Acting to bring about change in a system or situation Intervention Acting to bring about change in a system or situation 1

Flame Model: Levels of Wholeness Action Action Symptoms Events, Patterns Observable behavior Actions and words Structure Formal and informal rules Decision rights Feedback processes and policies Reward systems Mental models/assumptions/beliefs Tone Mood Quality of atmosphere Quality of “container” Being/Identity Self-Image Quality of presence ™ Dialogos Structure Tone Identity

Flame Model: Levels of Wholeness Action Action/Results Overspending on Early Childhood Education in School District Structure Early Childhood Education is separate from K-12 system so have to pay for own janitor, books, toys, bussing Mental Model K-12 system not 0 through 12 Tone Dismissive, overwhelmed Being/Identity “We provide all children with equal access.” “We serve children who can afford to pay for access.” ™ Dialogos Structure Tone Identity

Five Core Questions What are you trying to do? The most common form of human error is forgetting what you are trying to do. - Nietzsche Why are you trying to do it? Have you thought about the larger purpose to your effort? What might it be? How are you trying to do it? The biggest defense that trips people up is obsessing over the “how.” - Peter Block Who or what are you trying to influence? Focus on understanding who the others are and what kind of system you are working on. Who are you? How does your own, individual make up and internal world influence what you see and what you try to do? © 2014 Collaborative ChangeWorks 4 Adapted from Dialogos

Personal Mastery • Self Awareness • Self Knowledge to be aware of what’s going on inside you, to interrupt habitual behaviors • Self Knowledge to know your strengths, weaknesses, habitual patterns, tendencies • Self Reference to be in touch with your own unfolding inner vision and purpose and having it guide you 5

Personal Mastery Skills and Tools Personal Vision Boundary Profile • 4 Moves for Healthy Conversation (move, follow, oppose, by-stand) • 3 Domains of Language (power, affect, meaning) • 3 System Paradigms (closed, open, random) • Heroic Modes (fixer, protector, survivor) Recognizing and Interrupting Getting Triggered Ladder of Inference Clean Talk 6

Giving and Receiving Feedback Clarify your intention Take a stance of accepting and respecting the other Assume you could be misinterpreting what’s happened. Ask yourself “Am I willing to listen and learn? Am I willing to hear the other’s perspective?” Timing -as close to the event as possible Practice first if stakes are high Receiving Notice that you may feel like defending, let that go and listen openly to the other’s perspective Acknowledge what you heard and give your response. You can say you would like to think about this further and get back to them © 2014 Collaborative ChangeWorks 7