Red beads
From Wikiexpert
Peder Halseide is out of school, but he is not done learning. He is not interested in information. He is interested in knowledge. He is not interested in technology, he is interested in systems. He is not interested in instructing, he is interested in educating.
Peder is going to be giving us a series of talks on "systems thinking"
Tonight's little talk is entitled: Leave It Alone!
Improve the system by reducing variation.
Anti-pattern:
- Goals without Methods :Pupils are given a bad start in life: goals without methods. Example: Grading
- Enlargement of a Committee- America 2000, An Educational Study published by the Secretary of Education based on a summit of the President and 50 Governor.
The system of profound knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology.
"Red Beads, A metaphor for the problems that we experience every day in our life. "
Tell Them what you are going to tell them
I have an impossible job: If you try to introduce people to a paradigm shift, they will hear what you have to say and then interpret your words in terms of their old paradigm. What does not fit, they will not hear. Therefore, a change in paradigm cannot be brought about by talking. People have to experience the change, or at a minimum see other people experiencing it, before they will begin to understand what you are saying.
The problem:
Motivation: why you do things... intrinsic or extrinsic? Watch a child play and learn...
"These forces cause humiliation, fear, self-defense, competition for gold star, high grade, high rating on the job. They lead anyone to play to win, not for fun. They crush out joy in learning, joy on the job, innovation. Extrinsic motivation (complete resignation to external pressures) gradually replaces intrinsic motivation, self-esteem, dignity."
Tell them
Responsibility- Able to Respond
What does it take to succeed? "A critical mass of people who understand and who work consistently."
When I talk to an administrator and ask, "How do things get done around here?" the administrator is apt to show me an organizational chart and point to the different boxes, explaining what the people assigned to those boxes are
supposed to do. Until Dr. Deming began to popularize his little diagram, managers concentrated their attention on the organization, not on how the work gets done. http://www.icelp.org/files/research/demingfeuerstein.pdf
Tell them what you told them
"If we are so busy now, when are we going to find time to improve?"
- Cooperation, not competition
