Tools for Building Teams

1. Tools for Building Teams Tim Lucas CLIU - Special Projects Lehigh University - Education Leadership

3. Board of Directors, Superintendent, Central Office Principals, Building Leaders, Staff, Teachers, Students

4. “Getting on the balcony…” Ron Heifetz

5. A Systems Thinking View of Schools

6. Board of Directors, CEO, COO - Superintendent, Central Office Staff Middle Management - Principals. Department Heads, School Leaders Workers of the Line - Teachers And Students

7. The History of The Fifth Discipline and the Fieldbooks 1990 1994 1999 2000

9. Core Competencies For Building Teams Develop Your Capacity to Solve Messy Problems Determine Where You Are Going Create an Environment For Needed Conversations

10. Determine Where You Are Going

18. Here’s where we are Here’s where we want to be

19. Here’s where we are Here’s where we want to be The actions we must take

20. Worksheet for CLIU Action Plans Goal_______________________________________________________ Concern it Addresses _________________________________________ Evaluation of Success________________________________________ Action Person(s) Timeline Tools/Processes Other Date Items Responsible To Be Used Resources Completed

22. This house will be a place of sharing, nurturing, and new beginnings for all of us - centered by our love and focused on the present. It will be a welcoming home and a sanctuary of peace and happiness that we will always continue to build together. January 15, 2006

23. Create an Environment For Needed Conversations

24. Key Questions for Schools 1. What do we want our students to learn? 2. How will we know they have learned it? What will we do if they can’t learn it? 4. What will we do when they do learn it?

25. The Team Environment You Create Key Questions for Schools 1. What do we want our students to learn? 2. How will we know they have learned it? What will we do if they can’t learn it? 4. What will we do when they do learn it?

26. Topic or Goal

27. Topic or Goal

28. “We do not describe the world we see, We see the world we know how to describe.”

29. Going Up The Ladder We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today.

30. Going Up The Ladder We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today.

31. Going Up The Ladder We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today.

32. Going Up The Ladder We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today..

33. Going Up The Ladder We’ve either got to find a way to motivate Jean or ask her to leave. Jean’s not really interested in working with us. She’s probably been forced to show up, but she leaves as soon as she can. She must not really be interested in the committee. Jean, one of the secretaries on our district committee, left early today.

34. The Five Dysfunctions Of a Team Patrick Lencioni Inattention to Results Avoidance of Accountability Lack of Communication Fear of Conflict Absence of Trust

35. “I’m sure glad the hole isn’t in our end.”

36. How Teams Learn

37. A good team can talk about anything.

38. Develop Your Capacity to Solve Messy Problems

42. The Iceberg Photographer: Ric Manager Location: St. Johns, Newfoundland Estimated Weight: 300,000,000 tons

43. Event: ___________________________ ___________________________ ___________________________ Pattern or Trend: ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ Systemic Structure: ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ Mental Models: ___________________________ ___________________________ ___________________________ ___________________________ ___________________________

45. Trappers Catch Beavers Trappers Want Revenge Beavers Want Revenge Beavers Catch Trappers BOTG

46. Shifting The Burden

47. Shifting The Burden

48. Shifting The Burden Mechanical, Output-Centered Process Absence of Trust, Fear of Conflict, Lack of Communication, Avoidance of Accountability Inattention to Results Challenge For The Team Goal Centered, Creative Team Long Term Solution

49. How Teams Learn …

50. Core Competencies For Building Teams Develop Your Capacity to Solve Messy Problems Determine Where You Are Going Create an Environment For Needed Conversations