2. Use How It Works - How You Work
It model to unpack "Directing". Note how you manage your directing and perform your directing. Does your "performing" fall into "how it works"? and your "managing" fall into "how you work it"?

3. Take each of the other models at right and use them to explore your project or case.

4. Now apply Set-Up - Upset -
Set-Down to the task of modifying and improving the "directing" part of your first exercise.

Can be seen to consist of Life Grid levels.

Reasons and Purposes, along with What, How and Why are all Structure. Solutions (Doing) are Function. Self-Management (SDMP) provides more Function for the What, How, Why and points to more ways to move between these. Moving from Structure to Function and to Structure again enables you to move up a level on the Life Grid.

Could put What, How, Why inside each level of Self-Management model - creating 12 levels - to help tease out hidden areas.

Remedial vs. Generative principal (see FADS).

Self-Management affects Set-Up.

Using several DBM models together helps direct attention to different aspects and from different angles. It can show you how to move, what might be missing, where you might move to. Using the DBM tools in this way is a strategy for working the client's model of the world.

Could be structured in terms of Life Grid or Thinking Model. E.g., at level of Principals,
identity, values, beliefs, etc are involved - how these function seems to be in terms of fine distinctions, judgements, etc. in Thinking Model.

See how the graphic depicts each subordinate level as extending somewhat beyond the reach of the next highest level - somewhat beyond the control of the level above. Except for the Supervising level, which should encompass all.

See also that the level above has a focus broader than the level below - with the Reasons and Purposes above seeming beyond the scope of the Doing which is possible at the level below.

Exercise:
Take a recent Upset (event or impact), look at SetDown:
Is it a purpose, reason, set-up?
What combines with it from
other similar upsets
guiding Principals (Slf mgt)
Combining:
same-diff than before?
Expected?
...thinking model
Conform or modify Purpose?
Set-Up for next time?

Limiting-Exploring-Enhancing influenced by Self-Management.

Can be seen to consist of Life Grid levels.

Reasons and Purposes, along with What, How and Why are all Structure. Solutions (Doing) are Function. Self-Management (SDMP) provides more Function for the What, How, Why and points to more ways to move between these. Moving from Structure to Function and to Structure again enables you to move up a level on the Life Grid.

Could put What, How, Why inside each level of Self-Management model - creating 12 levels - to help tease out hidden areas.

Remedial vs. Generative principal (see FADS).

Self-Management affects Set-Up.

Using several DBM models together helps direct attention to different aspects and from different angles. It can show you how to move, what might be missing, where you might move to. Using the DBM tools in this way is a strategy for working the client's model of the world.

Could be structured in terms of Life Grid or Thinking Model. E.g., at level of Principals,
identity, values, beliefs, etc are involved - how these function seems to be in terms of fine distinctions, judgements, etc. in Thinking Model.

See how the graphic depicts each subordinate level as extending somewhat beyond the reach of the next highest level - somewhat beyond the control of the level above. Except for the Supervising level, which should encompass all.

See also that the level above has a focus broader than the level below - with the Reasons and Purposes above seeming beyond the scope of the Doing which is possible at the level below.

Exercise:
Take a recent Upset (event or impact), look at SetDown:
Is it a purpose, reason, set-up?
What combines with it from
other similar upsets
guiding Principals (Slf mgt)
Combining:
same-diff than before?
Expected?
...thinking model
Conform or modify Purpose?
Set-Up for next time?

Limiting-Exploring-Enhancing influenced by Self-Management.

Can be seen to consist of Life Grid levels.

Reasons and Purposes, along with What, How and Why are all Structure. Solutions (Doing) are Function. Self-Management (SDMP) provides more Function for the What, How, Why and points to more ways to move between these. Moving from Structure to Function and to Structure again enables you to move up a level on the Life Grid.

Could put What, How, Why inside each level of Self-Management model - creating 12 levels - to help tease out hidden areas.

Remedial vs. Generative principal (see FADS).

Self-Management affects Set-Up.

Using several DBM models together helps direct attention to different aspects and from different angles. It can show you how to move, what might be missing, where you might move to. Using the DBM tools in this way is a strategy for working the client's model of the world.

Could be structured in terms of Life Grid or Thinking Model. E.g., at level of Principals,
identity, values, beliefs, etc are involved - how these function seems to be in terms of fine distinctions, judgements, etc. in Thinking Model.

See how the graphic depicts each subordinate level as extending somewhat beyond the reach of the next highest level - somewhat beyond the control of the level above. Except for the Supervising level, which should encompass all.

See also that the level above has a focus broader than the level below - with the Reasons and Purposes above seeming beyond the scope of the Doing which is possible at the level below.

Exercise:
Take a recent Upset (event or impact), look at SetDown:
Is it a purpose, reason, set-up?
What combines with it from
other similar upsets
guiding Principals (Slf mgt)
Combining:
same-diff than before?
Expected?
...thinking model
Conform or modify Purpose?
Set-Up for next time?

Limiting-Exploring-Enhancing influenced by Self-Management.

Are the other levels of Self Management working together well?

Are the other levels of Self Management working together well?

Are the other levels of Self Management working together well?