Resources

When we work in schools, we work to explain how complex systems work, and we engage in dialogue with people in the system to identify the patterns coherent with their shared identity, tasks, priorities, and practices. As a result of this deep dive into exploring their patterns, educators then identify options for action to generate and sustain the patterns they want to see.

The Landscape Diagram uses agreement and certainty as measures which create a landscape of different zones of system stability; HSD suggests ways we can shift the stability if we want to change how the system behaves.

Executive coaching is definitely not a game, but the issues clients bring to us are finite and infinite games – ones you try to “win” and ones you try to keep playing.  It’s like the image above. If I had named it “My Mind” you would make the translation and possibly think “She’s feeling scattered and crazy.” The art piece is resolved in your mind (finite game). If I leave the art piece untitled, you can keep looking at it wondering what it is. Each time you look at it, based on the time in your life, the issues you are experiencing, etc., you might see something different (infinite game.) So, how does this relate to coaching our clients?

Consider the best training session you ever attended. What made it so good? What constitutes a good training/learning experience for you? In this week's article, Royce Holladay talks about the patterns that set the conditions for deep learning.

Over the last several weeks, Mary Nations and Royce Holladay have shared several blog articles about Generative Engagement.This week, they conclude their series with a look at where they've been and where you can take it next. 

This is the next in a series of blog articles where Royce Holladay and Mary Nations explore dynamics of Generative Engagement. The specific focus of this piece is to apply an HSD lens to patterns of diversity and engagement.