"When individuals are free, they act randomly; when groups are free, there are checks and balances that combine autonomy and collaboration." - To what extent do you agree or disagree?, “In the interactive system, (…) both good and bad work get noticed (or, more accurately, people recognize and sort out what is working).” – Why is it important to be able to recognize good and bad work in an interactive system?, “Every time you go to a new context, such as change jobs as a leader, you automatically become deskilled in relation to new context. Acting in the manner of expert and apprentice in a new situation is a winning combination.” – Share a time when you experienced becoming ‘deskilled.’, “(...) your job as a leader is to spend six or seven years or so developing a collaborative culture of leadership to the point where you become ‘dispensable’.” – What does becoming dispensable look like? How is it similar or different from leaving behind a legacy?, “There is no question that the environment is changing at an accelerating rate. Under these conditions, it is understandable that some leaders want to match speed with speed. If you go fast and it is superficial, you end up spinning your wheels. Typically, people get left behind. What looks like fast change is an illusion. It feels hectic, but there is little substance.” - How much has this statement been proven or disproven in the past year?, Now that we have finished Fullan's book, what are your biggest takeaways?.

Breakout Room ONE

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