PGE 4Sight S3 PPT FINAL 140519 - Amazon Web Services · Session 3 Objectives •Exppoelore...

44SIGHTSIGHT44SIGHTSIGHTDeveloping Advanced TransformationalDeveloping Advanced TransformationalDeveloping Advanced Transformational Developing Advanced Transformational Change Skills Change Skills

S i 3S i 3Session 3Session 3

Session 3 ObjectivesSession 3 Objectives

• Explore Being‐based orientation to Teamsp o e e g based o e tat o to ea s• Increase ability to navigate “process”• Learn how to break through when solving g gchallenges: the Breakthrough Consulting Process

• Increase direct experience of Being• Identify self‐limiting core beliefs• Advance your conscious breathing practice• Learn to design Impact Analysis and Implementation Planning

Session 3 Agenda Session 3 Agenda –– Day 1Day 1

• Welcome and Open Sessionp• Check‐In ‐‐ Between Work Personal Practices CLR Application

• Ego‐Being: Who Are You?• Breakthrough Declarations• Breakthrough Declarations• Co‐Creative Principles 5‐8• Breakthrough Consulting ProcessBreakthrough Consulting Process Applied to Consulting Dilemmas Project Dilemmas


• Expansion BreathingExpansion Breathing• Core BeliefsA ti Li t i /S lf Di l• Active Listening/Self Disclosure

• CLR Phase IV: Design• “Content” CLR Process Map

Session 3 Agenda Session 3 Agenda —— Day 3Day 3

• Check‐InC ec• Optimizing• Intention and Attention• Programming through Mental Rehearsal• High‐Performing Teamsg g• Special Event! River House Excursion Nature Walk Team Dialogue

• Group Dinner


• Check‐InCheck In• CLR – Phases V‐VI: Impact Analysis and Implementation PlanningImplementation Planning

• CLR: Pacing Strategies• Conscious Process Facilitation• Group Dinner


• Check‐InCheck In• CLR Phase VII – Implementation (Monitoring)P l P ti• Personal Practices

• Between Session Assignments• Action Planning• Appreciationspp

Team FocusTeam Focus

• Context: Creating team alignment andContext: Creating team alignment and commitment to produce outcomes from change throughout the CLRchange throughout the CLR

• Identifying how to go beyond effective team functioning to team greatnessfunctioning to team greatness

• Opening up a new way of being in a team• Taking active listening to a fuller form of inquiry and dialogue in teams

Our Team’s Ground RulesOur Team’s Ground Rules

• Accept each otherH f → K !

• Develop meaningful relationshipsT t h th• Have fun → Keep perspec ve!

• Value each other's input and perspective

• Speak openly

• Trust each other • Take care of ourselves and each

other• Level up → stretch to new

ibili i l d fi i• Be accountable for judgment: don't act it out

• Be in community ‐ Be respectful of each other

possibilities ‐ constantly redefining success

• Be courageous ‐ step into new spacesB lfl• Be both our unique selves and in

respectful relationship to each other• Openness → Listening to understand

‐ be curious

• Be selfless• Coach each other up• Celebrate and recognize each other• Confidentiality

• Be present ‐ not texting, emailing, etc. "No bleed‐offs"

• Being flexible

y• Respectfully "pull the cord" on

ground rule infractions

A New EarthA New Earth DebriefDebrief

In triads, discuss:,• What learnings from 4Sight did A New Earth reinforce? How did the book speak to

(1) WIN‐Win‐Win (2) Being First(2) Being First(3) Conscious Awareness(4) Being Authentic?

Wh i i h d f ?• What new insights were generated for you?• What did you not agree with or react to negatively?• What distinctions do you now make between ego and• What distinctions do you now make between ego and Being?

Your Experience of Being and Your Experience of Being and EgoEgoEgoEgo

• Inner spaciousness vs opposed to formInner spaciousness vs opposed to form• Boundaries vs boundarylessnessP t t t / f t• Present moment vs past / future

• Self as separate vs Self as Whole Self as separate = fear

Discussion: Who Are You?Discussion: Who Are You?

• What is the EGO?What is the EGO?• What is BEING?

Who Are You?Who Are You?

Ego BeingEgo Being• False Self; personal self •True or Higher Self; Presence;

Conscious Awareness; Universal Self

F Id tifi ti d tt h t F l th A b hi d• Form: Identification and attachment •Formless: the Awareness behind your thinking/feeling

• Judge of what is: right/wrong; s perior/inferior

•Neutral Observer; Witness of what issuperior/inferior

•Manufactured pain/pleasure based on circumstances

•Natural state of peace and joy regardless of circumstances

•Conditional: I am to the extent that I identify with some thing

•Unconditional; I am

Dynamics of FocusDynamics of Focus

• Ego separates the observer from the objectEgo separates the observer from the object observed

• In Being, there is no separationg, p• Therefore, don’t simply observe and watch• Rather, blend, merge, surrender intoRather, blend, merge, surrender into• For example: Inquire to discover what is called for Inquire to discover what is called for Listen deeply…to be influenced, moved Be fascinatedBe fascinated Appreciate beauty

Where Are You in Your Personal Where Are You in Your Personal Practices?Practices?Practices?Practices?

Post your first name on the flip chart wherePost your first name on the flip chart where you are:

• Not engaged• Somewhat engaged• Somewhat engaged• Moderately engagedM tl d• Mostly engaged

• Fully engaged

Personal Practices Between Personal Practices Between Session Work ReviewSession Work ReviewSession Work ReviewSession Work Review

• Video with Bill Torbert on Action LogicsVideo with Bill Torbert on Action Logics• Practice self‐disclosure; fill in S‐D Record twice/weektwice/week

• Practice active listening; fill in the AL Record t i / ktwice/week

• Practice body awareness technique with /audio for 15 mins, 3 days/week

Personal Practices Between Personal Practices Between Session Work ReviewSession Work ReviewSession Work ReviewSession Work Review

• Charge flow state anchor at end of bodyCharge flow state anchor at end of body awareness

• Program your mind and integrate: mentally• Program your mind and integrate: mentally rehearse positive behavior change / flow state / breakthroughs!state / breakthroughs!

• Personal Practice Record• Breakthrough Pattern Record• 5 Conscious breaths: 3 x day

Personal PracticesPersonal Practices

Partner Conversation:Partner Conversation:• Body Awareness• Flow State AnchorFlow State Anchor• Mental Rehearsal• Insights from Breakthrough Record• Insights from Breakthrough Record• Conscious Breathing• Self Disclosure and Active Listening• Self‐Disclosure and Active Listening• Practice Record: in game?

CheckCheck--In: Breakthrough/Learning In: Breakthrough/Learning ObjectivesObjectivesObjectivesObjectives

• Review Breakthrough Pattern RecordsReview Breakthrough Pattern Records• Complete Self Assessment• Partners: Self‐Disclosure/Active ListeningPartners: Self Disclosure/Active Listening What I am noticing about my self‐limiting patterns from the review of my Breakthrough patte s o t e e e o y ea t ougPattern Records; how they are limiting my breakthrough. How well am I managing my inner state and transforming my patterns.

BREAKTHROUGH BREAKTHROUGH DECLARATIONSDECLARATIONS

Breakthrough Declaration Breakthrough Declaration Observation WorksheetObservation WorksheetObservation WorksheetObservation Worksheet

• ContractionsContractions• Expansions

COCO--CREATIVE WAY OF BEINGCREATIVE WAY OF BEING

CoCo--Creative Way of Being: Creative Way of Being: Principles 5Principles 5 88Principles 5 Principles 5 -- 88

5 Doing What Is Right5. Doing What Is Right6. Personally Responsible7 S lf G ti d R f i7. Self‐Generating and Referencing8. Learning and Development‐Oriented

CoCo--Creative Way of BeingCreative Way of Being

5 Doing What Is Right5. Doing What Is Right Lives by positive values inherently found in

the essential goodness of lifethe essential goodness of life Looks for what is best for the Whole; Puts

highest good firsthighest good first Does whatever evolves a situation and

makes things bettermakes things better


6 Personally Responsible6. Personally Responsible Understands that one’s internal response is

caused by one’s own mindsetcaused by one s own mindset Doesn’t blame others or circumstances for

one’s inner experience or outer challengesone s inner experience or outer challenges Owns both successes and failures; shares

successes with others and makes amendssuccesses with others and makes amends for failures


7. Self‐Generating and Referencing. Se Ge e at g a d e e e c g Knows what one stands for and overtly takes

that stand Follows own vision and values as primary

guidance systemL k ithi f f h t i i ht Looks within as reference for what is right, rather than to social norms

Values personal choice and freedom in contextValues personal choice and freedom in context of what works for others‐‐without sacrificing self

Blends/balances independence, caring for others


8 Learning and Development‐Oriented8. Learning and Development Oriented Pursues mastery as a natural course Does not beat self up for mistakes but uses Does not beat self up for mistakes, but uses

them to learnKnows one can never really know; seeks to Knows one can never really know; seeks to learn an emerging truthS lif d l t l k t l Sees life as developmental; seeks to evolve self, others, circumstances, systems

CoCo--Creative Way of Being Creative Way of Being ExplorationExplorationExplorationExploration

• Four Tables: Take one principle and discussFour Tables: Take one principle and discuss What is the intent of this principle? What does this principle mean to you? What does this principle mean to you? Give 1‐2examples of how it supports an organization to transformorganization to transform

• Prepare a 5 minute presentation

BREAKTHROUGH BREAKTHROUGH CONSULTING PROCESSCONSULTING PROCESS

Breakthrough Consulting Breakthrough Consulting Process ModelProcess ModelProcess ModelProcess Model

Breakthrough Consulting Breakthrough Consulting ProcessProcessProcessProcess

1 Clarify the situation1. Clarify the situation. Describe what you can observe about the

situation (see hear taste smell touch)situation (see, hear, taste, smell, touch) Don’t label as observable what are really

assumptions and beliefsassumptions and beliefs


2 Identify the underlying dynamics2. Identify the underlying dynamics. Describe the forces you believe are at play

that are causing the situation you observethat are causing the situation you observe Such forces may come from any place

(marketplace dynamics organizational(marketplace dynamics, organizational politics, power struggles, hidden agendas, control issues, etc.)control issues, etc.)


3 Name your current assumptions and beliefs3. Name your current assumptions and beliefs about the situation. Identify worldviews assumptions or Identify worldviews, assumptions, or

beliefs you hold about the situation that influence how you interpret what youinfluence how you interpret what you observe and how you might respond


4 Shift your internal state4. Shift your internal state. Center yourself Breathe into and relax your body Breathe into and relax your body Consciously let go of your position or idea

how to proceedhow to proceed


5 Generate a more insightful mindset and way5. Generate a more insightful mindset and way of seeing the situation. Use the 4 Sights to identify alternate ways Use the 4 Sights to identify alternate ways

of perceiving the situation Articulate the mindset that generates the Articulate the mindset that generates the

greatest possibility for breakthrough


6 Clarify values or guiding principles6. Clarify values or guiding principles. Perceiving through this new worldview,

identify values or design principles youidentify values or design principles you want to guide your actions or the design of the solutionthe solution

Think about operating “co‐creatively” and what principles would call forth thewhat principles would call forth the highest, most conscious intervention


7 Design your intervention7. Design your intervention. Given your new way of seeing the situation

and the principles to follow choose theand the principles to follow, choose the method or actions that will produce the greatest probability of successgreatest probability of success

Application: 1) Consulting Application: 1) Consulting Dilemmas then 2) Project IssueDilemmas then 2) Project IssueDilemmas then 2) Project IssueDilemmas then 2) Project Issue

Breakthrough Consulting Process

1. Clarify the situation.

g g

y2. Identify the underlying dynamics.3. Name current assumptions/beliefs.p /4. Shift your internal state5. Generate new ways of seeing the situation.y g6. Clarify values or guiding principles.7. Design your intervention.7. Design your intervention.

BCP and CLRBCP and CLR

• How do the steps of the BCP relate to theHow do the steps of the BCP relate to the phases of the CLR?

Consulting DilemmasConsulting Dilemmas

1 How to influence the leaders when they1. How to influence the leaders when they believe that creating control mechanisms and posing threats are the best ways toand posing threats are the best ways to cause people to change…versus inspiring people with a compelling vision and givingpeople with a compelling vision, and giving them choices about how to shape their collective futurecollective future


2 You have “permission” to address2. You have permission to address organizational issues, but nothing personal, behavioral emotional There is no safe orbehavioral, emotional. There is no safe or real way to address mindset issues. How do you proceed?you proceed?


3 The leaders want the change to be simpler3. The leaders want the change to be simpler than it is…and they see you—who wants to do what is really required‐‐as the one who isdo what is really required as the one who is complicating things. How do you turn this around?around?


4 Your client wants you to provide right4. Your client wants you to provide right answers and expert guidance…versus co‐creating with you learning as you gocreating with you, learning as you go, course‐correcting in real time, partnering on the best ways to change How do youthe best ways to change. How do you respond without doing all of the work for the client, reducing their ownership, orthe client, reducing their ownership, or being set up when things don’t go as your “template” portrays?template portrays?


5 How to deal with the political mine fields5. How to deal with the political mine fields when you are committed to telling the truth that people do not want to hearthat people do not want to hear


6 How to deal with “dark side” issues or6. How to deal with dark side issues or unconscious reactions in the leaders or the organization that are triggered by theorganization that are triggered by the change process and the cultural/mindset workwork

END OF DAY ONEEND OF DAY ONE

DAY TWODAY TWO


• Expansion BreathingExpansion Breathing• Core BeliefsA ti Li t i /S lf Di l• Active Listening/Self Disclosure

• CLR Phase IV: Design• “Content” CLR Process Map

PERSONAL PRACTICE:PERSONAL PRACTICE:EXPANSION BREATHINGEXPANSION BREATHING

Expansion BreathingExpansion Breathing

• Breath is a direct reflection of emotionalBreath is a direct reflection of emotional freedom

• Further the exhale / expand the inhale• Further the exhale / expand the inhale• Stay in relationship to your breath: do it with

b th t t b thyour breath, not to your breath• Go back to circle breathing anytime you need, then start over, always in relationship to your breath

PERSONAL PRACTICE:PERSONAL PRACTICE:CORE BELIEFSCORE BELIEFS

The Influence of MindsetThe Influence of Mindset

Self Mastery Model

Environment:The World We Live In


Facts

Improved ResultsInterpretation Perception

NewInternal State

Thoughts

New Behavior

New Actions/Performance

ConsciousConscious gSensationsEmotionsEnergy

Conscious Conscious Awareness Awareness and Choiceand Choice

Identifying Limiting Core BeliefsIdentifying Limiting Core Beliefs

• Group Demonstration using the WorksheetGroup Demonstration using the Worksheet• Personal application

Core Beliefs QuadrantsCore Beliefs Quadrants

Identifying Limiting Core BeliefsIdentifying Limiting Core Beliefs

• Identify core beliefs relative to your desiredIdentify core beliefs relative to your desired breakthrough, from at least two situations

• Review your Breakthrough Pattern Records• Review your Breakthrough Pattern Records and Self Awareness Records to pick the situations to worksituations to work Add to core limiting beliefs to mindset column in those Record Sheetsin those Record Sheets

Are These Are These CoreCore Beliefs?Beliefs?

• Explore with partner for accuracy:Explore with partner for accuracy: Is the belief about self or other? Is it clearly a self limiting belief? Is it clearly a self‐limiting belief? Is it fundamental, or is there still something beneath it?beneath it?

• Identify any patterns in your Core Beliefs

PERSONAL PRACTICE:PERSONAL PRACTICE:SELFSELF--DISCLOSURE / ACTIVE DISCLOSURE / ACTIVE

LISTENINGLISTENINGLISTENINGLISTENING

Core Beliefs: SelfCore Beliefs: Self--Disclosure / Disclosure / Active ListeningActive ListeningActive ListeningActive Listening

• Triads: “What I am seeing about my coreTriads: What I am seeing about my core beliefs and their influence on my breakthrough.” Speak/listen: 10 mins. Speaker and listener reflection/Observer feedback notes: 5 mins. Observer feedback: 5 mins.

• Further identify any patterns in your Core Beliefs

PERSONAL PRACTICE: PERSONAL PRACTICE: ACTIVE RELEASE BREATHINGACTIVE RELEASE BREATHING

PHASE IV: DESIGN DESIRED PHASE IV: DESIGN DESIRED STATESTATE

Phase PurposePhase Purpose

• To design the specific organization andTo design the specific organization and cultural solutions that will enable you to successfully achieve your project’s visionsuccessfully achieve your project s vision

• To engage the right stakeholders in the Design process so that the future state meetsDesign process so that the future state meets their needs

The Levels of Design ModelThe Levels of Design Modelgg

VISIONVISION

STRATEGIC STRATEGIC

MANAGERIALMANAGERIAL

OPERATIONALOPERATIONAL

Design Options: Who DesignsDesign Options: Who Designs

• Leaders develop solution themselvesp• In‐house experts on a Design Team• External consultants do the design/present to l dleaders

• External experts partner with in‐house experts on Design Teamon Design Team

• Experts collaborate with stakeholders/end‐users on Design Team

• No formal team, but leader orchestrates process• Whole system design

Design Options: Design ProcessDesign Options: Design Process

With or Without Design Requirements:t o t out es g equ e e ts:• Develop multiple design scenarios; leaders debate/decide

• Develop one recommendation and presents to leaders for approval

• Choose 1 or 2 recommendations ; cascade to stakeholder groups for input; refine and propose to leaders for approvalto leaders for approval

• Develop 1 or 2 scenarios and pilot test; evaluate and refineand refine

ProcessProcess

• Regroup around projects now in DesignRegroup around projects now in Design• Tables:

G t b i f d i t t t / t t Get briefed; review current strategy/structure Create Stakeholder Engagement Plan for D i PhDesign Phase. Map plan on paper on wall with stakeholders d l ft d ti i t t tidown left and timing across top: post actions, sequence, decision points

OPTIONAL: Design Case StudyOPTIONAL: Design Case Study

• Turn back to pages 101‐105 Session 1Turn back to pages 101 105 Session 1• Read Case for Change Example: One Medical Groupp

• Tables: Develop a Stakeholder Engagement Plan for Design phase:g p Map plan on paper on wall with stakeholders down left and timing across top: post actions, sequence, decision points

• Report Outs and Discussion

CLR Content Flow ChartCLR Content Flow Chart

• TRIOS: Discuss what is important about eachTRIOS: Discuss what is important about each box as it relates to content design What would happen if it was skipped? What would happen if it was skipped? What are the people and processrequirements for doing each step?requirements for doing each step?

Phase IV:Phase IV:Design the Desired StateDesign the Desired StateDesign the Desired StateDesign the Desired State

Strategic QuestionsStrategic Questions1. How will you develop design scenarios

(structure strategy participants)?(structure, strategy, participants)?2. How will you use design requirements and

boundary conditions? How will you ensureboundary conditions? How will you ensure alignment of preferred solution with them?

3 How will you ensure the process for3. How will you ensure the process for completing Design optimizes stakeholder engagement? Who needs to input to designengagement? Who needs to input to design scenarios?

Phase IV:Phase IV:Design the Desired StateDesign the Desired StateDesign the Desired StateDesign the Desired State

Strategic QuestionsStrategic Questions4. Who has decision authority over design

solution?5. What levels of design will you produce

within Design, and what levels will you leave to leaders of the new state once selected?to leaders of the new state once selected? How to coordinate this?

6. Do you intend to pilot the design before6. Do you intend to pilot the design before rollout? If so, how will you handle that?

7. How will you ensure that your preferred solution reflects your desired culture?

END OF DAY TWOEND OF DAY TWO

DAY THREEDAY THREE

Session 3 Agenda Session 3 Agenda —— Day 3Day 3

• Check‐InC ec• Optimizing• Intention and Attention• Programming through Mental Rehearsal• High‐Performing Teamsg g• Special Event! River House Excursion Nature Walk Team Dialogue

• Group Dinner

OptimizingOptimizing

1 Become consciously aware1. Become consciously aware2. Accept3 R l3. Release4. Create Flow State5. Embody and integrate6. Program Optimal Performanceg p7. Act

Intention and AttentionIntention and Attention

• Intention: The underlying purpose objectiveIntention: The underlying purpose, objective, or expectation that gives direction to consciousness and personal energy; aconsciousness and personal energy; a foundation for meaning‐making and interpretationinterpretation

• Attention: The focus of your consciousness

PERSONAL PRACTICE: PERSONAL PRACTICE: CREATING TECHNOLOGYCREATING TECHNOLOGY

Visualization and AffirmationVisualization and Affirmation

• Learn how to focus and program your mindLearn how to focus and program your mind for producing desired results

• You are always creating The variable is• You are always creating. The variable is whether you are creating what you want or don’t want!don t want!

• What you achieve “out there” is a reflection f h t i t d d tt d t “i h ”of what you intend and attend to “in here.”

• Energy (action) follows mental focus

The Influence of MindsetThe Influence of Mindset

Self Mastery Model



Facts

Improved ResultsInterpretation Perception

NewInternal State

Thoughts

New Behavior

New Actions/Performance

ConsciousConscious gSensationsEmotionsEnergy

Conscious Conscious Awareness Awareness and Choiceand Choice

Two Types of ThinkingTwo Types of Thinking

LEFT BRAIN RIGHTBRAINLEFT BRAIN RIGHTBRAINAnalysis SynthesisLinear HolisticLogical Intuitive

Conceptual ExperientialVerbal Non‐verbalRational EmotionalThinking Sensing

Creating Technology:Creating Technology:Methods of Focusing the MindMethods of Focusing the MindMethods of Focusing the MindMethods of Focusing the Mind

Visualization AffirmationVisualization(Right Brain)

Affirmation(Left Brain)

Images with Sensory InputSeeing

Verbal StatementsPositive

FeelingHearingTasting

Present TenseConcisePowerfulTasting

SmellingPowerful

Programming the Mind through Programming the Mind through Mental RehearsalMental RehearsalMental RehearsalMental Rehearsal

• Brain is a S—R, positive—negative machineBrain is a S R, positive negative machine• Visualizing and affirming how you choose to be and perform and what you choose to achieve inand perform, and what you choose to achieve in a situation before the situation occurs Associate what you WANT to occur with whatAssociate what you WANT to occur with what you KNOW will occur

Connect your desired way of being, behaving and y y g, gacting to actual sensory data

Mentally rehearse when centered and confidenty Repetition is key!

Programming Positive Behaviors Programming Positive Behaviors Exercise StartExercise Start UpUpExercise StartExercise Start--UpUp

• Review Brkthru Pattern Record and Self‐Awareness Record

• Choose desired mindset/emotion/behavior to programprogram

• On Programming Positive Behavior Worksheet: Clarify the specific sensory data to use as trigger

/ Write powerful affirmations: Mindset / Self‐Talk Clarify specific body parts that will feel certain emotions and how they will feely

Articulate clear, actionable, and observable positive behaviors and outcomes

• Review with a partner• Review with a partner

Programming for Optimal Programming for Optimal Performance and BreakthroughPerformance and BreakthroughPerformance and BreakthroughPerformance and Breakthrough

• Center yourself by circle breathing/bodyCenter yourself by circle breathing/body awareness

• Create flow state Trigger flow state anchors Affirm positive beliefs: I am…/the other is…pos t e be e s a /t e ot e s

• Embody and integrate• Visualize external situation and you in it…Visualize external situation and you in it…• Program Optimal Performance• Continue to mentally rehearse and integrate• Continue to mentally rehearse and integrate

HIGHHIGH--PERFORMING PERFORMING TEAMS/BEST PRACTICESTEAMS/BEST PRACTICES

HighHigh--Performing Teams: TABLE Performing Teams: TABLE DiscussionsDiscussionsDiscussionsDiscussions

Team DynamicsTeam Dynamics1. In your role as a change team leader or

facilitator what dynamics are you attendingfacilitator, what dynamics are you attending to and intervening in to ensure the team is high performing?high‐performing?

2. What trouble signs and indicators of success t hi f ?are you watching for?

HighHigh--Performing Teams: TABLESPerforming Teams: TABLES

High‐Performing Best PracticesHigh Performing Best Practices1. What approach or practices do you use to:

F d i iti t th t ? Wh th ?a. Form and initiate the team? Why these?b. Formalize the team’s charter and work

? Wh th ?processes? Why these?c. Support the team to walk their talk and

f t th i h t ? Wh th ?perform to their charter? Why these?d. Help the team learn, course correct and

i ? Wh h ?innovate? Why these?

Comfort ZoneComfort Zone

GreatnessGreatness ––Greatness Greatness Full Expression of AbilitiesFull Expression of Abilities

Breakthrough/Breakdown Zone

E ’ (S lf) Li iti P tt

• Beliefs• Emotions

SelfTeam

Organization

Ego’s (Self) Limiting Patterns• Behaviors• Actions• Results

The Path The Path to Greatnessto Greatness


4. Open Up Possibilities

3. Transform Breakdowns 3. a s o ea do sto Breakthroughs

2. Open Space for Being

1. Increase Awareness/Acceptance

Ego’s (Self) Limiting Patterns


WorksheetWorksheet

Team GreatnessReduces Ego Limitations Opens Space for Being

Self

Relationship/Team

Organizational Systemsy

Engaging Being: Dynamics of Engaging Being: Dynamics of FocusFocusFocusFocus

• Ego separates observer and object observedEgo separates observer and object observed• In Being, no separation• Therefore, don’t simply observe and watchTherefore, don t simply observe and watch• Rather, blend, merge, surrender in to (remember your breath!)( y )

• Examples: Inquire to discover what is called forq Listen deeply...to be influenced, moved Be fascinated!

Engaging Being and Staying Engaging Being and Staying Present: Nature WalkPresent: Nature WalkPresent: Nature WalkPresent: Nature Walk

ObjectivesObjectives Intentionally focus internally while engaged in outer activity to deepen your awareness ofouter activity to deepen your awareness of your ego/Being Explore and identify ways to increase Being Explore and identify ways to increase Being and stay in the present moment

Engaging Being and StayingEngaging Being and StayingPresent: Nature WalkPresent: Nature WalkPresent: Nature WalkPresent: Nature Walk

• Rules of EngagementRules of Engagement Silence Use the entire property as you wish Use the entire property as you wish Alone; better away from people

ll h b hi d Leave cell phones behind Walk, stand or sit Change activity anytime you discover you have been unconsciously thinking

WorksheetWorksheet

Nature Walk Discovery

1. What did you discover that kept you from

y

being fully present in the moment?2. How did your mind react any time you realized

that you were not fully present?that you were not fully present?3. What worked best for you to stay present and

in your Being?y g4. What can you apply to bring your Being into

play more in your life and work?

END OF DAY THREEEND OF DAY THREE

DAY FOURDAY FOUR


• Check‐InCheck In• CLR – Phases V‐VI: Impact Analysis and Implementation PlanningImplementation Planning

• CLR: Pacing Strategies• Conscious Process Facilitation• Group Dinner

Morning CheckMorning Check--InIn

• Check‐in QuestionsCheck in Questions What were your insights from yesterday’s modules on Mental Programming Engagingmodules on Mental Programming, Engaging Being for Focus, and Team Dynamics for Breakthrough?Breakthrough?



Breakthrough/Breakdown Zone

E ’ (S lf) Li iti P tt

• Beliefs• Emotions

SelfTeam

Organization

Ego’s (Self) Limiting Patterns• Behaviors• Actions• Results

The Path The Path to Greatnessto Greatness


4. Open Up Possibilities

3. Transform Breakdowns 3. a s o ea do sto Breakthroughs

2. Open Space for Being

1. Increase Awareness/Acceptance

Ego’s (Self) Limiting Patterns


WorksheetWorksheet

Team GreatnessReduces Ego Limitations Opens Space for Being

Self

Relationship/Team

Organizational Systemsy

CLR: PHASES V AND VI: CLR: PHASES V AND VI: IMPACT ANALYSIS AND IMPACT ANALYSIS AND

IMPLEMENTATION PLANNINGIMPLEMENTATION PLANNINGIMPLEMENTATION PLANNINGIMPLEMENTATION PLANNING

Purpose of Phases V and VIPurpose of Phases V and VI

PurposePurpose• Phase V: To assess the magnitude of impact of your desired state on your formalof your desired state on your formal organization, its culture, and your people in preparation for planning implementationpreparation for planning implementation

• Phase VI: To identify actions required to i l t d i t t d limplement your desire state, develop your Implementation Master Plan, and prepare th i ti f i l t tithe organization for implementation

Impact Analysis and Implementation Impact Analysis and Implementation Planning ProcessPlanning ProcessPlanning ProcessPlanning Process

Steps in the IA and Implementation Steps in the IA and Implementation Planning Process: SESSION 1Planning Process: SESSION 1Planning Process: SESSION 1Planning Process: SESSION 1

Steps in the IA and IP Process: Steps in the IA and IP Process: BETWEEN SESSION WORKBETWEEN SESSION WORKBETWEEN SESSION WORKBETWEEN SESSION WORK

Steps in the IA and Implementation Steps in the IA and Implementation Planning Process: SESSION 2Planning Process: SESSION 2Planning Process: SESSION 2Planning Process: SESSION 2

DiscussionDiscussion

TRIOS:• Each person talk through the flow chart. Others give feedback. Correlate steps to Activities and Tasks of Phases V and VITasks of Phases V and VI.

• Generate questions.TABLES:TABLES:• Discuss answers to your questions. • Note remaining questions.g qGROUP: • Discuss remaining questions.

Impact Analysis ConsiderationsImpact Analysis Considerations

• Using the 4 SightsUsing the 4 Sights• Impacts can trigger new impactsThi k i ti l li t D th• Think organizational alignment: Does the new state “fit” the current? Are new i iti ti d d?initiatives needed?

• Transitional change impacts are clearer than in transformational impacts (can be emergent and non‐linear). IA is continuous!

Impact Analysis and Impact Analysis and Implementation Planning GuideImplementation Planning GuideImplementation Planning GuideImplementation Planning Guide

• Review the booklet for resources andReview the booklet for resources and application tools from the CLR for all steps in the processthe process.

• Questions?

Project ApplicationProject Application

• Do Worksheet: Determining Impact TopicDo Worksheet: Determining Impact Topic Areas

• Review Case Example for Session 1 designp g• Create (potential) process design for the IA process for your project. p y p j Tailor the flow chart and case example. Identify stakeholders.y Name your work streams.

• Report insightsp g

Strategic QuestionsStrategic Questions

1. How to use IA to foster engagement?g g2. To reduce resistance?3. How to ensure that you gather all known and

i l i f D i d S hpotential impacts of Desired State that surfaced during Phases 1 – IV?

4 How to handle redesign of “approved” Desired4. How to handle redesign of approved Desired State if magnitude assessment surfaces “Show‐Stoppers”?

d h l5. How to use IA and the resolution process to accelerate the change?

6 How to use IA to ensure Desired State aligns6. How to use IA to ensure Desired State aligns with current organization?

CLR TASK VI.A.5: PACING CLR TASK VI.A.5: PACING STRATEGIESSTRATEGIES

CLR Task VI.A.5: Pacing CLR Task VI.A.5: Pacing Strategies for ImplementationStrategies for Implementation

What is the difference between pacing strategy

Strategies for ImplementationStrategies for Implementation

What is the difference between pacing strategy and timeline?• Pacing strategy: speed of the change scope• Pacing strategy: speed of the change, scope of the organization changing at any one time, and the roll out sequence of actionsand the roll‐out sequence of actions

• Timeline: when specific actions need to occur d h th h ill b f ll i land when the change will be fully in place

CLR Task VI.A.5: Pacing CLR Task VI.A.5: Pacing Strategies for ImplementationStrategies for Implementation

Purpose of Pacing Strategies

Strategies for ImplementationStrategies for Implementation

Purpose of Pacing Strategies To consciously determine the speed of change, scope of the organization changing at any onescope of the organization changing at any one time, and roll‐out sequence of actions

Pacing Strategy OptionsPacing Strategy Options

• All at onceAll at once• By phases that overlapS ti ll th h i d d t t• Sequentially through independent steps where one step is completed before the next t b istep begins

• Gradual, incremental, evolutionary change over a long period of time

Pacing Strategy ReflectionPacing Strategy Reflection

Think about past projects with significantThink about past projects with significant content changes. How did you decide how fast they could go? How did you decide how fast they could go? How did you decide in what sequence activities would take place?activities would take place? Who was involved in these decisions?Wh t i f ti did b th ? What information did you base them on?

Variables Impacting the Variables Impacting the Determination of Pacing StrategyDetermination of Pacing StrategyDetermination of Pacing StrategyDetermination of Pacing Strategy

TABLES:TABLES: • Brainstorm the types of variables that impact pacing strategy.p g gy

ROUND ROBIN REPORT OUT.INDIVIDUALS:INDIVIDUALS: • Review and apply the Info Sheet: Variables Impacting the Determination of PacingImpacting the Determination of Pacing Strategy

PARTNERS or PROJECT TEAMS: Discuss.

CLR Task VI.A.5: Pacing CLR Task VI.A.5: Pacing Strategies for ImplementationStrategies for ImplementationStrategic Questions

Strategies for ImplementationStrategies for Implementationg Q

1. How will you analyze the Implementation Master Plan for the realistic amount of timeMaster Plan for the realistic amount of time required to carry it out effectively?

2 What other factors will you need to consider2. What other factors will you need to consider that will have an impact on your pace or timeline?timeline?

3. How will you handle any differences in speed from the original pace outlined in thespeed from the original pace outlined in the change strategy?

CONSCIOUS PROCESS CONSCIOUS PROCESS FACILITATIONFACILITATION

Conscious Process FacilitationConscious Process Facilitation

Definition: • Using the 4 Sights to consciously guide a process, course correcting as needed, listening for and

i ti ith h t t t d i itassisting with what wants to emerge, and seeing it through to achievement of results

• Moving a process along toward desired outcomesMoving a process along toward desired outcomes Two types of processes: planned and emergent In both, co‐create with circumstances as they arise. Sometimes, new circumstances warrant a change of results, which alters the process

Facilitation ExerciseFacilitation Exercise

• Round 1 Silent!Round 1 Silent!• Round 2 Talk!

Styles of Process FacilitationStyles of Process Facilitation

• Control: Make it HappenControl: Make it Happen• Facilitate: Help it Happen• Self Organize: Let it Happen

Objectives of Conscious Process Objectives of Conscious Process FacilitationFacilitationFacilitationFacilitation

• Model/call forth desired mindset behaviorModel/call forth desired mindset, behavior and culture

• Expand people’s awareness of dynamics at• Expand people s awareness of dynamics at play so they become more conscious (vertical development)development)

• Unleash people’s potential and contribution• Build lasting transformational capability• Build lasting transformational capability• Deliver intended results

END OF DAY FOUREND OF DAY FOUR

DAY FIVEDAY FIVE


• Check‐InCheck In• CLR Phase VII ‐ Implementation (Monitoring)B kth h C lti P A li ti• Breakthrough Consulting Process: Application

• Between Session Assignments• Action Planning• Appreciationspp

CLR PHASE VII: CLR PHASE VII: IMPLEMENTATION IMPLEMENTATION

(MONITORING) (MONITORING) (MONITORING) (MONITORING)

CLR Phase VII: Implement the CLR Phase VII: Implement the Change (Monitoring)Change (Monitoring)

Purpose

Change (Monitoring)Change (Monitoring)

Purpose• To understand what to look for in the organization and people that indicates theorganization and people that indicates the need to course correct either the Implementation Master Plan process or theImplementation Master Plan process or the Desired StateThi k C i P F ilit ti M ki• Think Conscious Process Facilitation: Making a Turn!

Frames of Reference for Frames of Reference for Monitoring the ProcessMonitoring the ProcessMonitoring the ProcessMonitoring the Process

• The 4 SightsThe 4 Sights• Content, People, and ProcessSt f Ad lt D l t• Stages of Adult Development

• The Conscious Change Leader Accountability Model

Course Correcting and Course Correcting and Navigating a TurnNavigating a Turn ProcessProcessNavigating a Turn Navigating a Turn ---- ProcessProcess

1 Call into the open; name it; reflect it back1. Call into the open; name it; reflect it back2. Inquire; bring others into the dialogue3 D id i3. Decide on actions4. Re‐direct (make it happen, help it happen,

let it happen)

Use the Breakthrough Consulting Process to help Teams navigate a turn.p g

Skills of Cons Process Skills of Cons Process Fac’l’nFac’l’n: : Self Assessment (H M L)Self Assessment (H M L)Self Assessment (H,M,L)Self Assessment (H,M,L)

1. Setting up the need in advance. Sett g up t e eed ad a ce2. Knowing what to look for (frames)3. Managing yourself/ center/ optimizeg g y / / p4. Alerting and engaging decision‐makers5. Facilitating decision/applying BCPg / pp y g6. Planning how to course correct/engage others7. Making it happeng pp8. Re‐designing plans from here9. Communicating new plansg p

Fishbowl ExerciseFishbowl Exercise

• Inner Circle:e C c e: Who has led or consulted to actual project implementation and monitored/course corrected it as it rolled out?

Discuss what you saw that indicated the need to course correct How did you accomplishcourse correct. How did you accomplish this/engage the people who needed to do it?

• Outer Circle:Outer Circle: Which frame? What were wake‐up calls for a need course correction? How executed?

CLR Phase VII: ImplementationCLR Phase VII: Implementation

Strategic Questionsg Q1. How to ensure change leaders model the

new mindsets behaviors culture andnew mindsets, behaviors, culture, and relationships during implementation?

2 What will you monitor about the change2. What will you monitor about the change process? The Desired State?

3 H ill t th l d i3. How will you course correct the plan during implementation?

BREAKTHROUGH BREAKTHROUGH CONSULTING PROCESS CONSULTING PROCESS

APPLICATIONAPPLICATIONAPPLICATIONAPPLICATION

GOING FORWARD PLANNINGGOING FORWARD PLANNING

Between Session AssignmentBetween Session Assignment

CLR PreparationCLR Preparation• Apply the Breakthrough Consulting Process at least

once to a consulting dilemma or challenge, either ll i hpersonally or with a group or team.

• Review all Activities, Tasks, IS’s and Tools for Phases VIII and IXand IX

• Bring any plans you have for handling Integration and Mastery in past or present cases (for individuals/teams; h l i ti )whole organization)

• Bring your input on the greatest strategic advantages of using CLR with clientsg

• Practice the CLR Logic Flow

Between Session Assignment Between Session Assignment

Personal Practices• Read Ken Wilbur’s Theory of Everything ( minimally first 3 chapters)

• Practice expansion breathing with audio support (15 mins; 3 days/week)

• Do Programming for Optimal Performance and Brkthr• Do Programming for Optimal Performance and Brkthrexercise (3 x week); Charge your Flow State anchor

• Identify Core Beliefs during contractions; Optimize• Continue 5 conscious breaths 3 x day; surrender• Experiment with Team Greatness• Practice Active Listening and Self‐Disclosure• Keep your Personal Practice Record

Personal Planning TimePersonal Planning Time

• Clarify how and when you’ll do assignmentsClarify how and when you ll do assignments• Schedule time for this

Wh t i t i l d h hi h What is put in your calendar has a high probability of getting done

Sh thi ith C hi P t !• Share this with your Coaching Partner!• Set up two‐three coaching calls with your peer coach.

Feedback for Session 3Feedback for Session 3

• What would you like to see more of?What would you like to see more of?• What would you like to see less of?Wh t ld lik t th ?• What would you like to see the same as?

Acknowledgements Acknowledgements

Personal Feedback and AppreciationsPersonal Feedback and Appreciations• Who really made a difference for you this week?week?

• What would you like them to know before d?we end?

THANK YOU!THANK YOU!

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