ABSTRACT
This chapter focuses on the lessons learned through the development of a deutero-learning model for real change. From a systems-thinking perspective, Bateson and Bateson suggest that a model is about the interaction or the relationship between structure and process. They argue that a model serves three purposes. First, while a model begins by naming parts, it also "provides a language sufficiently schematic and precise so that relations within the subject that is being modeled can be examined by comparing them with relations within the model". Second, a model generates questions. Finally, a model "becomes a tool for comparative study of different fields of phenomena". The chapter argues for the need to think about intentional leadership from the perspective of generating conditions to influence themselves and their followers to act out of the imagination that there can be possibilities other than what they see and currently experience.
