norms of collaboration presuming positive intentions concepts & tools for practitioners...

Norms of Collaboration

Presuming Positive Intentions

Concepts & Toolsfor Practitioners

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Welcome!Thinking Collaborative –

Adaptive Schools Seminarswww.thinkingcollaborative.com

Norms of Collaboration

1. Pausing

3. Posing Questions

4. Putting Ideas on the Table

5. Providing Data

7. Presuming Positive Intentions

6. Paying Attention to Self and Others

2. Paraphrasing

Thinking Collaborative - Adaptive Schools Seminars

Outcomes for This Norm

Understanding of Presuming Positive Intentions.

Skills for reflecting on and inquiring into intentions – one’s own and those of others.

Self-assessment of Presuming Positive Intentions.

Relaxed Alertness

allows access to the

prefrontal cortex under

conditions of high

challenge and low

threat or risk

Downshift

causes loss of

resourcefulness and

flexibility as the

basal ganglia and

amygdala take charge

Action

Pyramid of Influence

Intention

Attention

Read, Recall, Retell

Activate & Engage

1. With a partner, decide A & B.

2. Silently read the first paragraph of

Presuming Positive Intentions.

3. A covers the text, pauses to recall, and

retells – or paraphrases - the text.

4. B clarifies by posing a question if necessary.

5. Reverse roles for paragraph 2.

6. Stop when you have completed

paragraph 2.Thinking Collaborative – Adaptive Schools Seminars

Read, Recall, Retell

Activate & Engage

6. Silently read the third paragraph, beginning “Our

communication with others…”

7. A covers the text, pauses to recall, and retells –

or paraphrases - the text.

8. B clarifies by posing a question if necessary.

9. Reverse roles for paragraphs 4 and 5 together.

Thinking Collaborative – Adaptive Schools Seminars

Stop when you have completedthe first page of text.

Think, Write, Pair

Activate & Engage

Given the invisibility of intentions and theneed to infer them, what strategies do you already use to support you in accomplishing this important mental work?

Jot your thoughts in your Dendwrite.

Share and explore with your partner.


The Ladder of Inference

Partners Process

Making Connections

What are some of the

connections you might be

making between Presuming

Positive Intentions and the

Ladder of Inference?


The Ladder as Conceptual Framework

Observable Data

Selected Data

Assumptions

Conclusions

Beliefs

Actions


Key Phrases

1. Read silently The Ladder of Inference as Conceptual Framework, noting key phrases.

2. One partner shares a key phrase or two and their personal significance.

3. The other partner pauses and paraphrases.

4. Reverse roles and repeat.

Ladder of InferenceJamie’s Case

How the Ladder of Inference Works

Silently read the paragraph titled

A Brief Case Scenario,

the last paragraph on page 2.


Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

High level of engagement by everyone except Jamie

All invested in learning except Jamie


A Conceptual Framework

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

Ladder of Inference

Jamie is: disengaged looking at cell phone texting



Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

Jamie doesn’t want to be in this session

Ladder of Inference



Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

Jamie doesn’t value professional development

Ladder of Inference



Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

Jamie will sabotage the session

Ladder of Inference



A-B Say Something

Ladder of Inference


1. With your partner, continue as A & B.

2. Silently read the first paragraph on page 3.

3. A says something about the text.

4. B pauses, paraphrases A, then says something

else.

5. A paraphrases B.

6. Reverse roles for the second paragraph.

7. Reverse roles again for the third paragraph.

Relaxed Alertness

allows access to the

prefrontal cortex under

conditions of high

challenge and low

threat or risk

Downshift

causes loss of

resourcefulness and

flexibility as the

basal ganglia and

amygdala take charge

What, Why, How



We are now aware of what

we do and why we do it!

Next, how do we get out of

those “recursive loops?”

Converting Negative Energy:

Release from the

Recursive Loops of

the Ladder of Inference

Think, Write, Share

Activate & Engage

1. Reflect on your experience with groups.

2. What are some group member

behaviors that detract from

others’ learning, or from the

group accomplishing its task?

3. Create a list of these group member

behaviors in your Dendwrite.

4. Choose a recorder.


Think, Write, Share

Activate & Engage

5. As a table group, share the items in round robin fashion. No crosstalk. Recorders: record items as they are shared.

…looking to the green supports the

facilitator or presenter, because when you

look to the red, one tends to get defensive

or judgmental. Looking to the green, you

can get curious. Your disposition influences

the quality of your presence, your inter-

actions, and the responses you get. By

avoiding the emotional flooding that comes

with looking to the red, one has access to

the full range of intervention strategies one

knows. Robert Garmston



The trick in presuming positive intentions is not to predict what the intention is, but to feel confident that there is one.

– Bob Garmston

Key Words

Identify and Explore

Partners silently reflect on the

quotation on the next slide,

individually making note of key

words that stand out as significant.


“The challenging internal work of facilitation

is to identify and explore the core values and

assumptions that guide your actions, to

rigorously reflect on how they increase or

decrease your effectiveness, and to develop

a new set of values and assumptions that you

can use to increase your effectiveness and

that of the groups you work with.”

⌘ Roger Schwarz

Reflection and Inquiry

1. Now for each word selected, partners silently inquire into their respective thinking:

“Why did I choose this word?”

“What made these particular words important to me?”

2. Partners share their thinking,

paraphrasing each other.


Identify and Explore

Two skill sets will be important here.

Reflection:

Inquiry:

How




Reflection: slowing down our thinking, becoming consciousof our mental models generally, and ourintentions specifically.

Inquiry:

How




Reflection: slowing down our thinking, becoming consciousof our mental models generally, and ourintentions specifically.

Inquiry:questioning how we constructed meaning, formed assumptions, developed conclusions, shaped our own intentions, and identified the intentions of others.

How



Looking ThroughMultiple Lenses

Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

What data are available – experiential, dispositional, situational?



Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

What data – experiential, dispositional, situational – am I selecting to focus on?



Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

What assumptions am I holding about this person or this situation?



Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

What conclusions am I drawing?



Ladder of Inference

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

What beliefs do I hold that relate to this person and situation? What are my intentions?


1. Recall the earlier scenario where you

were a presenter and Jamie was a

participant.

2. Partners silently read the section

Applying the Ladder to the Jamie

Scenario at the bottom of p. 5.

Read and Apply

Ladder of Inference

3. Explore with your partner. As

a presenter, how might your actions now

differ from the actions you would have

previously chosen?

Ladder of InferenceRead and Apply

Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions

Ladder of Inference


Application Alternatives

4. Dialogic reflection with a partner

3. Written retrospective with revisions

2. Consideration in Retrospect

1. Consideration in the Moment

Ladder of Inference


Organize & Integrate

3. Jot your thoughts in your Dendwrite, and identify which of the four application alternatives might best serve you.

2. Identify an actual or anticipated situation in which the Ladder of Inference might you as a tool for reflection and inquiry.

1. Reflect on your present or anticipated work in your organization.

4. Share and explore your thinking with a partner.

Ladder of InferencePocket Cue Card



Creating a Personal Foundation

Use your Dendwrite to journal your

private thoughts and reflections

about how you view people generally.

Prompts will be provided to scaffold

your thinking and journaling.

What might be some of the assumptions you

hold for people in general?

In what ways are the conclusions you reach

with respect to people based on the accurate

processing of as much data as possible?

What beliefs do you hold about the goodness

of people in general?




In what ways do you challenge your own mental models and revise them for the purpose of shifting perspectives?

What are your beliefs about positive intentions, even in those situations that you struggle to understand?

What are your beliefs about the proposition that every person acts in a way that is guided by some degree of positive intent, from their personal point of view?





Table Groups Debrief

1. Take a few moments to re-read your

thoughts.

2. Identify the M.I.P. and jot it in your

Dendwrite.

M.I.P. – T.G. M.I.P.


3. One person shares their M.I.P. with the Table Group.

4. The person on the right pauses and paraphrases, and then offers their M.I.P. (no crosstalk).

5. The pattern continues until all have shared.

6. Table Groups craft a paraphrase that captures your T.G.M.I.P.

7. Be prepared to share whole group.

Table Groups Debrief

M.I.P. – T.G. M.I.P.

Tools for PresumingPositive Intentions


➫ Go for the Green

➫ The Ladder of Inference

Conceptual Framework

Reflection & Inquiry

➫ Congruent Positive Presuppositions

Read and Respond with your partner:

“[Expectancy] theory emphasizes the

needs for organizations to relate rewards

directly to performance and to ensure that

the rewards provided are those rewards

deserved and wanted by the recipients.”

⌘ Victor Vroom Work and Motivation

Expectancy Theory

Congruent Positive Presuppositions



Read and Respond with your partner:

“External motivation can actually result

in diminished intrinsic motivation, lower

performance, less creativity, and short-

term thinking.”

⌘ Daniel Pink Drive: The Surprising Truth About What Motivates Us

Motivation



Hmm, a dichotomy? A polarity?

Activate & Engage

Positive Presuppositionsas Motivators-------------------

Vroom:Expectancy

Theory

Positive Presuppositions asCounter-Motivators

-------------------Pink:

Internal Motivation


Sentence Share


1. Partners read silently the first 4 paragraphs of

…Congruent Positive Presuppositions.

2. After reading, each partner selects one

sentence that stands out.

3. Partners take turns sharing sentences,

explaining the personal significance.

Paraphrase and inquire to

explore thinking. Thinking Collaborative – Adaptive Schools Seminars

A-B Each Teach


1. Partners decide A & B.

2. Partner A reads Grounding

in Expectancy Theory.

3. Partner B reads Alignment

and Authenticity.

4. When both are done,

each teaches the other.



Positive Presupposition Traps!



The Internal Congruence Trap


Internal Congruence



What is the internal work that

must be done in order for a

speaker’s beliefs, language, and

actions to be congruent?

Action

Intention

Attention



The Work of Internal Congruence

1. Earlier you journaled responses to six prompts to establish a personal foundation for Presuming Positive Intentions.

2. Return to this journaling, and jot your reflections about how your thinking might apply to developing internal congruence for positive presuppositions.

Personal Reflection


The Work of Internal Congruence

3. Share and explore with your partner your thinking about how your personal foundation thinking might apply to establishing Internal Congruence.

Partner Reflection


Positive Presupposition Traps!



The External Congruence Trap



Vroom:Expectancy

Theory

Pink:Intrinsic

Motivation

External Congruence




External Congruence

If the positive presupposition

is in hollow words –

not grounded in the

listener’s beliefs –

then it will be ineffective!

Ladder of Inference Revisited


Observable Data

SelectedData

Assumptions

Conclusions

Beliefs

Actions1. Internal Work 2. External Work

Enter at any step; move

up and down the double

arrow as needed:★ Reflect;★ Inquire.

Now return to the

step where you

select data and re-

climb the ladder.


Taking Action…

Next Steps


As I continue to

think about my

use of positive

presuppositions,

a next step

for me

will

be…



Stop Light Self Assessment

To develop your mindset and tool set for Presuming Positive Intentions…

…what might you stop doing?

…what might you be alert to?

…what might you start doing?


The trick in presuming positive intentions is not to predict what the intention is, but to feel confident that there is one.

– Bob Garmston

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