th 36 Annual OBTC 2009 From Good Teaching to Good Learning Jim Clawson Darden Graduate School of Business University of Virginia Developed by James Clawson
36 years! Long time! But … Does experience lead to wisdom? “Most people do not accumulate a body of experience. Most people go through life undergoing a series of happenings which pass through their systems undigested. Happenings become experiences when they are digested, when they are reflected on, related to general patterns, and synthesized. ” Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a Manager” HBR 11/03 2 Developed by James Clawson
Our conference theme this year is “From Good Teaching to Good Learning” What about your life? Have you been a good learner? 3 Developed by James Clawson
Happenings? ? ? ? S E C N IE R E P X E 4 Developed by James Clawson
Consider one life …. In 400 words or less 5 Developed by James Clawson
I broke out of the grip of Catholicism and made it through adolescence without killing myself in a car. I flunked out of college. I learned to play the guitar, lived on the beach, lived in the French Quarter, finally got laid, and didn't go to Vietnam. I got back into school, started a band, got a job on Bourbon Street, graduated from college, flunked my draft physical, broke up my band, and went out on the road solo. I signed a record deal, got married, moved to Nashville, had my guitars stolen, bought a Mercedes, worked at Billboard magazine, put out my first album, went broke, met Jerry Jeff Walker, wrecked the Mercedes, got divorced, and moved to Key West. I sang and worked on a fishing boat, went totally crazy, did a lot of dope, met the right girl, made another record, had a hit, bought a boat, and sailed away to the Caribbean. I started another band, worked the road, had my second and last hit, bought a house in Aspen, started spending summers in New England, got married, broke my leg three times in one year, had a baby girl, made more records, bought a bigger boat, and sailed away to St. Barts. I got separated from the right girl, sold the boat, sold the house in Aspen, moved back to Key West, worked the road, and made more records. I rented an apartment in Paris, went to Brazil for Carnival, learned to fly, went into therapy, quit doing dope, bought my first seaplane, flew all over the Caribbean, almost got a second divorce, moved to Malibu for more therapy, and got back with the right girl. I worked the road, moved back to Nashville, took off in an F-14 from an aircraft carrier, bought a summer home on Long Island, had another baby girl. I found the perfect seaplane and moved back to Florida. Cameron Marley joined me in the house of women. I built a home on Long Island, crashed the perfect seaplane in Nantucket, lived through it thanks to Navy training, tried to slow down a little, woke up one morning and I was looking at fifty, trying to figure out what comes next. LOVES MUSIC 6 Developed by James Clawson BREAKS THINGS
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Life’s Lessons Key Event +5/-5 EXPERIENCE MAKING Lesson Taken Away Adapted from Noel Tichy, The Leadership Engine 8 Developed by James Clawson
Life’s Story Chart of Emotions +5 0 -5 9 Developed by James Clawson
Patterns in Life’s Stories 10 Developed by James Clawson
Jim’s Life’s Story Chart of Emotions +5 0 -5 11 Developed by James Clawson “Marriage is bad. ”
Happenings in your Life? 1. Pick a HAPPENING in your life 2. Turn to your neighbor 3. Explain it and what it taught you that it became an experience? 12 Developed by James Clawson
Another Experience, Another Lesson “It ruined my life!” 13 Developed by James Clawson
“A system left to its own devices will recreate itself. ” John Bradley, JPMC 14 Developed by James Clawson
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. ” – Charles Darwin 15 Developed by James Clawson
Types of Learning Ken Bain, What the Best College Professors Do Superficial learning (facts and dates for receptions) Strategic Learning (instrumental--get me through the exam) Deep Learning (reflection, thinking, world view incorporation) 16 Developed by James Clawson
Learning at What Level? 1. VISIBLE BEHAVIOR 2. Conscious Thought 3. Values, Assumptions, Beliefs, and Expectations (VABEs) 17 Developed by James Clawson
“A” Physics Students After the physics course was over and completed Assembled the “A” students Let me ask you what you believe about certain phenomenon. What if you swung a ball on a rope and released it? E. g. 18 Developed by James Clawson
The number one question in life? Will you ever be anything more than a vessel transmitting the genes and memes (VABEs) of previous generations on to the next? Adapted from Mihalyi Csikszentmihalyi The Evolving Self 19 Developed by James Clawson
Generational Effects: Shared VABEs Morris Massey The People Puzzle Depression Baby Boomers Gen X Gen Y Millenials 20 Developed by James Clawson
MILLENIALS? ? Developed by James Clawson
Can People Change? If so, how? If so, will they? 22 Developed by James Clawson
Levels of Human Activity HABITUAL? 1. Visible Behavior 2. Conscious Thought 3. VABEs (values, assumptions, beliefs, and expectations) 23 Developed by James Clawson
What is your most persistent habit? And how does it affect your learning? 24 Developed by James Clawson
How do people learn to change their world views? Perhaps the central issue in today’s world. How does one create “expectation failures? ” Can you/we facilitate the digestion of educational happenings in order to help create worldview changing experiences? 25 Developed by James Clawson Level Three Approach
People learn best and most deeply when … 1. 2. 3. 4. 5. 6. 7. They try to answer questions or solve problems they find interesting, intriguing, important, or beautiful; They can try, fail, receive feedback, and try again before anyone makes a judgment of their work; They can work collaboratively with other learners struggling with the same problems; They face repeated challenges to their existing fundamental paradigms; They care that their existing paradigms do not work; They can get support (emotional, physical, and intellectual) when they need it; They feel in control of their own learning, Developed by James Clawson not manipulated; They believe that their work will be considered fairly and honestly; 9. They believe that their work will matter; 10. They believe that intelligence and abilities are expandable, that if they work hard, they will get better at it; 11. They believe other people have faith in their ability to learn; 12. They believe that they can learn. 8. Source: The Research Academy for University Learning at Montclair State University – Montclair, New Jersey
What would you like to learn this week? 27 Developed by James Clawson
That said, there’s an “issue” with goals and achievement orientation. . Goals tend to set up a “problem orientation” to life…. How can problem solving be a problem? 28 Developed by James Clawson
Problems: The Source of Change “…the starting point of any effective change effort is a clearly defined business problem. ” Beer, Eisenstadt, Spector—Why change programs don’t produce change. HBR What problems do you SEE? What kind of problem is strong enough to motivate you to initiate change? 29 Developed by James Clawson
The Structure of Problems: Want-Got Gaps 1. Stakeholder 2. WANT 3. GOT Gap? 30 Developed by James Clawson © James G. Clawson
The Problem with Problem Solving: OSCILLATION Recognizing the problem leads to action to solve the problem Leads to less intensity of the problem Leads to less action to solve the problem Leads to the problem remaining False sense of security: you know just what you are supposed to do: find and solve problems. If you didn’t have problems, what would you think about? How would you spend your time? What drives the action is the intensity of the problem REACTIVE OSCILLATION. 31 Developed by James Clawson
Structural Conflict leads to Oscillation TENSION RESOLUTION Hunger Overweight 32 Eat Diet Developed by James Clawson
Oscillation drains energy Centralize Customer Organization Grow Acquire Diversify 33 Developed by James Clawson Decentralize Geography Organization Contract Organic Sales Stick to Knitting
“Problems” are Insolvable “All of the greatest and most important problems of life are fundamentally insoluble…they can never be solved, but only outgrown. This “out growth” proved on further investigation to require a new level of consciousness. One higher or wider interest appeared on the patient’s horizon, and through this broadening of his or her outlook, the insoluble problem lost its urgency. It was not solved logically in its own terms, but faded when confronted with a new and stronger life urge. ” -- Carl Jung 34 Developed by James Clawson
The Path of Least Resistance Robert Fritz 1984, 1989 Random House Developed by James Clawson
Fritz’s Alternative: Orient to the Creative Process 1. Describe accurately where you are (Collins’ “confront the brutal facts”) 2. Make a vision of what you want to create with your life/work. Make sure it’s something you want so bad, you are magnetically attracted to it. 3. 4. 36 What do Formally choose the result you want in Move on (if you really want it, you will naturally ‘flow’ to create? that direction. ) Developed by James Clawson
Na t ur al Flo w an d En er gy Be careful of the “achievement orientation” Energy 37 Developed by James Clawson 1. 2. 3. 4. Other dangers of the achievement orientation: Winning at any cost Making the numbers is #1 Emerging hollowness Character and ethical implications
But Jim! It’s a results oriented world!! What are you talking about? 38 Developed by James Clawson
Does how you feel affect your performance? How many times have you been asked by supervision at work how you want to feel? How do you WANT to feel? The pervasive management assumption (VABE): PWD WTHTD ROHTF I assert that this is a formula for mediocrity. 39 Developed by James Clawson
THE RESONANCE MODEL 550 world class performers in 5 professions dream revisit your dream preparation obstacles 40 Developed by James Clawson
The Relationship between Dream and Preparation: Vijay Singh, pro golfer “Confidence doesn’t come from winning. Winning comes from confidence. And that confidence comes from hard work. ” - Vijay Singh, Golf Digest, “From the Gallery, ” June 2005. Singh won nine tournaments in 2004, was ranked #1 in the world, and is known for his extraordinary practice regimen, hours and hours a day. 41 Developed by James Clawson
STAMINA: the preparation “problem” dream You w the on’t stam have per ina to unl sist LOV ess y E th ou e th ing preparation 42 Developed by James Clawson Doug Newburg, Ph. D
Relationship between stamina and the “dream” “Even to this day I get a thrill out of just hitting balls. Seeing the shot and then hitting the shot. If I can hit the ball the way I want to hit it on the range, I’d rather do that than play golf. I just love the feeling of hitting good golf shots. ” - Vijay Singh, Golf Digest, April 2008, page 188. What do you enjoy enough that you can persist doing it just for the joy of doing it regardless of result? 43 Developed by James Clawson
Examples of Feel … v Easy speed (Jeff Rouse) v Playing to win at the highest level v v v 44 Developed by James Clawson (Dawn Staley) Out of my chest Being at one with my surroundings Peaceful, satisfied, alive Buoyant, connected mastery Light, unhurried, and engaged.
The dangerous “outside-in” nature of corporate goals. 100% Assertiveness OUTSIDE 50% INSIDE 0% 45 Developed by James Clawson Fear of Rejection
Focusing on Feel to Perform Dave Scott 49, Six-time Ironman Hawaii Champion “During a race, I never wear a wristwatch, and my bike doesn’t have a speedometer. They’re distractions. All I work on is finding a rhythm that feels strong and sticking to it. ” Outside, 9/03, p. 122 46 Developed by James Clawson
Typical Reaction to Obstacles: Getting stuck in the “Duty” Cycle dream preparation he “Stuck in t uty Have-to D Cycle” s obstacles s 47 Developed by James Clawson
The Resonance Model Breaking through the SOS Barrier dream revisit your dream preparation obstacles 48 Developed by James Clawson
What is “success? ” Money? Fame? Power? “afterward, you want to do it again. ” 49 Developed by James Clawson
What’s the difference between a “job” and “work? ” “I stopped loving golf at exactly the time I decided to turn pro. ” - Tom Weiskopf , Golf, July 2004, p. 133 People pay me a lot of money to go away from my family, stay in cheap motels, ride on the bus all night, and eat rubber chicken. But when the curtain goes up and the light on the camera goes on, THAT I do for free. 50 Developed by James Clawson - Grammy winning musician
What’s your dominant thought on your way into work in the morning? 51 Developed by James Clawson
Going to a Job 52 Developed by James Clawson
What happens when one crosses the divide between choice and obligation? CHOICE 53 Developed by James Clawson Energy? Productivity? Creativity? Innovation Engagement? Commitment? Buy-In? OBLIGATION
Going to Work 54 Developed by James Clawson
Wait a minute!!! You gotta get goal ‘buy-in!’ 55 Developed by James Clawson
Buy-In Level Motto 1. Passion Whatever it takes. 2. Engagement Do want you want. 3. Agreement Do what you should. 4. Compliance There’s always a way around it. 5. Apathy Whatever. 6. Passive Resistance Oops. 7. Active Resistance 56 Developed by James Clawson No way in hell.
Leadership /Instructional Technique and Consequence 1. Level One Techniques: Pay, rewards, punishments, threats, coercion, intimidation 2. Level Two Techniques: logic, data, evidence, reason, statistics, charts, analysis 3. Level Three Techniques: vision, purpose, values, stories, music, symbols, strategy, TPOV 57 Developed by James Clawson BUY-IN 1. 2. 3. 4. 5. 6. 7. Passion Engagement Agreement Compliance Apathy Passive Resistance Active Resistance
Resonance is a question of inward and outward harmony I think that we’re seeking is an experience of being alive, so that our life experiences on the purely physical plane will have resonance with our innermost being and reality, so that we actually feel the rapture of being alive. Joseph Campbell, The Power of Myth, 1988 58 Developed by James Clawson
The Pursuit of Excellence "Excellence is attained by those who care more than others think is wise, who risk more than others think is safe, who dream more than others think is practical. “ Bud Greenspan 59 Developed by James Clawson
Five Key Questions 1. How do I want to feel today? 5. What are you willing to work for? 4. How can I 2. What does it take get it back? RESONANCE to get that feeling? 3. What keeps me from that feeling? 60 Developed by James Clawson
THE PURPOSE OF LIFE v Find Your Resonance v Invest in Your Resonance v Enjoy Your Resonance v Help Others Find Their Resonance 61 Developed by James Clawson
Uh, context, Jim? ? ? 62 Developed by James Clawson
The Importance of Organizational Culture “Culture eats strategy for breakfast. ” Sign hanging in the Ford Motor Company’s Organizational Change War Room “Culture isn’t just one aspect of the game—it is the game. ” Louis V. Gerstner Jr. , former CEO of IBM, Business Week, 2/12/07, p. 73) 63 Developed by James Clawson
Problems at GM “But in working for the largest company in the industry for so long, they (“guys like Wagoner—smart, sincere, diligent— modern day Eagle Scouts”) became comfortable, insular, selfreferential, and too wedded to the status quo—traits that persist even now, when GM is on the precipice. They prefer stability over conflict, continuity over disorder, and GM’s way over anybody else’s. They believe that hard work will overcome adversity, and that tomorrow will be better than today—despite four decades of evidence to the contrary. In many ways the story of General Motors since the 1960’s is a tale of accelerating irrelevance. ” Alex Taylor III, Fortune, 12/8/08, p. 94. 64 Developed by James Clawson
You are always teaching. Every encounter between a superior and a subordinate involves learning of some kind for the subordinate. (It should involve learning for the superior, too, but that is another matter. ) When the boss gives an order, asks for a job to be done, reprimands, praises, conducts an appraisal interview, deals with a mistake, holds a staff meeting, works with his subordinates in solving a problem, gives a salary increase, discusses a possible promotion, or takes any other action with subordinates, he is teaching them something. The attitudes, the habits, the expectations of the subordinate will be either reinforced or modified to some degree as a result of every encounter with the boss. . . The day‑by‑day experience of the job is so much more powerful that it tends to overshadow what the individual may learn in other settings. Douglas Mac. Gregor, The Human Side of Enterprise pp. 199‑ 200 65 Developed by James Clawson
Can you change anything in the world “out there” without changing yourself first? Society Organization Team Self 66 Developed by James Clawson
Change and Learning In a world of change, learners will inherit the earth, while the learned shall find themselves perfectly suited for a world that no longer exists. Eric Hoffer, Ordeal of Change 67 Developed by James Clawson
LEARNING FROM HAPPENINGS "To most men, experience is like the stern lights of a ship which illumine only the track it has passed. ” --Samuel Taylor Coleridge "Experience is not what happens to a man, it is what a man does with what happens to him. " --Aldous Huxley 68 Developed by James Clawson
Will you (not can you) change? Will you ever become anything more than a vessel transmitting the memes and genes of previous generations on to the next? Will you rise above (transcend) your two legacies (genetic and memetic/VABEs) and lead others to do the same? If not, … 69 Developed by James Clawson
Importance of Learning The only real source of competitive advantage may be the capacity to learn. Arie de Geus, The Living Company 70 Developed by James Clawson
Can you find a good haircut this week? Can you learn how to create Japanese haircuts in the classroom? When you learn something from someone, take note and toss that person a bone. 71 Developed by James Clawson
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