a workbook for visioning, goal setting, & strategic thought
The Gathering
OUR AGENDA
“A journey of a thousand miles begins with a single step.” - Lao-tzu
I. Setting the Tone/Creating Context
II. Questioning our Reality
You are not a part of a community. You are a part of The Gathering.
III. Finding a Different Approach
How to use this workbook
IV. Finding Your Path
V. Making Change a Reality
VI. Action
Welcome. We have all come together at this time, this location, and in this way to create something special. While much of life is an individual journey, nothing great can be achieved in isolation; it requires people coming together. We hope your time at The Gathering will allow you to break free from your other commitments and allow you to dream. No one limits you more than yourself. We believe in you.
“Beginnings are always messy.” - John Galsworthy We all need space to map out our future, our goals, and our plans; this workbook is designed to help you do that and is yours to use as you see fit. We hope it will provide you space to critically and imaginatively reflect, evaluate, consider, ponder, and dream. Deploy this workbook with the intent that you are ready to do something significant and profound. Organize and gather your thoughts so you may begin to have clarity in your direction. This process may seem messy at times - and that’s okay. Rather than being fearful of writing something down incorrectly or wanting to keep the workbook pretty and neat, use it as your canvas. Make this workbook look worn and used; write down thoughts, ideas, and concepts you desire to bring forth into the world.
TIPS • • • • •
AFLV PO Box 1576 Fort Collins, CO 80522 www.aflv.org
Copyright © 2014 Associaiton of Fraternal Leadership & Values. This workbook may not be copied or reproduced in any way photographic, electronic, or manual - in whole or in part without expressed permission. It is intended for sole use in conjunction with The Gathering event.
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If you don’t want to write on the templates while you are brainstorming, use small sticky notes. Revisit this workbook and make additions/adjustments. Add color for visual stimulation and to seperate cutouts for a collaged effect. Add photographs, drawings, or magazine cutouts for a collaged effect. Date your workbook pages for a future reference.
Setting the tone/creating context of those l l a g n i e se u feel? o y e k How did a m the wall n o s t n e statem
ith you w d e t a n nts reso e m e t a t s nd why? a ) y l e v Which i t r nega o y l e v i t i s (po
r mind u o y h g u ing thro o g room s e a h w t t h a g h u W ed thro r e d n a w ents? m e t as you a t s e h reading t
“We are the ones we have been waiting for.� - Alice Walker 3
Setting the tone/creating context fs or e i l e b t a h W sses o p I o d s e practic n the i g n i t t e g e that ar ss or e r g o r p f o way success?
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Reflection Thoughts / Ideas to Embrace…
Questions to Ponder Longer…
Conversations to have...
What do i want to be different?
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questioning our reality Challenging Assumptions
::The Cycle of Group Culture
2.
1.
3.
f/s advising culture
4.
5.
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questioning our reality Challenging Assumptions
::On Conventional Wisdom …in the interpretation of all social life, there is a persistent and never-ending competition between what is right and what is merely acceptable…Ideas come to be organized around what the community as a whole or particular audiences find acceptable… numerous factors contribute to the acceptability of ideas. To a very large extent, of course, we associate truth with convenience – with what most closely accords with self-interest and personal well-being or promises best to avoid awkward effort or unwelcome dislocation of life. We also find highly acceptable what contributes most to self-esteem…But perhaps most important of all, people approve most of what they best understand…Therefore we adhere, as though to a raft, to those ideas which represent our understanding…It is why men react, not infrequently with something akin to religious passion, to the defense of what they have so laboriously learned. Familiarity may breed contempt in some areas of human behavior, but in the field of social ideas it is the touchstone of acceptability.
-John Kenneth Galbraith (1958) in The Affluent Society
The conventional wisdom is often wrong…[it] is often shoddily formed and devilishly difficult to see through, but it can be done.
-Levitt & Dubner (2005) in Freakonomics
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questioning our reality Challenging Assumptions
::Brainstorming our Conventional Wisdom
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questioning our reality Challenging Assumptions
:: Conventional Wisdom Me
my profession
1.
1.
2.
2.
3.
3.
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questioning our reality Challenging Assumptions
:: Principles, Barriers, & Biases
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questioning our reality Challenging Assumptions
Notes
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questioning our reality Challenging Assumptions
:: Unpacking our Conventional Wisdom ent:
tatem Conventional Wisdom S
, &/or Biases?
arriers Applicable Principles, B
Next Steps:
Initial Insights? How I’m Feeling:
swer:
Questions I Need to An
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questioning our reality Challenging Assumptions
:: Unpacking our Conventional Wisdom
ment:
tate Conventional Wisdom S
iers, &/or rr a B s, le p ci in Pr le b a lic App
Biases?
Next Steps:
Initial Insights? How I’m Feeling:
swer:
Questions I Need to An
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questioning our reality Challenging Assumptions
:: Unpacking our Conventional Wisdom ent:
tatem Conventional Wisdom S
, &/or Biases?
arriers Applicable Principles, B
Next Steps:
Initial Insights? How I’m Feeling:
swer:
Questions I Need to An
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questioning our reality Challenging Assumptions
:: Moving Forward What are the common denominators among the pieces of conventional wisdom I’m willing to discard?
What are the common denominators among the pieces of conventional wisdom I’m choosing/fighting to hold onto? Where do I feel a bit naive?
What are the questions I need to be better at asking?
Where do I feel particularly “dialed in?”
What next? 15
Re-think: seeing behind the curtain Systems Thinking
What are some wicked problems?
“Fragmentation = wickedness x social complexity” -Jeff Conklin, Ph.D.
What makes them wicked?
In contrast, a “tame problem” is one for which the traditional linear process is sufficient to produce a workable solution in an available time frame. A tame problem: 1. Has a well-defined and stable problem statement. 2. Has a definite stopping point, i.e. when the solution is reached. 3. Has a solution which can be objectively evluated as right or wrong. 4. Belongs to a class of similar problems which are all solved in the same, similar way. 5. Has solutions which can be easily tried and abandoned. 6. Comes with a limited set of alternative solutions.” -Jeff Conklin, Ph.D.
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Re-think: seeing behind the curtain Systems Thinking
“Evidence shows that people who think with models consistently outperform those who don’t. And, moreover, people who think with lots of models outperform people who use only one.” - Scott Page, University of Michigan
The bigger picture
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Re-think: seeing behind the curtain Systems Thinking
change over time
interdependencies
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Re-think: seeing behind the curtain Systems Thinking
consequences
system as cause
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leverage
Re-think: seeing behind the curtain Systems Thinking
:: What do these models help you see?
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Re-think: seeing behind the curtain Systems Thinking
:: What do these models help you see?
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getting unstuck our systems
All leaders, teams, & individuals who aspire to be great, get stuck.
That said, not all individuals who get stuck are willing to admit they are.
Are you?
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getting unstuck Just how stuck are you?
ose? ar, inspiring purp
cle I. Do have a □□Yes □□No □□HMMM the right in , le p o e p t h g the ri II. Do you have rence? fe if d a e k a m to positions □□Yes □□No □□HMMM you get o D ? m a te a s effectively a rk o w u o y o D III. ne? o d ff tu s t h g ri e th □□Yes □□No □□HMMM m diversity o fr t s o m e th t e m truly g a te e th s e o nicity? D th e , IV. e g a r, e d n e raphy, g – in skills, geog □□Yes □□No □□HMMM
ions?
ke decis a m to w o h w o o you kn
I. D
□□Yes □□No □□HMMM isions c e d e s o th e k a how to m w o n k u o y o D . II stick? □□Yes □□No □□HMMM l issues? a ic d ra f o le b a p ca III. Is your team □□Yes □□No □□HMMM your ld u o c y, a d to it leader qu m a te r u o y If . IV team carry on? □□Yes □□No □□HMMM
If you answered no to a majority these, you’re in a great place to move forward. If you answered yes to most, then you’re either part of an extraordinary organization or you’re diluding yourself. Even the highest performing teams rarely earn a yes on all fronts. (Yamashita & Spataro, 2004)
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getting unstuck Diagnosis
:: Purpose What is the purpose of your work?
Is this purpose universally shared? If so, what does that look like?
What is your professional guiding philosophy?
What is your vision for this work?
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getting unstuck Diagnosis
:: Strategy How smart do you work?
With whom are you spending your time on a daily basis? Why?
What do you spend your time on?
Is what you ultimately want reflected in your daily activities?
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getting unstuck Diagnosis
:: People & Interactions Do you feel that you have the right people “on the bus�?
If so, why and who? If not, why not?
What is the ethos of your community?
Is there conflict among the stakeholders?
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getting unstuck Diagnosis
:: Structure & Process Is the infrastructure adequate to assist you reaching you in the ideal? If not, what can be tweaked or altered able to enable further growth?
Are the processes you have in place to gather information easily maneuvered?
Do any of your processes impede your ability to be effective?
Are you providing adequate time for the big picture items?
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getting unstuck Diagnosis
:: Metrics & Reward How do you “know� you are making strides in moving forward?
What role does assessment play in your professional practice?
What role does assessment play in your professional practice?
What do you believe could be used as motivators for your organization/ community?
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getting unstuck Diagnosis
:: Culture Tradition Bound or Tradition Reverent?
Are there things that exist that impede your work?
How is self-governance/regulation working?
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getting unstuck The SERIOUS SEVEN
1
5
2
6
overwhelmed
battle-torn
You’re stuck because your team doesn’t know what to do next. Maybe you feel under too much scrutiny. Maybe there are too many moving parts. Or you just plain don’t have enough resources or time to get it all done. You are procrastinating and have trouble getting things started.
You’re stuck because your team can’t get along. Your work is torn by infighting. You and your co-workers may have hurt feelings, bruised egos, or political agendas. Unresolved conflict abounds. Days are often characterized by defensiveness, lack of communication, and high levels of inhibition. Faction, cliques, bullies, and desertions.
Exhausted Things are rough. Maybe the original intent was clear but it seems your team has sailed on and thrown some things overboard in the process. Your days feel like they abound in politics, wasted efforts, opinions arising from fear, and sometimes mutiny. You may feel burnout, resentment, or waning interest.
3
directionless There seems to be nothing to guide your team. Business is the name of the game and likely your or your teammates do not know where or how you are getting results or actually making tangible progress. Team members are obsessed with to-do lists with no big picture to guide actions. You and your teammates have difficulty finding a great purpose to connect your work with.
4
hopeless You’re stuck because your team lacks a central purpose. Overall, people feel defeated and spinning. Hard work feels like it’s just hard work and for not greater cause or goal. Rewards and achievement are a far cry from your daily work.
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worthless Moving targets and muddy expectations, your team in unable to recognize what success looks like. The right actions aren’t rewarded. Even when something amazing happens it’s overlooked. Before long, the team feels its contributions don’t matter. Performance metrics are vague. Colleagues are puzzled over what goals are at hand. Management has little credibility and commitment wanes.
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alone Your team used to be a close-knit unit but somewhere along the way the sense of belonging was replaced by an identity crisis. Your crew lacks a culture to unite it. You act as an individual, colleagues often make up their own rules, and unless the boss tells others what to do nothing seems to get done.
Experimenting...
...with new ways of thinking and doing “A man of genius makes no mistakes; his errors are the portals of discovery.�
this? r o f s e the us l l a e r what a
inking: h T possibilities. le t ip n lt u e m g te Diver and genera e g n a r d a o r Explore a b
ing: k in h T gent Conver ight answer. r , le g in s e th Arriving on
king: in h T t n Diverge e problems? th e r a t a h W
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- James Joyce
Experimenting... ...with “WHAT IF?”
“The problems of the world cannot be possibly solved by skeptics or cynics, whose horizons are by the obvious realities. We need men who can dream of things that never were, and ask, “why not”?” - John F. Kennedy
Why do these problems exist?
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Experimenting... ...with new ways of thinking
“Nothing is more dangerous than having just one idea�
- Emile-Auguste Chartier
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Experimenting... ...with leading a revolution What are my best “what ifs�?
Where can I find new experiences and learn new things to be a better novelty addict?
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How can I infuse more creative time in my regular routine?
Experimenting... ...with leading a revolution What are our most threatening discontinuities?
What aspects of what’s changing can I come to understand better?
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What performance parameters can I push to an extreme?
Experimenting... ...with leading a revolution
Where and in what ways is change in higher education, my institution/organization, with students, etc. creating the potential for new rules and new space?
What trends are most likely to have the largest impact on us?
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What dogmas do I want to turn around?
Experimenting... ...with starting an insurrection
is it:
s i t a h W t n i o p your ? w e i v of
redible? oherent? ompelling? ommercial?
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Experimenting... ...with starting an Insurrection
Leading the Revolution by Starting an Insurrection 1. 2. 3. 4. 5. 6. 7. 8.
Build a point of view Write a manifesto Create a coalition Pick your targets & your moments Co-opt & neutralize Find a translator Win Small, Win Early, Win Often Isolate, Infiltrate, and Integrate
Activist Values Honesty – truth tellers. Compassion – love the entire community. Humility – terribly ambitious for their cause, but personally humble. Pragmatism – more interested in action than in rhetoric. Fearlessness – courageous
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Experimenting... My Manifesto
Who will you recruit to your coalition? :: Who are your targets? :: What are your moments? :: Who are your translators?
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reflection Thoughts / Ideas to Embrace…
Questions to Ponder Longer…
Conversations to have...
Actions to take...
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Finding your path What do I care about?
:: My examples
Who:
Who:
What:
What:
nces:
nces:
ue Conseq
ue Conseq
s:
s:
insight
insight
n:
n:
atio immuniz
atio immuniz
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Finding your path What do I care about?
CURRENT
IDEAL
BRAND
BUCKETS
CONVERSATIONS
PRIORITIES
TARGET(S)
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GAP
Finding your path What do I care about?
GRADE
+
INTENTIONALITY
CONSISTENCY
CLARITY
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-
HOMEWORK
making change a reality Reshaping the system
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making change a reality Time to reflect:
“What we observe is not nature in itself, but nature exposed to our method of questioning.”
–Werner Heisenberg
You discarded your old assumptions. What mental models now take their place? • How will you alter your method of questioning?
• Where are you a top? What would it look like to function as developer?
• Where are you a middle? What would it look like to disperse and integrate?
• Where are you a bottom? What would it look like to take responsibility for fixing the problems you see?
• How do your reflexes need to change?
• What will it look like for you to abandon the job of firefighter, program planner, decider, expert, and rule enforcer in order to become a community builder?
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making change a reality Time to reflect:
“On the field of the Self stand a knight and a dragon. You are the knight. Resistance is the dragon. There is no way to be nice to the dragon, or to reason with it or negotiate with it or beam a white light around it and make it your friend. The dragon belches fire and lives only to block you from reaching the gold of wisdom and freedom, which it has been charged to guard to its final breath. The only intercourse possible between the knight and the dragon is battle.�
Pressfield, S. (2011-04-20). Do the Work (Kindle Locations 553-558). AmazonEncore. Kindle Edition.
what is your dragon?
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making change a reality Making the SWITCH
For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people).
Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things:
motivate the direct the rider elephant • FOLLOW THE BRIGHT SPOTS.
• FIND THE FEELING.
• SCRIPT THE CRITICAL MOVES.
• SHRINK THE CHANGE.
Investigate what’s working & clone it.
Don’t think big picture, think in terms of specific behaviors.
• POINT TO THE DESTINATION.
shape the path
Knowing something isn’t enough to cause change. Make people feel something.
Break down the change until it no longer spooks the Elephant.
• GROW YOUR PEOPLE.
• TWEAK THE ENVIRONMENT.
When the situation changes, the behavior changes. So change the situation.
• BUILD HABITS.
Cultivate a sense of identity and instill the growth mindset.
When behavior is habitual, it’s “free”— it doesn’t tax the Rider. Look for ways to encourage habits.
• RALLY THE HERD.
Behavior is contagious. Help it spread.
Change is easier when you know where you’re going and why it’s worth it. Source: Heath, C. & Heath, D. (2010). SWITCH: How to change when change is hard.
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Making change a reality Making the SWITCH
:: Direct the Rider Bright Spots
Critical Moves
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Destination
making change a reality Make the SWITCH
:: Motivate the Elephant Find the Feeling
Shrink the Change
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Grow Your People
making change a reality Making the SWITCH
:: Shape the Path Tweak the Environment
Build Habits
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Rally the Herds
making the switch Overcoming Obstacles t le don’ p o e P : m e. Proble o chang t d e e en see th
is by overcome th to g in o g t ate o ou are n feeling.. Cre e th d n fi Advice: 1. Y , d a ot e Rider. Inste blems with n ro p e talking to th th le er p Show peo so that wheth t n e m n o Empathy. 2. ir v en . Tweak the vant. changing. 3 ange is irrele h c to d e e n the people see
, m: The shifted Proble s a h t n e me vercom environ o o t d nee f and we erns o t t a p d our ol r. behavio the rider
new habit so a te a re c u o ant? an y le the Eleph st re Advice: 1. C w to e v ision by stantly ha ad your dec doesn’t con lo re P r. e g ing ig tion tr re you’re go e h w e 2. Set an ac c la p rful, e time and ttern is powe a p imagining th ld o e h se T ntly. 3. oves, becau m l a c ti to act differe ri c e to script th so make sure enemy. the ambiguity is
he having t m I’ : m Proble here” d e t n e v ist “not in le res p o e P : y m they sa proble e s u a c e be e it lik my idea n o d r e nev “We’ve efore.” that b me aspect
e hould b s e W : m ut Proble thing, b e m o s ogged doing b g in t et we’re g alysis. an down in
y e simpl l p o e P m: o Proble ated t iv t o m aren’t . change ay? If so,
e l chang l I’ : m e Probl row. tomor
there so ht identity: Is g li ry of h ig H . 1 : with the histo with t Advice n e st si n o c stent that’s of your idea ur idea consi o y is r O ? n . Find a atio ple share? 2 o e your organiz p t a th ty e it. al identi ere and clon a profession h d te n e v in at is bright spot th
ew conflict in th ty ti n ge e id n a ty. Encoura ti n e id Advice: 1. Is w e n entity. to “sell” the rd the new id a w to you’ll need p e st ll kes the ke a sma card that ma people to ta st o p n o ti a et destin the bar to g r e w 2. Create a Lo . 3 e . e attractiv to encourag change more 4. Use social pressure h that ing. Path so muc e th people mov th o o g? an you sm ill slide alon w change 5. C n o rs e p d otivate even an unm
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the and play to ze ly a n ra e v that on’t o nd a feeling fi , d Advice: 1. D a e st n In the Rider. a destinatio te a re C . 2 . weakness of ing how lephant mov s analyzing rt a st r will get the E e id R ould be at way, the r anything sh e th postcard. Th e h w n tical a rather th pting the cri ri sc y b m to get there le b plify the pro done. 3. Sim moves:
ay. can start tod u o y so e g an hrink the ch n trigger Advice: 1. S set an actio y, a d to rt to a ’t st accountable lf e 2. If you can rs u o y e k . 3. Ma ones know for tomorrow ur colleagues or loved ssure t yo their peer pre so , someone. Le e g n a h c trying to what you’re . will help you
making the switch Overcoming Obstacles
p le kee p o e P : m er Proble ill nev w It “ , saying work.” work. shows it can
tI ow wha n k I : m I’m Proble g, but in o d e b should ing it. not do
t ou don’ Y : m e l hey Prob ople. T e p y m ange. h c e know t a tely h absolu arried or
e were l p o e P m: ut Proble irst, b f t a d rough e excite m o s e hit then w ost mo l d n a s patche . mentum
st too u j s ’ It m: Proble much. too much. until it’s not
eryone v E : m e at Probl ree th g a o t e, but g seems n a h c d to we nee pening. p a h s ’ nothing
at right spot th b re. 2. a d in F . 1 percent failu 0 0 Advice: 1 s t’ a small th tuation s players for d ro p o There’s no si h w h success that otball coac a fo r e a e f in o g k n in e h T you ople ractice. Can 3. Some pe ? e d u it tt victories in p a ’s ee space e your team arve out a fr C . could chang rk o w ut l il think it w hange witho c e th ze ly probably do ta ca ere they can for them wh . t opposition facing direc
en you g habits. Wh in d il u b n o free” ocus ehavior “for b w Advice: 1. F e n e th e t s, you ge . Motivate th 2 . e id sl k create habit c a ss likely to b h they ’ve and you’re le inding people how muc rem wth mindset. ro g e th h c a Elephant by 3. Te omplished. ugh patches. ro e lv o already acc v in is going to Every success
ot an gh. You’ve g u o n e ’t n u is nowing can help yo ll a sm g Advice: 1. K in rt g that blem. 2. Sta ost trivial thin m e Elephant pro th is t a would read. Wh ment – that o overcome d m is th t a k for t – righ goal? 3. Loo e th you can do rd a w ent to baby step ur environm o y k a e tw represent a u yo r is s. How can ? 4. Behavio e g n a Path solution h c to h you so e “forced” involved wit e ls so that you’r e e n o e Get som r. contagious. e each othe rc fo in re n a that you c
rt ange e up. 2. Sta hrink the ch iv S g . 1 to : e se ic u v d xc A ne oesn’t e Elephant a t. Progress d se Don’t give th d in m th w es the gro ccess requir su g in developing v ie h c p e easily – a at yourself u e b ’t n o D always com y. wa s along the some failure r. u failures occ when those
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are m f your people sing is a less o y n a m w o e propo Advice: H atever you’r h W ? d il h c have a ange. dramatic ch
stance is oks like resi lo t a h w the r, e ememb the path. Are t e rg fo Advice: 1. R ’t n o 3. Can f clarity. 2. D an remove? c often lack o u o y t a for th change as a model e rv se n a obstacles to c t a right spot th you find a b avior? the right beh
making change a reality Change Agents
“Love is the only force capable of transforming an enemy into a friend�
Name some people who have been responsible for great change:
Why were the ultimately successful?
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- Martin Luther King, Jr.
making change a reality Change Agents
“People don’t care about your cause, until they care about you.” Who are the people who are your greatest advocates right now?
How will you build relationships with them?
Who are the people likely to be your advocates when solving your problem?
Who are the people likely to be your greatest opposition?
Who are the people you need to make an advocate?
How will you transform those enemies into advocates?
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- Unknown
shark tank Development
What is the problem to be solved? What are the various parts of the problem?
What help, insight, or feedback do you need?
What are the relationships between the parts of the problem?
What is the benefit of solving this problem (The Why)?
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shark tank Development
Is there another case of the same or similar problem? What solution did they use?
What information do you have to make your plan?
How do you propose to solve this problem?
What cannot be changed about this problem?
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What don’t you understand about the problem yet?
shark tank Presentation
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shark tank
Presentation Feedback
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reflection Thoughts / Ideas to Embrace…
Questions to Ponder Longer…
Conversations to have...
Actions to take...
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action
Creativity & Innovation “Inspiration is for amateurs, the rest of us just show up and get to work.” - Chuck Close
Ask:
Creativity starts with a penetrating question. You’re always looking for good problems.
play:
You imagine, create, and let your unconscious lead you into new territories.
think:
You generate new possibilities and ideas constantly.
look:
learn:
You pay attention and are constantly, quietly aware of what is happening in the subtleties
You’re constantly learning and seek wisdom from a variety of sources.
choose:
You take lots of ideas and are able to critically examine and edit.
make:
You take action on your ideas - raw ideas, rough drafts, prototypes.
fuse:
You bounce ideas off others and solicit their ideas.
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action Be Decisive
Define a difficult decision you need to make:
1.
2.
3.
4.
You narrow how you frame the decision and miss better options.
You have a confirmation bias you only gather selfserving info.
You let your emotions get in the way of making the right choice.
You’re overconfident about how things pan out in the days and months ahead.
The Four Common Biases Leading to Bad Decisions
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action Be Decisive
ur est yo t y it Real ptions assum nfirmation tions, the co
ions our opt y n e id W k
o us to overlo s d a le g in ns Narrow fram er new optio v o c n u to d nee r them options. We ible, conside ss o p n e h w king. and, gh multitrac u ro th y sl u o an you simultane R.) Where c O t o n D N A who (Think d someone in F s? n o ti p y laddering: find new o Tr . m le b ro p our cal), has solved y ght spots (lo ri b t n e rr u c r nd then First look fo (regional) a s e c ti c ra p tant). then best domains (dis d te la re m o analogies fr
e to be r a p e r P wrong
istance d in a t At deciding e r o f be
know thinking we t, n e d fi n o rc we We are ove unfold when l il w re tu fu bad how the prepare for ld u o sh e W good really don’t. ) as well as m e rt o m re (p ake outcomes hat would m w d n A ). e d ra an set ones (prepa isions? We c c e d r u o r e e us reconsid ttention at th a to s u p a t sn tripwires tha ts. n right mome
e ts us to mak p m te n o ti o m rm. Short-term e in the long te d a b re a t ce a choices th attain distan to d e e n e t, w I tell To avoid tha What would : e v ti c e p rs e would by shifting p o? Or, what d to d n ie fr my best decisions are n e h W ? o d r r core my successo to clarify ou d e e n e w , agonizing offensive for e th n o o g nd priorities—a them.
our op selfIn assessing ect skewed, ll o c to s u s bat that bias lead tion. To com a rm fo in g uestions servin onfirming q c is d sk a n a bias, we c iPod have?). e th s e o d s m r (What proble t (looking fo u o m o zo o g We can als om in (seekin zo d n a s) le te base ra never possib e h w d n A ). all more texture onducting sm c e b h c a e . Why we should ach us more te to ts n e m experi w? you can kno n e h w t ic d pre
The WRAP Process for Making Better Decisions Widen your options - Expand and grow the choices which are available.
W
Reality-test your assumptions - Collect info you can and do trust.
R
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Attain distance before deciding - Shift your perspective and clarify priorities.
Prepare to be wrong - Have a process that you trust but realize it’s not infallible.
A
P
action Be Decisive
W
iden Your Options Mission:
To break out of a narrow frame and expand the set of options you consider.
Watch your mindset
Multitrack alternatives
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Find a mentor
action Be Decisive
R
eality-test your assumptions Mission:
To fight the confirmation bias and ensure that, when you are assessing your options, you are gathering information that you can trust.
To move to the other side
Top-down and bottom-up
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Dip a toe before you leap
action Be Decisive
A
ttain some emotional distance before deciding Mission:
To resist the disrupting influence of short-term emotion and ensure that you make a decision based on your core priorities.
Get some distance
Honor your core priorities
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Fight status quo
action Be Decisive
P
repare to be wrong Mission:
To avoid being overconfident about the way our decisions will unfold and, instead, taking the opportunity to plan for both good and bad potential scenarios.
Bookend the future
Set a tripwire
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Trust the process
do the work
acknowledgements & References
Leading the Revoltion Gary Hamel
Decisive
SWITCH
Chip Heath & Dan Heath
Chip & Dan Heath
The Decision Book
Mikael Kroherus & Roman Tschappeler
Thank you to our faculty for their contribution to the experience: content, facilitation, and otherwise. Jessica Gendron Williams Mark Koepsell Jeremiah Shinn Dan Wrona
Do the Work
Steven Pressfield
Zig Zag
Unstuck: A Tool for Yourself, Your Team, and Your World
Keith Sawyer
Keith Yamashita & Sandra Spataro
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Program Coordinator: Ryan O’Rourke