Service Learning: Designing The Thinking Process

on

Problem Solving

 

CAS Learning Outcomes 2 and 3

Demonstrate that challenges have been undertaken

Demonstrate how to plan a CAS experience

REVERSE BRAINSTORMING

Link to Slides here

Consider audio/video recording the process to embed, or simply create a copy of the slides and embed them in a post:

 

 

 

 

KANBAN BOARDS

Kanban boards help teams work better together, to get a quick overview on the technique, click me.

Teams can work with Kanban boards using post it notes:

OR your team may want to consider using Padlet (feel free to remake my template here) because you can easily embed itintoo the digital portfolio:

 

Kanban Boards for Collaboration

CAS Learning Outcome 5

Demonstrate the skills and recognize the benefits of working collaboratively

Rehearsed and Actualized Interviews

LO 5 Demonstrate the skills and recognise the benefits of working collaboratively

Readily help your team

Show Respect for different points of views

LO 7

Recognise and consider the ethical implications

Identify what you need to know in order to make an ethical decision

Preparing for an Interview

Asking questions is essential for any team. Preparing for a small group or 1:1 interview is challenging. Some of my favorite 1:1 questions come from Claire Lew, CEO of Know Your Company:

To get to the bottom of how someone is feeling — particularly the negative stuff — I’ll ask questions around specific moments of tension, and specific moments of energy. Specific moments of tension are situations when someone felt angry, frustrated, bored in, etc. Specific moments of energy are situations when someone felt uplifted, excited, and motivated. You want to uncover what these situations have been so you understand how to create more positive situations for an employee that give them energy, and how to avoid and resolve the negative ones that create tension for them.

(continue reading her post here).

Make a copy of these slides to design your own Tension/Energy Focused Interview.  Edit, remix, revamp any of the questions to fit your context.

STEP ONE: Record a rehearsed interview (you can do this by yourself or with another person).

STEP TWO: Host and record the actual interview

STEP THREE: Record your 90 second debrief.  Where and when did your anticipated answers surprise you? What did you uncover that you otherwise never would have known? How does this prompt you to imagine other questions and conversations you need to have in the future?

SNAPSHOTS

Make a copy of these slides and pick the option that works best for you:

PHOTO/ICON TOUR

LO4 Show commitment to and perseverance in CAS experiences.

Demonstrate a regular involvement and active engagement with your CAS experiences 

SCAMPER

LO5

Be responsible for participating in the group

SCAMPER TECHNIQUE

This Technique is an excellent way to take a fresh perspective on a process to troubleshoot an issue.

(S) substitute, (C) combine, (A) adapt, (M) modify, (P) put to another use, (E) eliminate and (R) reverse.

Either print the SCAMPER handout, or download and edit and then upload your PDF into a post (here’s how).

Here are guiding questions for teams to discuss for this protocol (reminder you may want to divide and conquer, or to tackle one element of Scamper at a time):

SUBSTITUTE

  • Could we swap X for X?
  • Can we substitute this activity for that one?
  • Can we replace the process with a simpler one?

COMBINE

  • Can we merge our goals with another team?
  • Can we consolidate our event with another calendared event?
  • Can our team combine resources with another partner?

ADAPT

  • How can we adjust our collaborative norms?
  • When and where do I need to be more flexible?

MODIFY

  • What if we had a double the number of stakeholders, are we ready to scale up?
  • What about our leadership model needs shaking up?
  • What is one way of communicating that needs rethinking?

PUT TO ANOTHER USE

  • What activities are you doing in other activities/courses that make sense to use here?
  • How could we create a resource for a neighboring school or another UWCSEA?

ELIMINATE

  • From our stakeholder’s perspective, what might they want us to stop doing?
  • Where might we be able to use less resources?

REVERSE

  • What would happened if we flipped the schedule of our daily meeting?
  • How can we rearrange our priorities? Are we confident they don’t need rethinking?

Which type of thinking do we need this week?

Engineering?

Optimization?

Analytic?

Wicked?

When and where do we need to be more rational?

How do our emotions direct our actions and reactions in this context?

I would love to ask for advice when it comes to….

 

How does this service group reframe the questions that UWCSEA needs to ask itself?

How does this service group remind me to ask questions of myself, my friends, my family?

Which ONE question from Davis needs to be explored in my Service Group and why?

Leave a Reply

Your email address will not be published. Required fields are marked *