Master of Business Administration

Week  6  

Envisioning  and  Learning  for  Planned  Personal  Change      

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?  

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?  

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?  

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  

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)  

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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

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

A Model of Personal Change

(Precontemplation) Contemplation Action Maintenance (Relapse)

Self    Re-­‐evaluaIon  

Consciousness    Raising  

Self    LiberaIon  

 Counter    

CondiIoning   SImulus    Control  

Reinforcement    Management    

The Stages of Personal Change

Stages  of  Change  (1.  Pre-­‐contemplaIon)  

2.  Contempla:on  

3.  Ac:on  

4.  Maintenance  (5.  Relapse)  

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.    

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.  

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  

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