solved For our discussion this week, in an initial post, recap

For our discussion this week, in an initial post, recap what you have learned about the relationship between the inner-self and identity (the self-identity and internal conditions and embodied habits). Reflect upon your own internal conditions that sway your thinking and behavior. Consider such questions as you reflect:What do I value and why?Why do I believe XXX to be true? How does this belief get in my way? Should I regulate such reactions? Why?When I don’t believe or value what someone is telling me, how do I respond? How might my response get in the way of our working together? Why have I accepted my “truth?” What convinced me and how might this “truth” be skewed?What are some of my typical behaviors? How might these behaviors get in the way of a collective leadership? How might my behaviors reinforce a poor environment? How might I regulate my behavior? What could I do differently and how would I orchestrate that? What “triggers, assumptions, and aversions” might I watch for? How do these jeopardize my leader identity?Who am I, and how might this identity–my thinking and behavior–jeopardize collective leadership?Draw upon Scharmer and Silsbee to enrich your opinions.Then after you reflect upon your own internal condition and made your initial post, identify a character from Hidden Figures with whom you can relate. Explore this character’s identity by shifting your point of view with the character. Use Silsbee and Scharmer as guides for understanding this character’s mental models, moments of self-regulation, sensing, and presencing–just as we did earlier in the week about our own internal conditions. Explore how listening and attending impact the deeper internal and broader organizational territories for this character when interacting with others. Present how this character’s identity and behaviors influence their leadership, the organization, and the ecosystem.Reference for hidden figure or you can use your own resources:https://www.gradesaver.com/hidden-figures/study-gu…References for classSensing-leaders disrupt their own pre-established mental models and embrace new ways of learning; they create new mental models. They do not rely on reflection only to learn. They acknowledge that reflection is insufficient when navigating the future. They pause and listen to the unfolding future. They lean into the future. Again, relationships become essential. Leaning into the future, leaders rely upon the collective leadership to co-create their future. To penetrate deeply into the larger whole, the collective leadership zooms out and hones its capacity for deeper self-awareness that extends into the broader community and context (Senge, Scharmer, et al., 2014; Silsbee). Leaders learn to let go of preconceptions, assumptions, the need to control, and of old identities, and a future into the complexity comes through their ability to attend, suspend, and listen (Scharmer, 2018). Scharmer has much to say on this topic.Humble inquiry and generative listening simplify and clarify the leader’s mindset. They sense by receiving energy and information (Silsbee, 2018). Schein (2013) tells us that we learn about culture not by participating but by being conscious and present—by suspending judgmental interactions and respecting the community as a living organism. This communication approach is rooted in mindfulness, similar to meditation, and produces co-creation and co-generative opportunities. Humble inquiry draws people out by asking sincere questions to learn more about them, building a relationship upon curiosity and interest (Schein). Schein points out that teamwork is like a seesaw with everyone doing their part. For this to occur, leaders foster positive, trusting relationships among members who engage in open conversations. He furthers that leaders should do three things: 1) do less telling, 2) ask more humble and candid questions for the purpose of getting to know people better, and 3) hear and acknowledge that they understand what the person is expressing. This type of inquiry and dialogue generate collective leadership. Through co-creating dialogue, people talk, and they begin to think and feel together. When this type of dialogue occurs pay attention to the united silence. Silsbee (2018) and Scharmer (2018) offer insights into dialogic leadership, and the need for leaders to suspend their thinking and actions while engaging with members.