Leading yourself #4

Change as a fundamental and universal ontological principle Darwin's theory of evolution by natural selection Entropy, the dissipative use of energy during a transformation Ontology, the psychological study of becoming

Intrinsic motivation and the psychodynamic dimension of the change and learning process Congruence, unconditional positive regard and self-kindness/kindness The structure of aspirations, will, memories, beliefs, emotions, meaning, behaviors, values, practices, and sustaining personality strengths All

Introvert - Sensing : Displays a thoughful and down-to-earth approach that supports only dramatic and imposed change Extravert - iNtuiting : Favors engaging alone in dramatic and immediate change Extravert - Sensing : Wants to engage alone in immediate action Introvert - iNtuiting : Favors ideas and vision

Charles Handy - The Second Curve William Bridges - Individual transition Virginia Satir - Individual transformation Elisabeth Kubler-Ross - Bereavement process

Social change and disruption allow for the emergence of new opportunities Digital technology innovation is accelerated Companies operate in unstable competitive environments There is still time, resources and energy to fund the needed change before the decline arrives

Emotional intelligence model William Bridges' model Solution focus process Expectancy theory

All A period of emergence of new behaviors, conditions and insight A not knowing stage, plenty of learning opportunities, where coaching and change accompaniment is very effective A transition zone where the initial state is gone, and the end state is not yet a relity

A natural learning blockage reaction to a judgmental environment that does not accept error The learning blockage that result from lack of opportunities for training and practice, with coaching, support and encouragement The stress originated by the disruption of the normla autopilot functioning of the brain when confronted with the imperative need of learning new competences and changing identity during personal, organizational and systemic change The level of stress and anxiety that is needed to realize that the current situation is not sustainable

All Constructivist approaches Behaviorist approaches Neuroscience

An optimum level of stress is somewhere between boredom and burnout There is a zone of personal optimal performance, effectiveness and creativity, where stress varies from good to acceptable Stress and anxiety are to be avoided to facilitate learning and change in not sustainable situations Stress is to be avoided in all cases

Risk avoidance, decline prevention, and less left pre-frontal activation Acetylcholine, dopamine, opioids, oxytocin, and vasopressin Safety, satisfaction and connection Thread, loss and rejection

Our attempts to foster positive states Our attempts to eliminate negative states The decorrelation of our flourishing and languishing efforts External social or contextual resources we receive, challenges we face, vulnerabilities and internal strengths

External social or contextual resources Focusing on positive resources and strengths Learn and build new connections with character strengths cultivation Challenges and vulnerabilities

All Finding meaning and perspective, adjusting vision, objectives and priorities with clarity of mind Use external resources and cultivate internal strengths for achieving greater well-being and flourishing Take on difficult challenges and cope with adversity

Are mainly congenital Can be learned and strengthened mindfully over time through sustained positive experiences Are difficult to define and measure Are emotional and grow with physical endurance

A property of systems increasing in their capability to thrive as a result of stressors, shocks, volatility, noise, mistakes, faults, attacks, or failures A category of systems that fights against weaknesses A system that avoids disorder and disruption for fear to change A system that builds resilience and perpetuates the same

To make sure they will not be confronted with change and failure To keep up with new technologies and innovation To make sure their identity is stable facing problems To adjust with agility, calibrating strategy, purpose and actions with feedback, new challenges and experiences

Constant in their level of morale, performance and energy Self-directed learners, able and motivated to keep learning over a lifetime Free from learning anxiety, stress and confusion Always conscious of their level of unconscious incompetence

All Relates to the mental states involved in the process of progressing from incompetence to competence in a skill Describes a process moving from wrong intuition to right intuition Was proposed in the late 1960s, early 1970s, and can be enlarged with conscious reflective and mindfulness competence

All Is the series of sigmoid curves representing the succession o fchanges and learning experiences as time goes on Represents the challenge we feel when we begin to learn something new and move away from our usual comfort zone Is the name we give to the practice and integration stage in Virginia Satir's model

It reflects the different learning process (concrete experience, reflexive observation, abstract conceptualization, and active experimentation) any self-leader needs to go through in order to learn new competences It reflects different self-leader's preferences taking in information (feeling or thinking) and internalizing it (watching or doing) when learning new competences It describes different learning styles : activists, theorists, reflectors, and pragmatists All

Practical and informal learning accounts for 90% of the total learning of a self-leader Remembering and understanding is the most important learning experience of a self-leader Personal work and study are most necessary to learn a new competence Awareness and knowledge of one's own cognition is in the critical path for learning a new competence

Working on ideas and abstract concepts Working with practical applications Observing and brainstorming Being faced with new challenges and experiences

Valorous, Admirable, Reliable, Kind Verify, Adjust, Repeat, Kaizen Variance, Accuracy, Regression, K-value Visual, Auditory, Reading, Kinesthetic