MI STEM Partnership [St. Clair Hub] Governance Committee Design Charrette (Bring Your Brain! February 21, 2013 9:00AM Oakland Schools ISD)

      Design Charrette

       -Authentic SHARED Purpose-

True collaboration is not about being better than each other, it’s about being better because of each other. Every single person we meet has something to teach us. Are we actively listening to them?   

E-mail: Thanks for your reactions to the recent Doodle Poll regarding our Face 2 Face! Please mark your calendars!

Thursday, Feb 21st 

900 am - 1130 am

Oakland ISD  Room number TBD

My hope is that we can work through a finalization of a plan to tie a ribbon around so that we can present actionable items to the full HUB on March 13th.

Megan:  Noted your need to call-in.  Monica will need same.

Mike Gallagher:  Can we get a call in line to the room?

I look forward to our time together next week.

The adventure is in our ability to adapt!

Wishing all a Happy Cupid Day!

Karl

Reply: Yes – our rooms all have nice speaker phones

Mike Gallagher

Design Charrette 

Shared Purpose AGENDA Elements
(Add your thoughts via blog-site comments or this e-mail by replying)

Create and Synthesize Actionable Items / Governance Committee

(Meeting Preparation: March 13, 2013 St. Clair Hub)

*Communications Recommendation 

Frameworks & Tent-poles
(Begin with the End in Mind / Informed by Understanding by Design)

MI STEM Partnership St. Clair Hub

Vision & Mission Statements

4 Goals 

Develop Pathways to STEM  Careers

Promote STEM Education

Improve Teacher Preparation and Expand Professional Development

Establish STEM friendly Public Policy

Communication Assets

MI STEM Partnership Web-site & Basecamp

*MI STEM Partnership Blog-site 

Framing Purpose Questions

Why STEM?

(American Competitiveness Concerns / Convert to American Competency)

What is the What?

(Things we will do)

What is our "Risk Tolerance?"
(In the Box, Out of the Box, Out of our Minds) 

What is STEM to STEAM?
(STEM: Science, Technology, Engineering, Math / STEAM: Science, Technology, Engineering, Art, Math)
 
ADD OTHERS HERE: ????

Things that may help us frame our Understanding

Pause to Lead Forward (Preparation Overview)

http://changethis.com/manifesto/102.02.PausePrinciple/pdf/102.02.PausePrinciple.pdf

Cognitive Backpack Gear Interpretation (becoming an in-depth comprehender) Forming, grasping, and applying concepts Accessing and using prior knowledge and experience Understanding through verbal, nonverbal, and experiential pathways Forming multiple vivid mental representations of new knowledge and ideas Monitoring degrees of comprehension Analyzing expectations (overt as well as unspoken) Systematically evaluating ideas, issues, people, and products Assessing opportunities Actively processing information inputs Balancing or integrating detail with the “big picture” Finding a balance between “top-down” and convergent thinking Instrumentation (acquiring a project mentality) Brainstorming Thinking long-term and previewing potential outcomes Applying step-by-step thinking (instead of snap decisions or impulsive approaches) Achieving task integration Learning, developing, and applying strategies Managing time and prioritizing Overcoming an obsession with “fun” Harnessing mental energy and effort Postponing “payoffs”; working one's way up Developing effective personal work patterns Interaction (building and sustaining productive, fulfilling relationships) Succeeding interpersonally without social addiction Collaborating Resisting/preventing affiliation dependency Forging working relationships (as opposed to adolescent-type friendships) Communicating effectively (verbal pragmatics) Relating to more senior people (such as bosses) Inner Direction (attaining malleable self-insights that inform self-launching) Knowing one's current profile of strengths and weaknesses Aligning that profile with (preliminary/tentative) life plans Reviewing autobiographical leitmotifs Deciding on personal job values Finding pockets of intrinsic motivation/passions Discovering and cultivating affinities Uncovering competitive advantage(s) Previewing potential life roles Probing what it will bring into being To Sell is Human (Daniel Pink) Ambiverts, Problem-Finders, and the Surprising Secrets of Selling Your Ideas by Maria Popova “It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship that often sets the creative person apart.” Whether it’s “selling” your ideas, your writing, or yourself to a potential mate, the art of the sell is crucial to your fulfillment in life, both personal and professional. So argues Dan Pinkin To Sell Is Human: The Surprising Truth About Moving Others (public library; UK) — a provocative anatomy of the art-science of “selling” in the broadest possible sense of the word, substantiated by ample research spanning psychology, behavioral economics, and the social sciences. Pink, wary of the disagreeable twinges accompanying the claim that everyone should self-identify as a salesperson, preemptively counters in the introduction: I’m convinced we’ve gotten it wrong. This is a book about sales. But it is unlike any book about sales you have read (or ignored) before. That’s because selling in all its dimensions — whether pushing Buicks on a lot or pitching ideas in a meeting — has changed more in the last ten years than it did over the previous hundred. Most of what we think we understand about selling is constructed atop a foundation of assumptions that have crumbled. […] Selling, I’ve grown to understand, is more urgent, more important, and, in its own sweet way, more beautiful than we realize. The ability to move others to exchange what they have for what we have is crucial to our survival and our happiness. It has helped our species evolve, lifted our living standards, and enhanced our daily lives. The capacity to sell isn’t some unnatural adaptation to the merciless world of commerce. It is part of who we are. One of Pink’s most fascinating arguments echoes artist Chuck Close, who famously noted that “our whole society is much too problem-solving oriented. It is far more interesting to [participate in] ‘problem creation.’” Pink cites the research of celebrated social scientists Jacob Getzels and Mihaly Csikszentmihalyi, who in the 1960s recruited three dozen fourth-year art students for an experiment. They brought the young artists into a studio with two large tables. The first table displayed 27 eclectic objects that the school used in its drawing classes. The students were instructed to select one or more objects, then arrange a still life on the second table and draw it. What happened next reveals an essential pattern about how creativity works: The young artists approached their task in two distinct ways. Some examined relatively few objects, outlined their idea swiftly, and moved quickly to draw their still life. Others took their time. They handled more objects, turned them this way and that, rearranged them several times, and needed much longer to complete the drawing. As Csikszentmihalyi saw it, the first group was trying to solve a problem: How can I produce a good drawing? The second was trying tofind a problem: What good drawing can I produce? As Csikszentmihalyi then assembled a group of art experts to evaluate the resulting works, he found that the problem-finders’ drawings had been ranked much higher in creativity than the problem-solvers’. Ten years later, the researchers tracked down these art students, who at that point were working for a living, and found that about half had left the art world, while the other half had gone on to become professional artists. That latter group was composed almost entirely of problem-finders. Another decade later, the researchers checked in again and discovered that the problem-finders were “significantly more successful — by the standards of the artistic community — than their peers.” Getzels concluded: It is in fact the discovery and creation of problems rather than any superior knowledge, technical skill, or craftsmanship that often sets the creative person apart from others in his field. Pink summarizes: The more compelling view of the nature of problems has enormous implications for the new world of selling. Today, both sales and non-sales selling depend more on the creative, heuristic, problem-finding skills of artists than on the reductive, algorithmic, problem-solving skills of technicians. Another fascinating chapter reveals counterintuitive insights about the competitive advantages of introversion vs. extraversion. While new theories might extol the power of introverts over traditional exaltations of extraversion, the truth turns out to be quite different: Pink turns to the research of social psychologist Adam Grant, management professor at the Wharton School of Business at the University of Pennsylvania (my alma mater). Grant measured where a sample of call center sales representatives fell on the introversion-extraversion spectrum, then correlated that with their actual sales figures. Unsurprisingly, Grant found that extraverts averaged $125 per hour in revenue, exceeding introverts’ $120. His most surprising finding, however, was that “ambiverts” — those who fell in the middle of the spectrum, “not too hot, not too cold” — performed best of all, with an hourly average of $155. The outliers who brought in an astounding $208 per hour scored a solid 4 on the 1-7 introversion-extraversion scale. Pink synthesizes the findings into an everyday insight for the rest of us: The best approach is for the people on the ends to emulate those in the center. As some have noted, introverts are ‘geared to inspect,’ while extraverts are ‘geared to respond.’ Selling of any sort — whether traditional sales or non-sales selling — requires a delicate balance of inspecting and responding. Ambiverts can find that balance. They know when to speak and when to shut up. Their wider repertoires allow them to achieve harmony with a broader range of people and a more varied set of circumstances. Ambiverts are the best movers because they’re the most skilled attuners. Pink goes on to outline “the new ABCs of moving others” — attunement (“the ability to bring one’s actions and outlook into harmony with other people an with the context you’re [sic] in”), buoyancy (a trifecta of “interrogative self-talk” that moves from making statements to asking questions, contagious “positivity,” and an optimistic “explanatory style” of explaining negative events to yourself), and clarity (“the capacity to help others see their situations in fresh and more revealing ways and to identify problems they didn’t realize they had”). For a taste of what makes To Sell Is Human worth picking up, here are some familiar faces and favorite voices: