Powerful Distinctions

Question 1

Learning Definition

Answer 1

The expansion of awareness and skills to produce new results

Question 2

Knowable Spaces

Answer 2

1. Draw 2 circles same size, side by side
2. In the left circle, imagine everything you know
3. In the right circle, imagine everything that is knowable, e.g. (check Out Quora)
4. Now scale the left circle to size (relative to the right) and put it inside the right circle.
5. Lession: The more we know, the more we realize how little we know - Socrates

Question 3

10 Enemies of Learning

Answer 3

1. Inability to admit “I don’t know.”
2. Not making the time
3. Looking for quick fixes
4. Treating assumptions as facts
5. Confusing acquiring information with developing competence
6. Need for answers now
7. Need for competence now, Inability to be a beginner
8. Inability to give up old strategies (sunk costs)
9. Unwilling to be taught
10. Negative self limitations, e.g. “I can’t learn… I’m too…”

Question 4

Ladder of Inference - Seven Steps

Answer 4

I take action based on what I believe to be true

2. I adopt beliefs about myself, others, and the world
3. I draw conclusions
4. I make assumptions (fill in the gaps) based on the meanings I added
5. I add meanings (cultural, historical, personal)
6. I select data from what I observe
7. I have observable experiences with phenomena

Question 5

First Law of Performance

& Leadership Corollary 1

Answer 5

1. How people perform correlates to how situations occur them.

Leadership Corollary 1: Leaders can influence (have a say, and give others a say), in how situations occur.

Question 6

13 Permanent Domains of Human Concern

Answer 6

1. Body
2. Learning
3. Career
4. Community
5. Self-worth - Dignity
6. Aesthetics - Beauty
7. Family
8. Professional - Work
9. Money - Prudence
10. World
11. Lifestyle
12. Spirituality
13. Membership

Question 7

Second Law of Performance

& Leadership Corollary 2

Answer 7

1. How a situation occurs arises in language

Leadership Corollary 2: Leaders can master the conversational environment.

Question 8

Third Law of Performance

Answer 8

1. Future-based language transforms how situations occur to people.

Leadership Corollary 3: Leaders can listen for and declare the future of their organization

Question 9

Anatomy of Performance - 6 Principles

Answer 9

1. Performance describes the actions we take and the results we get.
2. Results come from our actions and external factors
   
   • External factors include our reactions & habits, as well as phenomena & actions of others outside our locus of control
3. Our actions are shaped & constrained by the way situations occur for us
   
   • The way situations occur to us is shaped & constrained by the obeserver and choice maker we are
4. The observer and choice maker we are is constituted by our stories, moods/emotions, physical dispositions, practices, & Hx
   
   • We have stories about our past, present, future
   • Our stories contain assessments, declarations, commitments & concerns
   • We have moods & emotions that predispose us to certain actions and not others
   • We embody our stories, moods & emotions, our practices & our histories - BELPH - is an interdependent coherence
5. We can shift the observer and choice maker we are by shifting the stories, the body, our practices, & even our histories
6. We can influence others through conversations

Question 10

Six Human Needs

Answer 10

1. Connection & Love
2. Contribution
3. Certainty
4. Uncertainty/Variety
5. Growth
6. Significance

Question 11

Accountability Culture (from OZ Principle)

Answer 11

1. See it
2. Own it
3. Solve it
4. Do it

Question 12

Strategic Intervention Coaching Process

Answer 12

1. List Domains of Human Concern
2. Get curious about each domain:
   
   • What is your routine?
   • How do you feel in this domain?
   • With who?
   • Patterns or Triggers?
   • How long?
3. What Needs get met for each domain?
4. Expand the needs (min 2-3) for each domain
5. Identify and expand the vehicles that make it easier to meet needs better in each domain

Question 13

Reasons the Coach Cannot Do the Work

Answer 13

1. It’s like going to the gym – I could to all the push ups, sit ups, and you will not be any stronger…

Question 14

3 Conditions for Conflict

Answer 14

1. Disagreement
2. Limiting Factors
3. Unclear Property Rights

Question 15

Resolving Conflicts

Answer 15

1. Step 1: Verify and ID components of conflict
2. Step 2: Engage in dialogue
3. Step 3: Break the limiting factors by moving from the position to the interest: What is it about X that is more important than X itself?
4. Step 4: Brainstorm options that satisfy both interests.