* PLEASE PAY ATTENTION TO DETAILS. PLEASE BE THUROUGH IN YOUR PRESENTATOR’S SCRI
* PLEASE PAY ATTENTION TO DETAILS. PLEASE BE THUROUGH IN YOUR PRESENTATOR'S SCRIPT AS I WILL BE DOING THE RECORDING PART. JUST WRITE THE POWERPOINT AND MAKE SURE YOU USE THE NOTES SECTION OR WORD DOCUMENT AND USE FULL COMPLETE SENTENCES* *MAKE SURE ALL COMPETENCIES ARE MET* Record a presentation in which you describe the concepts of personal mastery and mental models to a chosen individual or group audience and explain how the concepts can create opportunities for improvement within the organization. Introduction Understanding the interaction between mental models and personal mastery is key when creating opportunities of improvement within an organization. Systems Thinking Systems thinking begins with careful inquiry into discrepancies between the current organizational conditions and the conditions in the ideal state. Effective organizational leaders often begin with questions designed to reveal these dynamics: What are the characteristics of my organization that make it succeed? How do its people interact inside the organization and with the outside world? How does my organization differ from an ideal organization? How do learning organizations develop core learning capabilities such as fostering aspiration, developing reflective conversation, and understanding complexity? How can systems thinking help organizational leaders see interrelationships, dynamic patterns of behavior, and complex cause-and-effect relationships to see the whole rather than a series of discrete events? PERSONAL MASTERY Effective organizational leaders understand that by developing personal mastery, individual stakeholders within an organization are able to develop their own vision and find ways of connecting with and contributing to the organizational mission. To enhance personal mastery, leaders focus on these questions: How does personal mastery enhance personal and organizational development? How can stakeholders in an organization be empowered to develop a personal vision? What forms of resistance exist within organizations, and how can leaders effectively enhance personal mastery to reduce resistance? MENTAL MODELS Effective leaders question the mental models that stakeholders hold and construct ways of collaboratively reflecting on these mental models. These are key questions that can help reveal the impact of mental models in an organization: How do mental models reveal individuals’ assumptions of how the world and its organizations work? How can mental models both impede and accelerate learning in the organization? How can understanding mental models be institutionalized in organizational practice? Preparation As you begin to prepare this assessment, you are encouraged to do the following: In Senge's The Fifth Discipline: The Art and Practice of the Learning Organization review: Chapter 8, “Personal Mastery.” Chapter 9, "Mental Models.” Consider your target audience and how you will share the meaning of mental models and personal mastery while promoting continuous improvement and organizational learning. http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=717326&site=ehost-live&scope=site Review the Guidelines for Effective PowerPoint Presentations [PPTX]. Review Using Kaltura for recording your presentation. Instructions Record a PowerPoint presentation consisting of the following components. Be sure to make specific connections between the concepts of personal mastery and mental models and details about your chosen organization. Avoid using vague generalizations that do little to demonstrate a grasp of the concept or enlighten your audience. Introduction Identify and briefly describe your target audience (individual or group). Concept of Mental Models Describe the concept of mental models. Provide context to your audience by writing your own brief description of mental models: What are mental models? How do mental models enable personal and organizational learning? Application of Mental Models Apply the concept of mental models to issues faced by an organization. Identify and briefly define the elements of mental models that directly pertain to your chosen group or individual. Explain to your audience how mental models can create opportunities for improvement within the organization. Your explanation should be responsive to the perspectives of your audience. Provide specific support for your statements and assertions as you draw connections between mental models and your examples. Your examples should include specific details that promote greater understanding of the aspects of mental models that you want to convey to your audience. Mental Models, Personal Mastery, and Systems Thinking Analyze how mental models and personal mastery interact with one another and systems thinking. How do the principles of personal mastery and mental models interact to reinforce one another? How do mental models and personal mastery provide a foundation for engaging in or strengthening systems thinking? Questions to Promote Continuous Improvement and Organizational Learning Create a set of questions that will foster inquiry by a target audience on organizational change. Include at least three questions about mental models and personal mastery as they relate to your audience that, when thoughtfully considered, might promote continuous improvement and organizational learning. References Be sure to include an properly formatted references slide at the end of your presentation. Additional Requirements Presentation: Use PowerPoint or a similar program to develop your presentation. Recording: Use Kaltura to record your presentation. Presenter's Notes: Include a presentation script in the Notes field of the PowerPoint file or as an attached document. Length: 10–15 slides. References: As needed to support your ideas. Include a References slide at the end of the presentation. APA Style and Format: Use appropriate APA style and formatting for citations and references. Refer to Academic Writer or Evidence and APA in the Capella Writing Center. Competencies Measured Competency 1: Apply systems thinking principles and tools to problems and organizations. Analyze how mental models and personal mastery interact with one another and support systems thinking. Competency 2: Use disciplines of learning organizations to analyze problems of practice. Describe the concept of mental models. Apply the concept of mental models to issues faced by an organization. Competency 3: Apply critical thinking to evaluate ideas and in interactions with others. Create a set of questions that will foster inquiry by a target audience on organizational change. Competency 5: Communicate clearly, supporting a central idea in appropriate format with correct grammar, usage, and mechanics.

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