1. Tools for Building Teams Tim Lucas CLIU - Special Projects Lehigh University - Education Leadership

3. Staff, Teachers, Students Principals, Building Leaders, Board of Directors, Superintendent, Central Office

4. “Getting on the balcony…” Ron Heifetz

5. A Systems Thinking View of Schools

6. Workers of the Line - Teachers And Students Middle Management - Principals. Department Heads, School Leaders Board of Directors, CEO, COO - Superintendent, Central Office Staff

7. The History of The Fifth Discipline and the Fieldbooks 1990 1994 1999 2000

9. Core Competencies For Building Teams Determine Where You Are Going Create an Environment For Needed Conversations Develop Your Capacity to Solve Messy Problems

10. Determine Where You Are Going

18. Here’s where we are Here’s where we want to be

19. Here’s where we are Here’s where we want to be The actions we must take

20. Worksheet for CLIU Action Plans Goal_______________________________________________________ Concern it Addresses _________________________________________ Evaluation of Success________________________________________ Action Person(s) Timeline Tools/Processes Other Date Items Responsible To Be Used Resources Completed

22. T his house will be a place of sharing, nurturing, and new beginnings for all of us - centered by our love and focused on the present. It will be a welcoming home and a sanctuary of peace and happiness that we will always continue to build together. January 15, 2006

23. Create an Environment For Needed Conversations

24. Key Questions for Schools 1. What do we want our students to learn? 2. How will we know they have learned it? 3. What will we do if they can’t learn it? 4. What will we do when they do learn it?

25. Key Questions for Schools 1. What do we want our students to learn? 2. How will we know they have learned it? 3. What will we do if they can’t learn it? 4. What will we do when they do learn it? The Team Environment You Create

26. Topic or Goal

28. “We do not describe the world we see, We see the world we know how to describe.”

29. We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today. Going Up The Ladder

30. We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today. Going Up The Ladder

31. We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today. Going Up The Ladder

32. We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today.. Going Up The Ladder

33. We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today. Going Up The Ladder

34. Inattention to Results Avoidance of Accountability Lack of Communication Fear of Conflict Absence of Trust The Five Dysfunctions Of a Team Patrick Lencioni

35. “I’m sure glad the hole isn’t in our end.”

36. How Teams Learn

37. A good team can talk about anything.

38. Develop Your Capacity to Solve Messy Problems

42. Photographer: Ric Manager Location: St. Johns, Newfoundland Estimated Weight: 300,000,000 tons The Iceberg

43. Event: ___________________________ Pattern or Trend: ___________________________ Systemic Structure: ___________________________ Mental Models: ___________________________

45. Trappers Catch Beavers Beavers Want Revenge Beavers Catch Trappers Trappers Want Revenge BOTG

46. Shifting The Burden

48. Challenge For The Team Mechanical, Output-Centered Process Goal Centered, Creative Team Long Term Solution Absence of Trust, Fear of Conflict, Lack of Communication, Avoidance of Accountability Inattention to Results Shifting The Burden

49. How Teams Learn …

50. Core Competencies For Building Teams Determine Where You Are Going Create an Environment For Needed Conversations Develop Your Capacity to Solve Messy Problems

51. The Window and the Mirror…. Jim Collins

52. If you don't know the kind of person I am, and I don't know the kind of person you are, a pattern that others made may prevail in the world, and following the wrong god home we may miss our star. For there is many a small betrayal in the mind, a shrug that lets the fragile sequence break, sending with shouts, the horrible errors of childhood, storming out to play through the broken dike. And as elephants parade holding each elephant's tail, but if one wanders the circus won't find the park, I call it cruel and maybe the root of cruelty to know what occurs, but not recognize the fact. And so I appeal to a voice, to something shadowy, a remote important region in all who talk; though we could fool each other, we should consider - lest the parade of our mutual life get lost in the dark. For it is important that awake people be awake, or a breaking line may discourage them back to sleep; the signals we give - yes or no, or maybe - should be clear; the darkness around us is deep. A Ritual to Read to Each Other By William Stafford American Poet 1914-1993

53. Thank You Enjoy the Rest of the Conference