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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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