week 6 leadership t5 2015 (aut) 2
TRANSCRIPT
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Master of Business Administration
Week 6
Envisioning and Learning for Planned Personal Change
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Identifying What You Value
The following ques:ons may s:mulate useful thinking about what is important to you.
• If you had a child, what is the most important lesson that you would like to teach him or her?
• If you could have one word inscribed on your gravestone, what would it be? Why?
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Envisioning What to Be
The following ques:ons may s:mulate useful thinking about what is important to you.
• If you had a child, what would you want him or her to see in you? How would you like him or her to describe you to others?
• If you could have one sentence describing the significance of your life inscribed on your gravestone, what would it be? Why?
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Envisioning Your Service to Others
The following ques:ons may s:mulate useful thinking about what is important to you.
• If you had a child, what would you want for him or her? How would you go about serving your child?
• If you could hear the eulogies spoken at your funeral, what of your contribu:ons to them would you want to hear them speak about? Why?
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Envisioning and Learning
To reap the rewards of engaging in leadership development one must . . .
• Envision a different way of being • Learn about
a) One’s self, and b) The process of planned personal change
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Interpretation of and Response to Stimuli is Mediated by One’s Psyche
Individual’s Psychological S:mulus Interpreta:on Content and Structure Ac:on
(Self-‐concept, Iden:ty, Memory, etc.)
Four Processes of Interpreta:on 1. APen:on to those s:muli which are salient
2. Classifica:on of s:muli to fit the psych structure 3. Assignment and storage of meaning into psyche 4. Retrieval of content when triggered by s:muli
(Matheny & Beauvais, 1996)
1 2 3
4
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1. Leadership development relies on changes in one’s interpreta:on of s:muli, and, the ability to manage one’s interpreta:on is limited.
a. People seldom make conscious choices regarding the sImuli to which they pay aJenIon.
b. Most people do not have the ability (skill and Ime) to consciously engage in managing the classificaIon and meaning they assign to change-‐related sImuli.
The Challenges of Leadership Development
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2. Leadership development requires multi-dimensional changes that continue to evolve as one engages development activity.
a. One is likely to have several responses to development activity at one point depending on the aspect of change being considered.
b. One is likely to have several responses to change across time even with regard to the same aspect of change.
The Challenges of Leadership Development
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A Model of Personal Change
(Precontemplation) Contemplation Action Maintenance (Relapse)
Self Re-‐evaluaIon
Consciousness Raising
Self LiberaIon
Counter
CondiIoning SImulus Control
Reinforcement Management
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The Stages of Personal Change
Stages of Change (1. Pre-‐contemplaIon)
2. Contempla:on
3. Ac:on
4. Maintenance (5. Relapse)
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The Process of Personal Change
Six Processes of Change (steps 1-‐3) 1. Consciousness Raising -‐ An learning process that includes :
(a) Learning about one’s self and one’s context through feedback, and (b) Learning about the process of personal.
2. Self Re-‐evalua:on -‐ A process by which one challenges exisIng outcome expectaIons creaIng either affecIve or cogniIve change in the meaning of personal experiences.
3. Self Libera:on -‐ A process by which one engages in an act of self-‐empowerment by choosing a direcIon and taking personal responsibility for realizing an outcome.
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The Process of Personal Change
Six Processes of Change (steps 4-‐6) 4. Reinforcement management -‐ A process in which one replaces the previous
context and condiIons with alternaIve environmental sImuli that elicit the desired responses.
5. Counter-‐condi:oning -‐ A process in which one re-‐trains the interpretaIon of environmental sImuli such that the exisIng contexts elicit more desirable responses.
6. S:mulus Control -‐ An on-‐going process in which one evaluates and re-‐evaluates the impact of environmental sImuli present in the context.
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Leadership Development
The most fundamental elements of any plan to develop one’s leadership include . . .
• A strong self-‐awareness developed through . . . a) reflecIon on one’s thoughts and behaviours, and b) supplemented by task and social feedback
• An understanding of planned personal change • Self-‐directedness in seYng the new vision, and • Support throughout the development process
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Exercise: Managing Thought
• All-‐or-‐nothing thinking • Over generalizaIon • InterpretaIonal filters • Disqualifying posiIves • Jumping to conclusions
• Magnifying and minimizing • EmoIonal reasoning • ‘Should’ statements • Labeling and mislabeling • PersonalizaIon
Common Sources of Obstacle Thinking