Take a few minutes to peruse Chapter 8 of Wheatley. As a response to this prompt, please cite, word for word, the sentence or passage that resonates most with you from the chapter (tell us the page number, please).
Page 147 We are free to choose, but we choose on the basis of self. This process is essential for all life and, if repressed or denied, the organism dies.
"Now my first desire with a group is to learn who they are, what self they are referencing…I discover who they are by notching what's meaningful to them as they engaged in their work. What issues and behaviors get their attention? What topics generate the most energy, positive and negative?… I have to be working with them, not sitting on the side observing behavior or interview individuals. In the process of doing actual work, the real identity of the group, not some fantasy image, always becomes visible" (p.148).
I'm going to need extended time on this one. I have it marked, but the Wheatly book is in my hotel room, not in my conference bag. Sorry team! I like your quotes so far!
pp. 139-140 "A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems. From a systems consciousness, we understand that no problem or behavior can be understood in isolation. We must account for dynamics operating in the whole system that are displaying themselves in these individual moments." i.e. The main thing is to keep the main thing the main thing.
From p. 149, last paragraph: " . . . Real change happens in personal behaviors, or in larger scale in entire organizations, only when we take time to discover this sense of what's worthy of our shared attention. We don't accept an organizational redesign because a leader tells us it is necessary. We choose to accept it if, and only if, we see how this new design enables us to contribute more to what we've defined as meaningful. And we don't accept diversity because we've been told it's the right thing to do. Only as we're engaged together in work that is meaningful do we learn to work through the differences and value them."
But there is also this, which I LOVE: (p. 143): "The critical task is to evoke our senses, not just our gray matter." We have to not just think, we have to FEEL!
Wheatley (2006) "If we are interested in effecting change, it is crucial to remember that we are working with these webs of RELATIONS, not with machines" (p. 145).
"I don't have to touch everybody; I just have to support those first courageous voices and encourae them to put it out on their own airways." pg 150 This reminds me as how I have seen change effectively being done in the past on my campus. Sometimes it begins with a small group of willing and influential groups of teahers from different content areas. They begin the process in their classes and share the successes they have with colleagues, which becomes a natural process. Then they help assist others who are willing to try it in their classrooms and it begins to spread like wildfires.
From witnessing how networks can communicate around the world with information they deem essential, I've come to believe that "preaching to the choir" is exactly the right thing to do. If I can help those who already share certain beliefs and dreams sing their song a little clearer, a little more confidently, I know they will take that song back to their networks. (p. 151)
"The great shift is this. A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems." p 139
Page 148, 2nd paragraph: "I have to be curious to discover these answers. And I have to be working with them, not sitting on the side observing behavior or interviewing individuals. In the process of doing actual work, the real identity of the group, not some fantasy image, always because visible."
"If we are interested in effecting change, it is crucial to remember that we are working with these webs of relations, not with machines. Once we recognize that organizations are webs, there is much we can learn about org. structure change just from contemplating spider webs. Most of us have had the experience of touching a spider web, feeling its resiliency, noticing how slight pressure in one area jiggles the entire web. If a web breaks and needs repair, the spider doesn't cut out a piece, terminate it, or teat the entire web apart and reorganize it. She reweave it, using the silken relationships that are already there, creating stronger connections across the weakened spaces." p 145
"...we understand that no system or problem can be solved in isolation. We must account for dynamics in operating in the whole system that are displaying themselves in these individual moments. ...A systems world cannot be understood by looking only at discrete events or individuals." pg. 168 large print edition
"Surrounded by creativity expressed as unending diversity, living in a world proficient at change, which maintains its resiliency through change, I hope we can begin to work with these powers rather than seeking to control or deny them." "The first great shift is this. A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems.
p. 140 "A systems world cannot be understood by looking only at discrete events or individuals."
ReplyDeletePage 147 We are free to choose, but we choose on the basis of self. This process is essential for all life and, if repressed or denied, the organism dies.
ReplyDelete"In order to change, the system needs to learn more about itself from itself. The system needs processes to bring it together" (p. 145).
ReplyDeleteOr this one..
Delete"Now my first desire with a group is to learn who they are, what self they are referencing…I discover who they are by notching what's meaningful to them as they engaged in their work. What issues and behaviors get their attention? What topics generate the most energy, positive and negative?… I have to be working with them, not sitting on the side observing behavior or interview individuals. In the process of doing actual work, the real identity of the group, not some fantasy image, always becomes visible" (p.148).
I'm going to need extended time on this one. I have it marked, but the Wheatly book is in my hotel room, not in my conference bag. Sorry team! I like your quotes so far!
ReplyDeletepp. 139-140 "A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems. From a systems consciousness, we understand that no problem or behavior can be understood in isolation. We must account for dynamics operating in the whole system that are displaying themselves in these individual moments." i.e. The main thing is to keep the main thing the main thing.
ReplyDeleteIf we recognize a shared sense of injustice or a common dream, magical things happen to people.
ReplyDeleteFrom p. 149, last paragraph: " . . . Real change happens in personal behaviors, or in larger scale in entire organizations, only when we take time to discover this sense of what's worthy of our shared attention. We don't accept an organizational redesign because a leader tells us it is necessary. We choose to accept it if, and only if, we see how this new design enables us to contribute more to what we've defined as meaningful. And we don't accept diversity because we've been told it's the right thing to do. Only as we're engaged together in work that is meaningful do we learn to work through the differences and value them."
ReplyDeleteBut there is also this, which I LOVE: (p. 143): "The critical task is to evoke our senses, not just our gray matter." We have to not just think, we have to FEEL!
Wheatley (2006) "If we are interested in effecting change, it is crucial to remember that we are working with these webs of RELATIONS, not with machines" (p. 145).
ReplyDelete"I don't have to touch everybody; I just have to support those first courageous voices and encourae them to put it out on their own airways." pg 150
ReplyDeleteThis reminds me as how I have seen change effectively being done in the past on my campus. Sometimes it begins with a small group of willing and influential groups of teahers from different content areas. They begin the process in their classes and share the successes they have with colleagues, which becomes a natural process. Then they help assist others who are willing to try it in their classrooms and it begins to spread like wildfires.
Ha! I love we posted this at the same time Susie and they are back to back.
DeleteFrom witnessing how networks can communicate around the world with information they deem essential, I've come to believe that "preaching to the choir" is exactly the right thing to do. If I can help those who already share certain beliefs and dreams sing their song a little clearer, a little more confidently, I know they will take that song back to their networks. (p. 151)
ReplyDeleteGreat minds. :)
Delete"The great shift is this. A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems." p 139
ReplyDeletePage 148, 2nd paragraph: "I have to be curious to discover these answers. And I have to be working with them, not sitting on the side observing behavior or interviewing individuals. In the process of doing actual work, the real identity of the group, not some fantasy image, always because visible."
ReplyDeleteWalk the talk!
DeleteYes!!!
Delete"If we are interested in effecting change, it is crucial to remember that we are working with these webs of relations, not with machines. Once we recognize that organizations are webs, there is much we can learn about org. structure change just from contemplating spider webs. Most of us have had the experience of touching a spider web, feeling its resiliency, noticing how slight pressure in one area jiggles the entire web. If a web breaks and needs repair, the spider doesn't cut out a piece, terminate it, or teat the entire web apart and reorganize it. She reweave it, using the silken relationships that are already there, creating stronger connections across the weakened spaces." p 145
ReplyDelete"...we understand that no system or problem can be solved in isolation. We must account for dynamics in operating in the whole system that are displaying themselves in these individual moments. ...A systems world cannot be understood by looking only at discrete events or individuals." pg. 168 large print edition
ReplyDeletepg. 139
ReplyDelete"Surrounded by creativity expressed as unending diversity, living in a world proficient at change, which maintains its resiliency through change, I hope we can begin to work with these powers rather than seeking to control or deny them." "The first great shift is this. A system is composed of parts, but we cannot understand a system by looking only at its parts. We need to work with the whole of a system, even as we work with individual parts or isolated problems.