Level III: learning experiments
Given the complex and emergent nature of these Level III Learning Partnerships, both their nature and their cost need to be negotiated. Each new Level III Partnership should be unique to the needs and interests of the people involved. Nonetheless, it's also true that previous Level III Partnerships have typically found their way into one of three distinct contract patterns. At your request, we’d be happy to explore with you what these variations look like. Call us; we can explore with you the ways the specific Learning Partnership that we'd develop with you might mirror one of these patterns, yet vary in important ways that made sure what we do together will meet your specific interests.
The kinds of 21st Century world-views, modes of thinking, and ways of acting described across this website are not things that a teacher and a student can create in a ‘for credit’ course that's meeting twice a week in a university classroom. Rather, the development of these new modes of thinking and ways of behaving are results you must nurture outside the classroom, in the real world, one small experimental, real-life step at a time. This clearly is the raison d'être for all the work that's done in TLO’s five Level III Executive Workshops.
THE First Level III Workshop in this series is a conversation about the ways in which this world's globalization processes, and this century's disruptive technologies, accelerating rates of social change, intractable ethnic conflicts, and growing economic disparities are quietly coming together behind the scenes in ways that will eventually discredit most of our traditional leadership practices. Unfortunately, too many of today's leaders are either ignoring or denying these processes, especially its immediate impacts. This workshop is designed to acknowledge rather than deny these dynamics, come to terms with them, and then look to answer one primary question; "What do we need to do to become consciously aware and effectively involved in our own leadership development efforts?"
THE Second Level III Workshop is an in-depth conversation about two of this new century’s most remarkable characteristics. First, the way that the radical changes it's fostering are beginning to demand from us the ability to consciously initiate the re-make of our own mindsets. And second, the fact that, for any of us to actually re-make our own habitual modes of thinking means that each of one us has to learn how to use a variety of experiential and transformational learning concepts and methods. In this regard, the purpose of this workshop is helping you assess whether these two propositions make sense to you, and, if they do, to decide what you, need to do to effectively address these new ideas, right down to their most concrete, practical implications.
THE Third, Fourth & Fifth Level III Workshops are all concerned with what we each must do to discover, develop, and then test the new kinds of leadership worldviews, mindsets, and orders of consciousness we’ll need if we're going to survive and thrive in the years ahead. Within this overall framework, each of these workshops explores one of three pivotal concerns.
The Third Workshop addresses the neurobiological foundations of our individual worldview. We do this, first by making our current neurobiological hardwiring an issue of conscious concern, second by helping you understand the habitual ways in which your own particular leadership beliefs are hardwired into your body, and finally by using these new insights to figure out which of our previously beliefs now seem most questionable as reliable guideposts for effective leadership action.
The Fourth Workshop addresses what we need to do to design, develop, and rehearse simple, concrete “safe-to-fail” experiments. Experiments that, when deployed in the real world, will help us test out the new mindsets we want to develop, and the new ways of perceiving, thinking, and acting that must grow out of them. End of the day, the task here is helping you learn how to develop your own “Self-Directed Learning Experiments,” so that when, you move forward, you'll know how to design, implement and evaluate your own learning experiments.
The Fifth Workshop is totally focused on supporting you while you actually implement the safe-to-fail leadership experiments you've designed and developed in the real world. Experiments which will provide you with valuable new experiences that can be evaluated, and then used as springboards for further designing and testing of additional Safe-To-Fail leadership experiments. Over an extended period of time, the iterative completion of a variety of self-directed learning experiments let you create the new modes of thinking and habits of mind that, with repetition, will develop into a new, more flexible and responsive leadership style.