Powerful Distinctions Flashcards
Learning Definition
The expansion of awareness and skills to produce new results
Knowable Spaces
- Draw 2 circles same size, side by side
- In the left circle, imagine everything you know
- In the right circle, imagine everything that is knowable, e.g. (check Out Quora)
- Now scale the left circle to size (relative to the right) and put it inside the right circle.
- Lession: The more we know, the more we realize how little we know - Socrates
10 Enemies of Learning
- Inability to admit “I don’t know.”
- Not making the time
- Looking for quick fixes
- Treating assumptions as facts
- Confusing acquiring information with developing competence
- Need for answers now
- Need for competence now, Inability to be a beginner
- Inability to give up old strategies (sunk costs)
- Unwilling to be taught
- Negative self limitations, e.g. “I can’t learn… I’m too…”
Ladder of Inference - Seven Steps
I take action based on what I believe to be true
- I adopt beliefs about myself, others, and the world
- I draw conclusions
- I make assumptions (fill in the gaps) based on the meanings I added
- I add meanings (cultural, historical, personal)
- I select data from what I observe
- I have observable experiences with phenomena
First Law of Performance
& Leadership Corollary 1
- How people perform correlates to how situations occur them.
Leadership Corollary 1: Leaders can influence (have a say, and give others a say), in how situations occur.
13 Permanent Domains of Human Concern
- Body
- Learning
- Career
- Community
- Self-worth - Dignity
- Aesthetics - Beauty
- Family
- Professional - Work
- Money - Prudence
- World
- Lifestyle
- Spirituality
- Membership
Second Law of Performance
& Leadership Corollary 2
- How a situation occurs arises in language
Leadership Corollary 2: Leaders can master the conversational environment.
Third Law of Performance
- Future-based language transforms how situations occur to people.
Leadership Corollary 3: Leaders can listen for and declare the future of their organization
Anatomy of Performance - 6 Principles
- Performance describes the actions we take and the results we get.
- Results come from our actions and external factors
- External factors include our reactions & habits, as well as phenomena & actions of others outside our locus of control
- Our actions are shaped & constrained by the way situations occur for us
- The way situations occur to us is shaped & constrained by the obeserver and choice maker we are
- The observer and choice maker we are is constituted by our stories, moods/emotions, physical dispositions, practices, & Hx
- We have stories about our past, present, future
- Our stories contain assessments, declarations, commitments & concerns
- We have moods & emotions that predispose us to certain actions and not others
- We embody our stories, moods & emotions, our practices & our histories - BELPH - is an interdependent coherence
- We can shift the observer and choice maker we are by shifting the stories, the body, our practices, & even our histories
- We can influence others through conversations
Six Human Needs
- Connection & Love
- Contribution
- Certainty
- Uncertainty/Variety
- Growth
- Significance
Accountability Culture (from OZ Principle)
- See it
- Own it
- Solve it
- Do it
Strategic Intervention Coaching Process
- List Domains of Human Concern
- Get curious about each domain:
- What is your routine?
- How do you feel in this domain?
- With who?
- Patterns or Triggers?
- How long?
- What Needs get met for each domain?
- Expand the needs (min 2-3) for each domain
- Identify and expand the vehicles that make it easier to meet needs better in each domain
Reasons the Coach Cannot Do the Work
- It’s like going to the gym – I could to all the push ups, sit ups, and you will not be any stronger…
3 Conditions for Conflict
- Disagreement
- Limiting Factors
- Unclear Property Rights
Resolving Conflicts
- Step 1: Verify and ID components of conflict
- Step 2: Engage in dialogue
- Step 3: Break the limiting factors by moving from the position to the interest: What is it about X that is more important than X itself?
- Step 4: Brainstorm options that satisfy both interests.
