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Week 5 - Self-awareness and Selp-management

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Ashley Conway

on 26 January 2016

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Transcript of Week 5 - Self-awareness and Selp-management

Week 5: Becoming a seeker of data...
Hello? Does anybody hear me?
In your group, discuss why it is
difficult to listen and to be heard.


Using the Ladder of Inference
Self-awareness and Self-management
Listening debrief

The Ladder of Inference and left column/right column

And yes... more "use of self"
Edutopia. Daniel Goleman: 3 Kinds of Focus. (1:32)
Becoming more aware of your own thinking and reasoning

Making your thinking and reasoning more visible to others

Inquiring into others' thinking and reasoning
Reflection
Advocacy
Inquiry
TEDEd. Trever Maber: Rethinking Thinking. (5:32)
Advocacy
Inquiry
Balancing
&
High
Low
High
Advocacy
Inquiry
Telling
Observing
Generating
Asking
Asserting: Here's what I say and here's why I say it.
Explaining: Here's how the world works and why I can see it that way.
Testing: Here's what I say - what do you think of it?
Bystanding: Making comments which pertain to the group process, but not to content.
Sensing: Watching the conversation flow without saying much, but keenly aware of all that transpires.
Withdrawing: Mentally checking out of the room, and not paying attention. (dysfunctional)
Skillful discussion: Balancing advocacy and inquiry, genuinely curious, makes reasoning explicit, asks others about assumptions without being critical or accusing.
Dialogue: Suspending all assumptions, creating a space in which collective thinking can emerge.
Politicking: giving the impression of balancing advocacy and inquiry, while being close-minded (dysfunctional)
Interrogating: Why can't you see that your point of view is wrong? (dysfunctional)
Clarifying: What is the question we are trying to answer?
Interviewing: Exploring others' points of view and the reasons behind them.
Mindfulnet. An Introduction to Mindfulness. (2:57)
There's an app for that!
NOVA scienceNOW. Mirror Neurons. (13:50)
This is your brain on emotions...
What are the implications of this process for managers?
Dan Siegel: Empathy and Cognition - The Brain Hand Model. (5:03)
OWN-Super Soul Sunday. How Legendary NBA Coach Phil Jackson Taught His Teams Mindfulness. (4:50)
Resonant Leaders & Dissonant Leaders
Resonant leaders
have a higher degree of emotional intelligence and a greater ability to connect personally with followers. They show empathy for employees struggling with life challenges. They are more likely to create harmony in a group and motivate workers to follow direction, even in tense company situations. Employees typically believe that a resonant leader cares as much about them as people as he does about their work performance.
Dissonant leaders
tend to operate more on the authoritative side of leadership. They maintain a greater social and emotional distance from employees. This can aid in times when orders must be delivered and executed urgently. However, dissonant leaders can cause emotional frustration, stress, burnout and disengagement among employees. While a dissonant leader often intends to remain objective and logical in decision-making, his approach is commonly viewed by employees as cold and distant.
- Neil Kokemuller (from the work of Daniel Goleman, Boyatzis & McKee)
&
UNC Kenan-Flagler School of Business. Dr. Richard Boyatzis - Resonant Leadership. (1:49)
Left Hand Column - Right Hand Column Exercise
***

Dictating: Here's what I say and never mind why (dysfunctional)
Full transcript