others who have similar
passions
– financial incentives
– recognition of good work
– social status
43. Commitment
• reflects our authentic self as measured
by congruence of actions, beliefs and
passions.
• sometimes related to being associated
“something larger than oneself”
• Sweat, tears …
44. Quality v/s Quantity
• Involved in too many activities/ relationships
• Risk of conflicting interests / burnout
• Requires
– focus on priorities
– living a balanced life
• physical, intellectual, spiritual, emotional
– living a congruent life
– constant renewal via reflection, journaling
45. Commitment in Groups
• group commitment – only as great as the
sum of each individual level of commitment
• reflected in
– regularity
– attendance
– punctuality
– task completion
46. Commitment in Groups
• Fostered by
– shared values – common purpose
– collaboration
– controversy with civility
– authentic leadership
51. • Genuine commitment, perseverance and
patience along with the right values /
intentions can move mountains
• Paradox: this requires detachment and
freedom from obsession with rewards /
personal credit
• Willingness to go the extra mile
53. Video Summary
• Leading self and leading others
• Work, family, society, self
• Self – physical, emotional, spiritual,
professional
• Balance v/s integration
• Balance – trade-off … compromise
54. Video Summary
• Use leadership to integrate the 4 dimensions
to generate support for sustainable change
• Congruence
• Being real – know one’s values, priorities,
legacy
• Consciousness of self
• Need for introspection, reflection,
discussion to identify gaps …& achieve
congruence…
55. Video Summary
• Be real — acting with authenticity by
clarifying what’s important
• Be whole — acting with integrity by
respecting the whole person
• Be innovative — acting with creativity
by experimenting with what / how things
get done
57. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change.
• Some of the key values are summed up
in the 7 Cs:
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles
58. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change
• Some of the key values are summed up
in the 7 Cs :
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles
61. “If leaders are to be successful, they
must first lead themselves.”
(John Maxwell)
62. SELF LEADERSHIP
A Soul in a Mammal Body
Red Hawk : Self Observation-The Awakening of Conscience
63. A SOUL in a MAMMAL BODY
• We are ALL a Soul in a Mammal Body
• Mammals learn in 5 ways
– Observation, Repetition, Modeling, Trial
and Error, Play
• The fastest reaction of a mammal is the
survival instinct, based on 2 primitive
emotions: Rage and Terror
• Fight or Flight ! (Immediate Action,
powerful energy surge)
64. A SOUL in a MAMMAL BODY
• Humans have the same survival instinct,
with its centre located at the navel
• The 1st response to Pain or threat of
pain is Instinctive – Rage or Terror
• Most human beings live their lives and
conduct their relationships out of the
Survival Instinct (Selfish, Unconscious
and Mechanical)
• This is why the world is the way it is…
65. A SOUL in a MAMMAL BODY
• But Humans have a choice - Conscience
• It builds a Rational (instead of Instinctive)
response to Pain or threat of pain
• I can choose to manage my body,
observe without reacting, without
judgement, understand and keep the
body relaxed
• Breathe in the Navel and relax the body
• Transform the energy surge !
66. A SOUL in a MAMMAL BODY
• Use the energy to Assess and Understand
Reactions
• Decide on the most constructive action,
regardless of survival
• LEARN
• UNLEARN inherited, instinctive responses
68. How does CHANGE
happen ?
• Someone thinks differently
• Someone starts something different
• A few people believe and join in
• More and more people show support
• Critical mass reached
• Public Support
69. How does CHANGE
happen ?
“First they ignore us, then they
laugh at us, then they fight us,
and then we win!”
(Mahatma Gandhi)
70. Commitment to Social
Change – HOW ?
• Know your strengths
• Identify social issues based on your
strengths
• Identify complementary talents
• Use the Social Change Model
71. LDP-Action
• 5-8 people
• Core LDP content combined with a
concrete action
• Group meets, discusses LDP content
for 45 mins, then works on an activity or
action preceded by careful study