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    "EventNo": "SCULT3 - 000100",
    "Title": "Welcome",
    "IntroText": "Welcome to the <b><font color='#0071BF'>Improving School Culture and Climate - Elementary School</font></b> simulation.\n\nIn this simulation you will serve as a principal of an elementary school where academic performance is falling and faculty and staff are satisfied with and work to protect the status quo. You will encounter individuals and teams of people with diverse perspectives while working to build a coalition to recognize the need for and work to improve school culture and performance.\n\nSelect the <img src=\"localsrc/BtnNext.jpg\" width=\"30\" height=\"30\"> button to the bottom right to begin.",
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    "EventNo": "SCULT3 - 000200",
    "Title": "Navigation",
    "IntroText": "<b>As in real life, you will not be able to go back in time during the simulation. There is no back button--you may only move forward.</b>\n\nIf you need to exit the simulation and return, you may restart or continue from where you left off.\n\nFor a description of the buttons below, select the <img src=\"localsrc/BtnHelp.jpg\" width=\"30\" height=\"30\"> button, which will display an Interface Overview page in a separate browser tab.\n\nFinally, keep moving forward by selecting the <img src=\"localsrc/BtnNext.jpg\" width=\"30\" height=\"30\"> button to the lower right.",
    "UserInputStyle": 0
  },

  "{01025930-181F-4E98-B333-F5DB8F15BBD5}": {
    "EventNo": "SCULT3 - 000600",
    "Title": "Dashboard",
    "IntroText": "In this simulation we've created a dashboard (to the right) to show how your decisions impact <b>Trust</b>, <b>Faculty / Staff Satisfaction</b>, and <b>Student Satisfaction</b>.  Students and Faculty / Staff are two important groups of stakeholders that your choices will influence.\n\nSelect the <img src=\"localsrc/BtnInfo.jpg\" width=\"25\" height=\"25\"> button above to see dashboard item names.  The colors will change from time to time based on your choices.  <b><font color='#00CC00'>Green</font></b> suggests you are managing them well, <b><font color='#F0D80A'>Yellow</font></b> means not so well, and<b><font color='#FF0000'> Red</font></b> . . . Well . . .",
    "UserInputStyle": 0,
    "ChooseGraph": "DashboardStopLight.swf",
    "PauseTime": -1,
    "ChooseBackGraphic": "elsIF_imgR.swf",
    "RevealDashboard": -1,
    "htmlEventMedia": "DashboardStopLight.gif"
  },

  "{D2E0F44A-2898-4B1A-960A-C5FEC278D6EA}": {
    "EventNo": "SCULT3 - 000900",
    "Title": "VIDEO - Narrator - School Information",
    "IntroText": "Easton is a K-6 Elementary School on the rural outskirts of a large community.  Established in 1952, it has grown from a school of 153 students in its first year to its present 792.  The student population is diverse, with about 55% of the students on free or reduced lunch.\n\nThe district is relatively small, with five elementary schools, two middle schools, and one high school.  The district has about 9,800 students this year, and schools throughout the district average 42% free / reduced lunch.\n\nYour community is experiencing higher than average growth, and quickly becoming more suburban.  There is growing resistance to change and you sense an increasing level of frustration within the community.  Many still prefer the slower pace of rural life.",
    "UserInputStyle": 0,
    "AuthoringStatus": "Narrator Video"
  },

  "{9B3C3559-8DB3-47EB-AFFC-3FE0B68567C3}": {
    "EventNo": "SCULT3 - 001000",
    "Title": "About You",
    "IntroText": "You entered academia immediately following graduation from State University.  Barbara Dwyer, a sharp, young professor at State became a good friend and following graduation, you've stayed in touch.  Over the years, your professional relationship has continued to grow and she has become a mentor.   \n\nYou've served in a variety of roles over the past 14 years.  You instructed math for 7 years, then moved into administration; first as AP and finally as a Principal for four years at Weston, a neighboring school in the same district.\n\nIn this last job, you implemented several significant change initiatives that enhanced performance as well as bolstered the existing school climate.  You suspect that's why you've been given this new \"opportunity\".",
    "UserInputStyle": 0
  },

  "{1F9CA633-1399-4C65-A281-C7C7E15D121C}": {
    "EventNo": "SCULT3 - 001100",
    "Title": "School Performance / Climate",
    "IntroText": "The former principal, Dr. Weldon Pendergraff, was admired by students, teachers and parents alike.  In fact, in a recent survey, faculty and staff rated Easton as an excellent place to work.  Turnover is very low and at first glance, overall school climate seems good.  You are somewhat anxious about taking this job.  You fear that you will not be able to fill Dr. Pendergraff's shoes.  Several faculty members you've informally chatted with agree that they'd hate to be in your shoes!\n\nWhen you begin looking at progress scores in reading and writing, you note they are down consistently over the past three years.  Math scores have remained consistent over the same period.  \n\nWith morale high, but performance sagging, you realize you have significant challenges ahead.",
    "UserInputStyle": 0
  },

  "{53C39BBA-BF2A-40F6-A09D-389FFF0E615C}": {
    "EventNo": "SCULT3 - 001200",
    "Title": "VIDEO - Expectations from District",
    "IntroText": "In your welcome meeting with Assistant Superintendent Aliyah Brown, she provides you with context for your job.\n\n(VIDEO) - Click the <img src=\"localsrc/BtnAV.jpg\" width=\"30\" height=\"30\"> button below to view a transcript of the video.  This applies to all events in this simulation that have VIDEO in the Event Title, as above.",
    "UserInputStyle": 0,
    "TranscriptAV": "\"I'm sure you've already looked into things at Easton and share our concern regarding sagging performance in both literacy and numeracy.  We expect improved performance in literacy and that you will achieve this in a way that does not negatively impact culture. And numeracy metrics need to be at least maintained, if not improved as well.  \n\nThe district would like to see results as quickly as possible, so we would like you to schedule a data review with us quarterly.  \n\nWe expect substantial improvement within the next two years and need to sense you've at least turned a corner before the end of this year.  Good luck, and keep us informed.\"",
    "AuthoringStatus": "Cast: Aliyah Brown, African American age 32, in office, standing by desk."
  },

  "{97640F3B-AD3D-486B-A473-DF228D23833B}": {
    "EventNo": "SCULT3 - 001300",
    "Title": "Potential Problems?",
    "IntroText": "OK, you have some information about the school and performance.  \n\nFrom this information, what potential problems do you recognize?  List as many as you can in <font color=\"FF5733\"><b>three minutes</b> </font> in the text box below.",
    "Considerations": "Should include faculty self-awareness, data availability, analysis skills, continuous improvement mechanisms, resistance to change, etc.  Faculty and Staff may avoid responsibility and work to make you the scapegoat.",
    "MinChoose": 0.1,
    "MaxChoose": 3,
    "UserInputStyle": 12
  },

  "{237085BD-3827-4184-B378-9B666798F430}": {
    "EventNo": "SCULT3 - 001400",
    "Title": "Delicate Situation",
    "IntroText": "Your initial perusal of data to identify trends and discover areas where focus may be most beneficial provides a surprisingly robust list of areas needing further investigation.\n\nIn casual conversation with several members of the staff, you share evidence of declining test scores and other data demonstrating the need for change.  \n\nYou're surprised at their reactions.  Most become defensive, offering justifications for these trends.  It's obvious that they interpret your observations as criticisms and feel you are blaming them . . .",
    "UserInputStyle": 0
  },

  "{AFCA15C4-4A7C-3163-8285-5E956901E6EC}": {
    "EventNo": "SCULT3 - 001410",
    "Title": "Text From Barb Dwyer",
    "IntroText": "Hey, just heard that you decided to take the challenge at Easton.  Good for you!  \n\nI think you'll do more good there than the cushy job at Altamont High.  \n\nHow are you feeling about things?\n\n<b><i>Barb</i></b>",
    "UserInputStyle": 0,
    "EventArea": "{78CE65DB-D838-4133-9B99-BBDFD04CA06C}"
  },

  "{222126EB-1F83-C5DA-D372-75CDB65552F2}": {
    "EventNo": "SCULT3 - 001500",
    "Title": "Problems Validation",
    "IntroText": "To substantiate the need for change, you realize you're going to need data from a variety of sources.  The data you require should: 1) <b><font color='#FF5733'>validate that problems you suspect exist</font></b> and 2) <b><font color='#345E8B'>help to prioritize their relative importance.</font></b> \n\nYou sense you are getting a pretty good handle on issues at Easton, but your text from Barb makes you wonder if you should get input from her before selecting data sources??\n\nYou decide to . . .",
    "Feedback": "Accurately aligning your engagement strategy with the significance of issues being attended to by any initiative is critical to your success.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{F4007FE3-F8D0-FD48-5320-94DCBEE0E829}",
      "SysName": "SCULT3 001500.01",
      "ChoiceText": "Ask Barb for suggestions.",
      "ChoiceElaboration": "She may have some ideas or even some \"scar tissue\" you might benefit from.",
      "ChoiceFeedback": "There are many \"flavors\" of change.  Some are foundational while others are cosmetic.  The deeper the issues impacted by change initiatives, the more foundational they become, taking more time, care and nurturing. Results from initiatives last when there is broad based support for, commitment to and ownership of the strategies / processes used to design and implement it.  Thus, broad involvement is an important element of change strategies.  And the counter balance is that broad involvement takes more time and resources, delaying impacts.\n\nYour choice to seek input has pro's and con's.  Broad involvement leads to creative, long-lasting solutions, but takes more time and resources.  You'll need to pay attention to balance; encouraging engagement while ensuring adherence to budgets and schedules.  Managing expectations will be your major role.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{3E4089DF-AEB7-260A-9784-91C06808D33E}",
        "Value": 1
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 100
      }]
    },
    {
      "ID": "{BC0A77A4-C9F3-F8AE-AC83-FDF04BEC6035}",
      "SysName": "SCULT3 001500.02",
      "ChoiceText": "Move ahead on your own.",
      "ChoiceElaboration": "The issues here at Easton are unique and you feel pretty comfortable with your situation analysis.  Besides, stakeholders are expecting improvement in the <b>short term</b>.",
      "ChoiceFeedback": "There are many \"flavors\" of change.  Some are foundational while others are cosmetic.  The deeper the issues impacted by change initiatives, the more foundational they become, taking more time, care and nurturing. Results from initiatives last when there is broad based support for, commitment to and ownership of the strategies / processes used to design and implement it.  Thus, broad involvement is an important element of change strategies.  And the counter balance is that broad involvement takes more time and resources, delaying impacts.\n\nYour choice to move ahead on your own has pro's and con's.  Your environment is unique and thus input from others may have marginal value.  However, it's easy to get myopic in our perspective and miss things obvious to those outside the environment.  You'll need to pay attention to balance; encouraging engagement while ensuring adherence to budgets and schedules.  Managing expectations will be your major role.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 80
      }]
    }]
  },

  "{C85BF7D3-B102-27B3-E1E9-596DED6CCACE}": {
    "EventNo": "SCULT3 - 001502",
    "Title": "Barb's Advice",
    "IntroText": "You reach out to Barb, your mentor, and she listens carefully as you describe Easton's situation, your concerns and your need for data to validate and prioritize issues.  You share your thoughts on potential data sources and then ask for her insights.\n\nAfter a moment of consideration she says, \"Data is important.  Stay focused on it. It's good to hear perceptions; they frequently allow you to discover alternatives, but remember that they <b>are</b> perceptions and <b>not</b> data.  Most will be hesitant to share them, and those that do may have an agenda, so I'd note them, but not put too much time into formally gathering them . . .  and I wouldn't put too much stock in them either.\"",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}": {
    "EventNo": "SCULT3 - 001503",
    "Title": "Problems Validation . . . Continued",
    "IntroText": "OK, you identify the following list of data sources.   \n\nWhich will you gather / analyze first? <b> (You may select up to <font color='#FF5733'>six</font> sources.)</b>",
    "Feedback": "Identify and leverage significant data to substantiate the need for change.",
    "UserInputStyle": 2,
    "MC_max_choice": 6,
    "MC_min_choice": 1,
    "Choice": [
    {
      "ID": "{EF59BC91-F75B-4717-9255-76E59BF179A8}",
      "SysName": "SCULT3 001503.01",
      "ChoiceText": "Discipline Data",
      "ChoiceElaboration": "Review discipline records and identify existing trends.",
      "ChoiceFeedback": "The first step of any change initiative should be to validate the need for change by collecting and analyzing relevant data.  Which data to collect and correlate should be given careful consideration.    \n\nYour choice to collect discipline data will help you understand the types of trends manifesting at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -15
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      },
      {
        "ID": "{3B3FA9C7-AF4E-D453-6977-9E707F5CB616}",
        "Value": 1
      }]
    },
    {
      "ID": "{E59BE4BB-7454-47C4-97FF-B8BD22B7CD33}",
      "SysName": "SCULT3 001503.02",
      "ChoiceText": "Faculty Longitudinal / Hiring Data / Trends",
      "ChoiceElaboration": "Review faculty records and identify trends relative to length of service and hiring practices.",
      "ChoiceFeedback": "Your choice to collect longitudinal and hiring data will help with your analysis of suspicions that performance issues may be related to tenure.  It will also assist in determining focusing your efforts.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      },
      {
        "ID": "{46503092-CAF4-394F-BABC-E1FD469922AC}",
        "Value": 3
      }]
    },
    {
      "ID": "{3F97790F-3557-42BF-8D66-DB4991B72C34}",
      "SysName": "SCULT3 001503.03",
      "ChoiceText": "Attendance Data for Faculty, Staff, Students",
      "ChoiceElaboration": "Review attendance data and identify significant trends among students, faculty and staff.",
      "ChoiceFeedback": "Your choice to collect attendance data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 15
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 15
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -4
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -10
      },
      {
        "ID": "{3A3C38CC-8E4E-E330-494D-D9AA3D7A2C58}",
        "Value": 5
      }]
    },
    {
      "ID": "{5A3DE044-7E82-4613-9470-2E318B443736}",
      "SysName": "SCULT3 001503.04",
      "ChoiceText": "Student Perceptions / Input",
      "ChoiceElaboration": "Randomly select a cross-section of students and gather qualitative data from them.",
      "ChoiceFeedback": "Your choice to collect student perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but are not an extremely dependable source of reliable / actionable information.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 30
      },
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1000
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": "="
      },
      {
        "ID": "{46EACC7D-DDFD-DBD0-F063-7986D68B6F32}",
        "Value": 7
      }]
    },
    {
      "ID": "{FF1FDAC5-9D13-4667-8C2E-19856658B7EC}",
      "SysName": "SCULT3 001503.05",
      "ChoiceText": "Parent Perceptions / Input",
      "ChoiceElaboration": "Randomly select a small group of parents to provide qualitative data and their perspective regarding school performance.",
      "ChoiceFeedback": "Your choice to collect parent perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 10
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -10
      },
      {
        "ID": "{5E281FC4-D131-3321-2FA9-2413B5CBECC0}",
        "Value": 9
      }]
    },
    {
      "ID": "{0C43FE97-7CD9-47BA-BB42-218EB36FDBDB}",
      "SysName": "SCULT3 001503.06",
      "ChoiceText": "Faculty & Staff Perceptions / Input",
      "ChoiceElaboration": "Ask all members of the faculty and staff for their perspectives regarding academic performance.",
      "ChoiceFeedback": "Your choice to collect faculty and staff perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 100
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 20
      },
      {
        "ID": "{32DA896B-5501-CD62-77DA-FE9C14D44BB4}",
        "Value": 11
      }]
    },
    {
      "ID": "{35E6CE26-DC9D-4C74-BA2D-3D10CC058926}",
      "SysName": "SCULT3 001503.07",
      "ChoiceText": "Formative Academic Data",
      "ChoiceElaboration": "Gather standardized test scores, grades and related data to identify trends relative to literacy, math, and fundamental areas of study.",
      "ChoiceFeedback": "Your choice to collect formative academic data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 2
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 10
      },
      {
        "ID": "{230FFA8B-9466-7EE0-8C56-EE46367B8CCB}",
        "Value": 13
      }]
    },
    {
      "ID": "{C2987BB3-2B90-4FE2-AA08-E111100BBC3F}",
      "SysName": "SCULT3 001503.08",
      "ChoiceText": "Observations at Planning Meetings",
      "ChoiceElaboration": "Watch for and document trends / patterns that emerge in your regularly scheduled planning meetings.",
      "ChoiceFeedback": "Your choice to observe interactions at planning meetings will help you identify fractures / divisions in your team and assist in identifying where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      },
      {
        "ID": "{DEABCB72-3E78-E258-C4E2-53C070B76626}",
        "Value": 15
      }]
    },
    {
      "ID": "{5B942167-DE91-C42B-1112-7242E407D7B3}",
      "SysName": "SCULT3 001503.09",
      "TriggerAll": 0,
      "ChoiceText": "Information from other schools",
      "ChoiceElaboration": "Feedback from middle schools to see how well we are preparing students for their curricula.",
      "ChoiceFeedback": "Your choice to collect information from other schools will help you identify the types of results your school is currently producing.  It will also inform your perspective relative to general areas of potential improvement.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 15
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 15
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 2
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 5
      },
      {
        "ID": "{24FB4883-EF4C-DFC9-B4C6-53738B824011}",
        "Value": 17
      }]
    }]
  },

  "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}": {
    "EventNo": "SCULT3 - 001504",
    "Title": "Problems Validation . . . Continued",
    "IntroText": "So, with input from Barb, which <b><font color='#FF5733'>six</font></b> will you gather / analyze first?",
    "Feedback": "Identify and leverage significant data to substantiate the need for change.",
    "UserInputStyle": 2,
    "MC_max_choice": 6,
    "MC_min_choice": 1,
    "RevealDashboard": -1,
    "Choice": [
    {
      "ID": "{6384A000-338A-16F1-87AD-B5A7882C6447}",
      "SysName": "SCULT3 001504.01",
      "ChoiceText": "Discipline Data",
      "ChoiceElaboration": "Review discipline records and identify existing trends.",
      "ChoiceFeedback": "The first step of any change initiative should be to validate the need for change by collecting and analyzing relevant data.  Which data to collect and correlate should be given careful consideration.    \n\nYour choice to collect discipline data will help you understand the types of trends manifesting at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -15
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      },
      {
        "ID": "{3B3FA9C7-AF4E-D453-6977-9E707F5CB616}",
        "Value": 2
      }]
    },
    {
      "ID": "{764D9E99-FADB-9FA1-29A9-738B3AFD4E59}",
      "SysName": "SCULT3 001504.02",
      "ChoiceText": "Faculty Longitudinal / Hiring Data / Trends",
      "ChoiceElaboration": "Review faculty records and identify trends relative to length of service and hiring practices.",
      "ChoiceFeedback": "Your choice to collect longitudinal and hiring data will help with your analysis of suspicions that performance issues may be related to tenure.  It will also assist in determining focusing your efforts.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -2
      },
      {
        "ID": "{46503092-CAF4-394F-BABC-E1FD469922AC}",
        "Value": 4
      }]
    },
    {
      "ID": "{FD08D65F-17A9-B4E0-9EF9-3C70ADCDF56D}",
      "SysName": "SCULT3 001504.03",
      "ChoiceText": "Attendance Data for Faculty, Staff, Students",
      "ChoiceElaboration": "Review attendance data and identify significant trends among students, faculty and staff.",
      "ChoiceFeedback": "Your choice to collect attendance data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 15
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 15
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -10
      },
      {
        "ID": "{3A3C38CC-8E4E-E330-494D-D9AA3D7A2C58}",
        "Value": 6
      }]
    },
    {
      "ID": "{7658AEA5-9A33-7327-DA73-AF161E99C0D3}",
      "SysName": "SCULT3 001504.04",
      "ChoiceText": "Student Perceptions / Input",
      "ChoiceElaboration": "Randomly select a cross-section of students and gather qualitative data from them.",
      "ChoiceFeedback": "Your choice to collect student perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but are not an extremely dependable source of reliable / actionable information.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 30
      },
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1000
      },
      {
        "ID": "{46EACC7D-DDFD-DBD0-F063-7986D68B6F32}",
        "Value": 8
      }]
    },
    {
      "ID": "{9F6C489F-24A4-B2BB-3706-DF73833DE9A9}",
      "SysName": "SCULT3 001504.05",
      "ChoiceText": "Parent Perceptions / Input",
      "ChoiceElaboration": "Randomly select a small group of parents to provide qualitative data and their perspective regarding school performance.",
      "ChoiceFeedback": "Your choice to collect parent perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 10
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -10
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -10
      },
      {
        "ID": "{5E281FC4-D131-3321-2FA9-2413B5CBECC0}",
        "Value": 10
      }]
    },
    {
      "ID": "{18082302-A0DA-83FD-398D-1CF6C37426CB}",
      "SysName": "SCULT3 001504.06",
      "ChoiceText": "Faculty & Staff Perceptions / Input",
      "ChoiceElaboration": "Ask all members of the faculty and staff for their perspectives regarding academic performance.",
      "ChoiceFeedback": "Your choice to collect faculty and staff perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 100
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": -20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": -20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 20
      },
      {
        "ID": "{32DA896B-5501-CD62-77DA-FE9C14D44BB4}",
        "Value": 12
      }]
    },
    {
      "ID": "{18072CFD-DD06-291E-B539-E0C8BB7C7C39}",
      "SysName": "SCULT3 001504.07",
      "ChoiceText": "Formative Academic Data",
      "ChoiceElaboration": "Gather standardized test scores, grades and related data to identify trends relative to literacy, math, and fundamental areas of study.",
      "ChoiceFeedback": "Your choice to collect formative academic data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 10
      },
      {
        "ID": "{230FFA8B-9466-7EE0-8C56-EE46367B8CCB}",
        "Value": 14
      }]
    },
    {
      "ID": "{F1DB3233-1D44-40CD-CCFB-E51743CCCB8F}",
      "SysName": "SCULT3 001504.08",
      "ChoiceText": "Observations at Planning Meetings",
      "ChoiceElaboration": "Watch for and document trends / patterns that emerge in your regularly scheduled planning meetings.",
      "ChoiceFeedback": "Your choice to observe interactions at planning meetings will help you identify fractures / divisions in your team and assist in identifying where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 20
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      },
      {
        "ID": "{DEABCB72-3E78-E258-C4E2-53C070B76626}",
        "Value": 16
      }]
    },
    {
      "ID": "{B23E6140-C779-B412-1579-ACB511B2ABA4}",
      "SysName": "SCULT3 001504.09",
      "ChoiceText": "Information from other schools",
      "ChoiceElaboration": "Feedback from middle schools to see how well we are preparing students for their curricula.",
      "ChoiceFeedback": "Your choice to collect information from other schools will help you identify the types of results your school is currently producing.  It will also inform your perspective relative to general areas of potential improvement.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{2A81B6F8-9D14-41B4-A591-4CAD9154BC87}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{C30353C9-BFE1-484F-B85E-D07737442B5F}",
        "Value": 15
      },
      {
        "ID": "{7F2AE6BB-C935-43FF-A7B3-1BE22166D8BB}",
        "Value": 15
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": 5
      },
      {
        "ID": "{24FB4883-EF4C-DFC9-B4C6-53738B824011}",
        "Value": 18
      }]
    }]
  },

  "{5AC81EB8-5FD1-E6CD-5004-72E1E3C5B5A3}": {
    "EventNo": "SCULT3 - 001505",
    "Title": "Selected Data Sources",
    "IntroText": "OK, here's a list of the data sources you selected to gather and review:\n\n<b><font color='#FF5733'><xV:a01/></font></b>\n<b><font color='#FF5733'><xV:a02/></font></b>\n<b><font color='#FF5733'><xV:a03/></font></b>\n<b><font color='#FF5733'><xV:a04/></font></b>\n<b><font color='#FF5733'><xV:a05/></font></b>\n<b><font color='#FF5733'><xV:a06/></font></b>\n<b><font color='#FF5733'><xV:a07/></font></b>\n<b><font color='#FF5733'><xV:a08/></font></b>\n<b><font color='#FF5733'><xV:a09/></font></b>\n\nThis list will be retained in your File Cabinet <img src=\"localsrc/BtnFile.jpg\" width=\"30\" height=\"30\"> below for future reference.",
    "UserInputStyle": 0
  },

  "{C4903B6D-3389-7624-4A86-51C973C34787}": {
    "EventNo": "SCULT3 - 001507",
    "Title": "List Of Selected Data Sources",
    "IntroText": "You selected the following data sources:\n\n<b><font color='#FF5733'><xV:a01/></font></b>\n<b><font color='#FF5733'><xV:a02/></font></b>\n<b><font color='#FF5733'><xV:a03/></font></b>\n<b><font color='#FF5733'><xV:a04/></font></b>\n<b><font color='#FF5733'><xV:a05/></font></b>\n<b><font color='#FF5733'><xV:a06/></font></b>\n<b><font color='#FF5733'><xV:a07/></font></b>\n<b><font color='#FF5733'><xV:a08/></font></b>\n<b><font color='#FF5733'><xV:a09/></font></b>",
    "UserInputStyle": 0,
    "RetainInArea": -1,
    "PostToArea": -1,
    "EventArea": "{A54B5240-FA9C-4928-94F5-C2FACFA0A1F4}"
  },

  "{D31D2EEC-8843-4E24-ABF1-A34C1FF2B6DB}": {
    "EventNo": "SCULT3 - 001510",
    "Title": "Parental Input",
    "IntroText": "Virtually every parent you speak with praises Dr. Pendergraff for the open climate that he created.  They feel he was very accessible, a good listener, and responded to their concerns.  \n\nVirtually all parents you speak with are unaware of declining academic metrics and trends.",
    "UserInputStyle": 0,
    "TriggerAll": -1
  },

  "{558A57D0-A06F-A941-E3BD-8E7134DA8F14}": {
    "EventNo": "SCULT3 - 001515",
    "Title": "Parental Input",
    "IntroText": "Virtually every parent you speak with praises Dr. Pendergraff for the open climate that he created.  They feel he was very accessible, a good listener, and responded to their concerns. \n\nYou recognize that without access to declining academic metrics and trends, parental perspectives <b>are</b> biased, and that taking time to gather them, despite Barb's advice, was perhaps a waste of time.",
    "UserInputStyle": 0
  },

  "{34B0CA51-094F-45FF-B214-2FF57CDC69FC}": {
    "EventNo": "SCULT3 - 001520",
    "Title": "Faculty / Staff Information",
    "IntroText": "You make appointments with and gather input from several of the faculty and staff.  \n\nAlmost unanimously they laud the efforts of Dr. Pendergraff and the wonderful climate he created and maintained at Easton.  Most attribute lower academic performance to the growing number of reduced lunch students and the overall shift in school demographics.\n\nYou decide that you need input from all the faculty and staff, so you schedule a meeting for later in the week.",
    "UserInputStyle": 0
  },

  "{7EFAE836-F11A-B9A4-F362-151A2820E787}": {
    "EventNo": "SCULT3 - 001525",
    "Title": "Faculty / Staff Information",
    "IntroText": "You make appointments with and gather input from several of the faculty and staff.  \n\nAmong your more senior faculty, almost unanimously they laud the efforts of Dr. Pendergraff and the wonderful climate he created and maintained at Easton.  Most attribute lower academic performance to the growing number of reduced lunch students and the overall shift in school demographics.\n\nYou recognize that Barb's advice was accurate and that, as you suspected, this feedback is potentially laced with an agenda.  You decide that it may speed things up by getting input from all the faculty and staff in a meeting, so you schedule one for later in the week.",
    "UserInputStyle": 0
  },

  "{FF7782DD-5328-4563-B225-0C1BB81284D6}": {
    "EventNo": "SCULT3 - 001530",
    "Title": "Conclusions from Disciplinary Data Review",
    "IntroText": "Your review of discipline data indicates a growing number of problems and issues.  The largest percent of disciplinary actions are taken among the growing reduced lunch portion of your population.",
    "UserInputStyle": 0
  },

  "{34A28EF4-18A3-41F5-81DE-FB91C5957D5A}": {
    "EventNo": "SCULT3 - 001540",
    "Title": "Longitudinal / Hiring Data Conclusions",
    "IntroText": "Reviewing longevity and hiring data suggests that the majority of faculty and staff have been employed here for more than 8 years.  Turnover is 3% - compared to an 8% average for the district.\n\nA majority of hires during Mr. Pendergraff's tenure were teachers coming from other local schools.  Only a few were hired directly from State University.  The average age of hires over the last four years is 41.",
    "UserInputStyle": 0
  },

  "{C6E4D269-DBFB-4CD0-9579-9105CB0D95B0}": {
    "EventNo": "SCULT3 - 001550",
    "Title": "Attendance Data Review",
    "IntroText": "Over the past year there has been a marked increase in absenteeism within both the student and staff populations.  Truancy has risen by 12%.",
    "UserInputStyle": 0
  },

  "{3B78FC3C-50B2-492E-9BFD-F75D51B1D11F}": {
    "EventNo": "SCULT3 - 001560",
    "Title": "Student Perceptions",
    "IntroText": "Of the students willing to informally speak with you, the majority express satisfaction with their individual performance and relationships with faculty and staff.\n\nSeveral even mention how much they liked Dr. Pendergraff.",
    "UserInputStyle": 0
  },

  "{24B46940-6312-4048-A054-2F3D7095AF71}": {
    "EventNo": "SCULT3 - 001570",
    "Title": "Academic Data Review Conclusions",
    "IntroText": "Reduced academic performance seems to have a high correlation with longevity statistics.  Students in classrooms staffed by new teachers appear to lead the metrics, with lower results where teacher tenure is highest.",
    "UserInputStyle": 0
  },

  "{ADF26719-BC12-F0DE-6850-FD77D492F08D}": {
    "EventNo": "SCULT3 - 001580",
    "Title": "Observing Staff Interactions at Staff Meeting",
    "IntroText": "You've decided that valuable information may be available from paying attention to staff interactions during your regularly scheduled staff meetings.\n\nIt doesn't take long for you to sense tension between your two newest teachers and the more seasoned faculty members.  It seems that an unspoken accord exists and that several of your most senior teachers redirect focus with a side-ways glance or almost imperceptible nod of the head.  You know that informal structures usually exist, and this one appears to be well established and very subtly policed.",
    "UserInputStyle": 0
  },

  "{3481BAE0-3A60-190C-A68E-8E6F4E907BE8}": {
    "EventNo": "SCULT3 - 001590",
    "Title": "Gathering Information from Other Schools",
    "IntroText": "You have fairly well established relationships with both of the middle school principals in the district, so you reach out to them and inquire how preparation of entering 7th graders from your school compares with those from the other elementary schools in the district.\n\nBoth commit to reviewing data and providing you with their analysis before the end of the week.",
    "UserInputStyle": 0
  },

  "{2EAA9EFF-ED73-4629-8E6B-1B3D64C040DA}": {
    "EventNo": "SCULT3 - 001600",
    "Title": "Clear Trends Identified",
    "IntroText": "From your comprehensive data analysis, you have identified several significant trends;  \n\n     - Formative academic data show a consistent decline in literacy scores (reading, writing, comprehension) over the past three years. \n\n     - Over this same period of time, turnover among teachers has been almost non-existent.  One teacher retired, and one left for personal reasons. Both replacements were tenured teachers from other schools in the district.\n\n     - Last year literacy related lesson plans were updated for ELL students.  The impact on test results was negligible.  Otherwise lesson plans have remained the same for at least the last 4 years.",
    "UserInputStyle": 0
  },

  "{7E5C1664-3C07-4AD8-9ADF-1B0BDDFE605C}": {
    "EventNo": "SCULT3 - 001610",
    "Title": "Trends Unclear",
    "IntroText": "Your meeting with parents was a hit in the community, but it put your faculty and staff on edge.  They feel you're working around them, and you feel some resistance already.\n\nParents input was all over the place.  Most saw the meeting as an opportunity to influence the schools performance around areas most important to them, so it quickly turned into a gripe session that resulted in formation of \"tribes\". \n\nYou fear the meeting probably did more harm than good??",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{209435B3-A489-42A1-87CD-703D6638F486}": {
    "EventNo": "SCULT3 - 001620",
    "Title": "Faculty / Staff Meeting",
    "IntroText": "Your information gathering meeting with the faculty and staff starts as a good thing, with several expressing appreciation for the inclusive beginning.  However, as things progress, the \"all is well\" theme quickly emerges, and the meeting turns into a Pendergraff-fest.  Everyone avoids the elephant in the room in favor of advocating the need to protect the status quo and the wonderful climate that exists at Easton.  \n\nYou sense that your faculty and staff put a stake in the ground and advocate for leaving it alone.  You fear the meeting probably did more harm that good??",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{C0274396-0C74-493B-878A-4EAF384A9234}": {
    "EventNo": "SCULT3 - 001630",
    "Title": "Clarifying Conclusions",
    "IntroText": "The data that you review allows you to identify some general trends, but as you begin your analysis, you discover that you are going to need additional information from other sources to draw meaningful conclusions.\n\nSo you spend more time reviewing other historic data until you clearly identify the following trends:\n\n     - Test results show a consistent decline in literacy scores (reading, writing, comprehension) over the past three years. \n\n     - Over this same period of time, turnover among teachers has been almost non-existent.  One teacher retired, and one left for personal reasons. Both replacements were tenured teachers from other schools in the district.\n\n     - Last year literacy related lesson plans were updated for ELL students.  The impact on test results was negligible.  Otherwise lesson plans have remained the same for at least the last 4 years.",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{E4F9DAE9-4DF0-DB5D-9093-557212509E4B}": {
    "EventNo": "SCULT3 - 001640",
    "Title": "More Time Required",
    "IntroText": "Without more comprehensive data, you're uncomfortable with your ability to draw clear conclusions and thus finish your analysis.  So, you postpone addressing issues and spend more time reviewing other historic data until you clearly identify the following trends:\n\n     - Test results show a consistent decline in literacy scores (reading, writing, comprehension) over the past three years. \n\n     - Over this same period of time, turnover among teachers has been almost non-existent.  One teacher retired, and one left for personal reasons. Both replacements were tenured teachers from other schools in the district.\n\n     - Last year literacy related lesson plans were updated for ELL students.  The impact on test results was negligible.  Otherwise lesson plans have remained the same for at least the last 4 years.\n\n     - Among students, disciplinary actions and truency are both on the rise.  Substitute teacher use is also on the rise.",
    "UserInputStyle": 0
  },

  "{D6E29857-222A-9722-89E3-31A6CB4F787A}": {
    "EventNo": "SCULT3 - 001650",
    "Title": "Barb's Response",
    "IntroText": "After choosing information resources, you get a call from your mentor, Barb.  You share the data sources you've collected and discuss your rationale for each choice.  You also share the conclusions you have reached following your analysis.  \n\nAfter some discussion, she congratulates you on a job well done.",
    "UserInputStyle": 0,
    "TriggerAll": -1
  },

  "{A3417582-6BD5-8E98-7E21-4D12189A69F0}": {
    "EventNo": "SCULT3 - 001660",
    "Title": "Barb's Response",
    "IntroText": "After choosing information resources, you get a call from your mentor, Barb.  \n\nYou share the data sources you've collected and discuss your rationale for each choice.  You then share with her the conclusions you've reached thus far.  \n\nAfter some discussion, she summarizes by saying, \"It's good to hear perceptions; they frequently allow you to discover alternatives, but remember that they <b>are</b> perceptions and not data.  You probably discovered that most hesitated to share them, and those that did may have had ulterior motives, so you should probably not put too much stock in them.\"",
    "UserInputStyle": 0,
    "TriggerAll": -1
  },

  "{D4064F63-7B82-446F-AB6C-789AC98ACF62}": {
    "EventNo": "SCULT3 - 001710",
    "Title": "Presenting Issues",
    "IntroText": "You realize from the trends you've identified that under-performance over the last three years is greatest among students of tenured teachers.  You recognize this as a potentially \"delicate\" area. \n\nHow might you bring issues to the table in a way that will engender ownership and commitment rather than defensiveness and resistance?",
    "Feedback": "Ways to bring issues forward that will engender ownership / commitment and reduce resistance.",
    "UserInputStyle": 1,
    "RevealDashboard": -1,
    "Choice": [
    {
      "ID": "{F1AB09BF-88E1-4BDD-A004-E6D4E9A09003}",
      "SysName": "SCULT3 001710.01",
      "TriggerAll": 0,
      "ChoiceText": "Present the trends and issues in a faculty and staff meeting.",
      "ChoiceElaboration": "One presentation to all will ensure they all hear the same message and should jump start potential change initiatives.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to present trends / issues in a faculty and staff meeting places honest and open feedback at risk and potentially masks ownership concerns.  Group dynamics may discourage sharing, and resistance to change may bias input.  A group meeting may not be the best venue for gathering potentially sensitive information or encouraging ownership.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{76A8CA3B-96E2-6FC9-4980-DC1A1E11FFDC}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 50
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -20
      }]
    },
    {
      "ID": "{65DC81CC-2E36-4347-B7CE-92AC1BF89725}",
      "SysName": "SCULT3 001710.02",
      "TriggerAll": 0,
      "ChoiceText": "Meet with faculty members individually.",
      "ChoiceElaboration": "Present issues and trends to each person and deal with resistance on an individual basis.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to present trends / issues in individual meetings enhances the potential for honest and open feedback.  However, conducting these meetings prior to input from your Assistant Principals may be interpreted as discounting their input or potential value. Conducting these meetings following input from Assistant Principals could be an excellent means of validating or even prioritizing AP input.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 90
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 90
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 8
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 4
      }]
    },
    {
      "ID": "{53A56BAC-92EE-4DC5-ABF8-6D176A99A50E}",
      "SysName": "SCULT3 001710.03",
      "TriggerAll": 0,
      "ChoiceText": "Identify a representative group or team within the faculty and staff.",
      "ChoiceElaboration": "You can work through sensitive issues with them, then get their help / ideas / support to work through them with others.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to prematurely identify a team before validating issues or a need for change places ownership at risk.  Change initiatives usually run into some level of resistance as projects move to the execution phase.  Failure to achieve some level of consensus regarding issues and their relative importance prior to kicking off initiatives virtually guarantees that resistance will be significant, and often overwhelming.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{110584CE-0214-478D-90AB-389810545831}",
        "Value": 1
      },
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 40
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 70
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 8
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -2
      }]
    },
    {
      "ID": "{65B31326-FFAF-42DC-BA43-A316408DEC4D}",
      "SysName": "SCULT3 001710.04",
      "TriggerAll": 0,
      "ChoiceText": "Ask the faculty and staff where they see room for improvement.",
      "ChoiceElaboration": "Encouraging them to identify the issues will enable discussion about performance in sensitive areas and perhaps minimize resistance.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to ask faculty and staff where they see room for improvement before presenting data and findings leaves them with an opportunity to \"stonewall\" or inject \"red herrings\" into the discussion.  Group dynamics may discourage sharing, and resistance to change may bias provided input.  A group meeting may not be the best venue for gathering potentially sensitive information or discussing the impacts of change.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 40
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 60
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 8
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 3
      },
      {
        "ID": "{76A8CA3B-96E2-6FC9-4980-DC1A1E11FFDC}",
        "Value": 1
      }]
    },
    {
      "ID": "{1F7F1B24-005E-4C37-9135-81E06A6EF78D}",
      "SysName": "SCULT3 001710.05",
      "TriggerAll": 0,
      "ChoiceText": "Invite key parents to a planning meeting.",
      "ChoiceElaboration": "Have them present their concerns relative to trends they see so that faculty and staff won't interpret the issues as just your concerns.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to invite key parents to a planning meeting may add credibility to the conclusions you've reached, and hearing it from someone other than you may make it more palatable.  But it may also be viewed as a tactic and result in a backfire that eliminates faculty / staff ownership and thus commitment to change.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 70
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 50
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -5
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -10
      },
      {
        "ID": "{B076BD45-5329-4F54-8533-1F3F3C108CAA}",
        "Value": -2
      }]
    },
    {
      "ID": "{69A9DDC7-A58F-2AD0-FA42-5F4DA3063857}",
      "SysName": "SCULT3 001710.06",
      "TriggerAll": 0,
      "ChoiceText": "Have a discussion with your administrative team of assistant principals.",
      "ChoiceElaboration": "Ask for their perspectives, concerns and ideas.",
      "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to discuss issues with your administrative team leverages their combined perspectives to target areas most in need of change.  It also provides you with a chance to discuss potential faculty and staff reactions and plan appropriate responses to ensure ownership and commitment.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 100
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 5
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -5
      }]
    }]
  },

  "{FB8CE50F-A2CA-4FF5-9974-855404D8488F}": {
    "EventNo": "SCULT3 - 001715",
    "Title": "Parent Meeting",
    "IntroText": "The meeting is energetic and a variety of issues surface.  However, some very vocal parents take much of the time and confrontations begin to take place. \n\nMost of the meeting focuses on improving literary performance.  Parents feel standards have dropped and teachers are more focused on being popular than improving performance.\n\nStaff and faculty seem to interpret your meeting with parents as an attempt to work around them to launch change initiatives.  You feel their resistance begin immediately.\n\nYou decide to present your findings to each member of the faculty and staff individually.  You hope this will avoid undue influence from senior faculty?",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{023AA546-5969-4E53-83A5-C0B53CC49E44}": {
    "EventNo": "SCULT3 - 001720",
    "Title": "Good Research!",
    "IntroText": "Gathering and analyzing the data took a bit longer than anticipated, but when your findings and source information are questioned by certain members of the faculty, your comprehensive list of sources quiets the pushback, and you gradually feel resistance begin to melt away.\n\nIt's good that you did a thorough job of gathering and analyzing data.  Reduced resistance will certainly save time over the long run.\n\nHowever, you realize that the critics in the room are potentially influencing those around them and decide that a group meeting was probably not the best venue.  You decide to meet with faculty and staff members individually.",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{50B9A747-1ACC-4337-87F4-AC53FAE5CE3F}": {
    "EventNo": "SCULT3 - 001725",
    "Title": "Redefining the Agenda??",
    "IntroText": "The faculty quickly pushes back on your selective use of data.  When they discover that you were less than comprehensive in your research, they spend their time shooting holes in your conclusions.   They use the time to discuss and engage you with items that are high on <b>their</b> agenda.  \n\nIt ends up being almost a month before you are prepared to launch the performance discussion again, and you know that you will have to soundly overcome residual resistance.  You realize that not being comprehensive in your research cost time and delayed results.\n\nYou also realize that individual meetings with faculty members may be a better approach, so you begin scheduling them.",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{4027C815-954D-42DA-BC48-ED4F46A3E9A9}": {
    "EventNo": "SCULT3 - 001727",
    "Title": "Skewed Results?",
    "IntroText": "When the faculty discovers that you included parental input into your analysis, they immediately contend that your conclusions are likely skewed.  \n\nThey express concern that your focus might be inappropriate and attempt to take control of the meeting by sharing more of their perspectives and concerns.  You feel the immediate resistance and recognizing their entrenchment efforts.  This is going to seriously slow things down and make things much more difficult.\n\nYou realize that individual meetings with faculty members may be a better approach, so you begin scheduling them.",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{37CAA569-F702-41FF-B38B-2F74D3B899D5}": {
    "EventNo": "SCULT3 - 001728",
    "Title": "Misinterpreted Input??",
    "IntroText": "When you present your conclusions and recommendations, you immediately get pushback from certain members of the faculty and staff.  They reiterate that you requested their perceptions, but seem to have ignored them.  They argue that there is no way you can conclude what you did from the input they provided.\n\nYou feel immediate resistance and spend the remainder of the meeting receiving guidance on how to improve your research and analysis skills.  You quickly realize that things are going to now progress very slowly, and any progress you can make will be uphill from this point forward!\n\nYou decide that perhaps meeting with faculty members individually may have been a better approach, so you begin making individual visits.",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{50AEAFE1-5DE3-47CE-A59B-67730DB231E9}": {
    "EventNo": "SCULT3 - 001740",
    "Title": "Meeting with Assistant Principals",
    "IntroText": "With trends and associated data in hand, you meet with the assistant principals in hopes of generating a consensus regarding issues and their relative priorities.  \n\nThey seem pleased that you have not yet \"locked in\" your agenda and are seeking their input.  They agree that standards have dropped and teachers seem to be more focused on popularity than improving performance. \n\nA very healthy discussion evolves and they provide you with their perspectives along with some of their own data and suggestions / recommendations.  They seem eager to work together with you and suggest that your next step may be to meet with faculty members individually.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{43CD4BCB-F742-4076-AB31-AB37E098C0A9}": {
    "EventNo": "SCULT3 - 001750",
    "Title": "Identify a Team",
    "IntroText": "As you try to identify faculty and staff members who might be receptive to the issues you uncovered and work to resolve them, you realize you need to first meet each of them individually.  \n\nSo you meet individually with each member of your faculty and staff and lightly touch on literacy issues to determine where they are on the issue.\n\nAs you do so, you are able to identify those capable of objectivity and who may be potential members of a team.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{7383113B-C22D-F20C-5748-D2084773172F}": {
    "EventNo": "SCULT3 - 001755",
    "Title": "VIDEO Faculty & Staff Input?",
    "IntroText": "During your next scheduled faculty and staff meeting, you ask the group where they see room for improvement.  \n\nVIDEO: At first, they look like deer in the headlights . . . then they begin looking around until one of the more senior teachers says \"Perhaps we could get a better brand of coffee in the break room?\"\n\nLaughter breaks out, and then John Bybe stands and says, \"Here at Easton, we have a great culture that has existed for years.  Students like coming to our classes, teacher turnover is low, we're doing a good job of preparing students for middle school, and we have a great relationship with the PTA.  I'm not certain that there is a great deal of need to change things.\"\n\nHeads nod and the room becomes quiet again. (End VIDEO)",
    "UserInputStyle": 0,
    "AuthoringStatus": "Group of 4 to 5 faculty, with Carmen Taylor (Hispanic, 46) making coffee joke followed by John Bybe (Caucasian, 52) speaking out in group.",
    "RevealDashboard": -1
  },

  "{D016D84F-B084-CE4A-46C7-78E27CE1EAED}": {
    "EventNo": "SCULT3 - 001757",
    "Title": "Faculty and Staff Input . . .Continued",
    "IntroText": "You realize that a group setting may not have been the best venue for identifying improvement strategies, so you decide to meet individually with faculty and staff members.",
    "UserInputStyle": 0
  },

  "{349D8194-08AB-43A8-8675-3149A0766524}": {
    "EventNo": "SCULT3 - 001760",
    "Title": "Individual Meetings",
    "IntroText": "You meet individually with faculty members and garner great insights into issues as well as each individual's level of commitment and possible resistance to change.  You sense that several of your more senior teachers are nervous and hesitant to discuss issues.  They spend most of your time together praising Principal Pendergraff and his minimally invasive leadership style.  \n\nYou are able to identify members of the faculty and staff that agree that fundamentals need to be readdressed.  You extend an invitation to each to be part of a transition team.  All but one accepts.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{DBE28F62-535D-4915-A498-AE81C6F8457A}": {
    "EventNo": "SCULT3 - 001765",
    "Title": "Creating A Team",
    "IntroText": "When you approach various members of the faculty and staff regarding their interest in participating in a change initiative, each expresses a level of caution.  They recognize that resistance will probably be significant, and ask what level of support they can expect from you.  You assure each that they will have your complete support. \n\nIt takes some time and effort, but you finally congeal a small team willing to validate issues and eventually supervise implementation of solutions.",
    "UserInputStyle": 0
  },

  "{69BE2DB8-C880-4E5B-B443-00D904030A87}": {
    "EventNo": "SCULT3 - 001775",
    "Title": "Presenting to Your Newly Created Team",
    "IntroText": "In your kick-off meeting, you present the following findings to the team:\n\n   1.  A growing ELL population is negatively impacting formative data\n   2.  Declines over the past 4 years are greatest in senior teacher classrooms\n   3.  Tension is growing between established and new teachers\n\nTheir reaction reassures you that they likewise recognize these trends and issues.  However, each voices a concern about the level of receptivity in the faculty and staff in general.  They also express their concern about the pushback they expect.",
    "UserInputStyle": 0
  },

  "{AA95EB89-0A7A-4305-86DB-581D846FA658}": {
    "EventNo": "SCULT3 - 002000",
    "Title": "Kicking Off a Change Initiative",
    "IntroText": "You want this team to be successful, so you meet with them and offer assist with their efforts to;\n\n     1. <b>Craft a vision</b> that will guide change efforts\n     2. Write <b>S.M.A.R.T. goals</b> with which to measure progress\n     3. Identify <b>risks and mitigation strategies</b>\n     4. Create a <b>communication plan</b> to provide regular updates\n\nFor the first few meetings, they seem to be making progress, and then . . .",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}": {
    "EventNo": "SCULT3 - 002200",
    "Title": "Problems With Priorities",
    "IntroText": " . . . when it comes to priorities, you can see that they begin to  struggle with consensus.\n\nWhat might you suggest to help them?",
    "Feedback": "This event encourages discussion regarding ways to \"nudge\" forward momentum without stealing ownership or reducing commitment.",
    "UserInputStyle": 1,
    "AuthoringStatus": "SC",
    "RevealDashboard": -1,
    "Choice": [
    {
      "ID": "{744EDAE7-D183-461C-8402-86E67A340DB6}",
      "SysName": "SCULT3 002200.01",
      "ChoiceText": "Leverage collected data to prioritize issues to address.",
      "ChoiceElaboration": "Select the area where scores have declined most as top priorities.",
      "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to leverage the data collected along with associated analyses to keep the team on track is correct.  Allowing other factors to influence priorities quickly leads to scope creep or loss of your targeted focus.  Good choice!",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 100
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 8
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      }]
    },
    {
      "ID": "{364E0DD9-F331-4E73-8382-60DE1DD666CB}",
      "SysName": "SCULT3 002200.02",
      "TriggerAll": 0,
      "ChoiceText": "Allow faculty input to prioritize issues and determine which to address and when.",
      "ChoiceElaboration": "They are where the rubber meets the road, so they should have a voice in establishing priorities.",
      "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow teachers to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 60
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 40
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -8
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      }]
    },
    {
      "ID": "{31F56D62-A672-45DB-81DE-150582DE953B}",
      "SysName": "SCULT3 002200.03",
      "TriggerAll": 0,
      "ChoiceText": "Ask district for direction regarding priorities.",
      "ChoiceElaboration": "Allowing them to determine priorities ensures their support as you move forward.",
      "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow district to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 2
      }]
    },
    {
      "ID": "{899A087E-B831-477D-98E8-924AC1E6E198}",
      "SysName": "SCULT3 002200.04",
      "TriggerAll": 0,
      "ChoiceText": "Ask for parental input regarding priorities.",
      "ChoiceElaboration": "Parents are paying for their children's educations and should certainly have a say regarding priorities.",
      "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow parents to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 30
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 60
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 2
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 1
      }]
    },
    {
      "ID": "{ECE8D5C3-6603-4FCB-9FD2-6A7A97242938}",
      "SysName": "SCULT3 002200.05",
      "TriggerAll": 0,
      "ChoiceText": "You set the priorities.",
      "ChoiceElaboration": "You're the principal, and thus the one to set priorities.",
      "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to set the priorities yourself could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 20
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -5
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -4
      }]
    }]
  },

  "{3ED11E4A-7B2A-448A-B340-B88636F8C61E}": {
    "EventNo": "SCULT3 - 002220",
    "Title": "Let the Data Decide",
    "IntroText": "Encourage the team to follow the data.  You encourage them to work first where the work is needed most; where the gap between performance and standards / goals is greatest. \n\nYou caution them that this will most likely preclude quick wins, but does focus effort and resources where the need is greatest.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{5FC16D9D-1788-4FB8-9F94-1B3605C68C60}": {
    "EventNo": "SCULT3 - 002240",
    "Title": "Teachers Decide",
    "IntroText": "You allow teachers to identify priorities, and they select low hanging fruit, avoiding the more complex and difficult to resolve issues.  \n\nThe team relishes the \"quick wins\" which build excitement.  However, progress is slow, because root issues are being avoided.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{642B5E81-95CA-43C2-8527-D69BB020052F}": {
    "EventNo": "SCULT3 - 002260",
    "Title": "District Input",
    "IntroText": "District shares their concerns but pushes things back to you.  They underscore that's why they hired you, and <b>YOU</b> need to set priorities.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{0DD2EB4B-40CC-4585-8899-DAF123D1A77E}": {
    "EventNo": "SCULT3 - 002280",
    "Title": "Parental Input",
    "IntroText": "Parents are quick to focus on literacy scores, but it's soon apparent that they know very little of the inner-workings of the school, and thus suggest priorities that do not consider the ripple effects implementation might have on faculty, staff and culture.\n\nSo to help the team get started, you set some priorities.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{3305B5D4-FA28-42F9-8D83-7013CD364C75}": {
    "EventNo": "SCULT3 - 002290",
    "Title": "You Set Priorities",
    "IntroText": "You take into consideration all stakeholders and establish priorities and then ask each of the major stakeholder groups for their feedback.  With some minor adjustments, all seem to coalesce around your priorities.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{EEE7CA8F-A1B1-76FD-BC06-8F244C1B1B4B}": {
    "EventNo": "SCULT3 - 002300",
    "Title": "Project Update",
    "IntroText": "With priorities now established, you ask the team for an update.\n\nThey schedule a late afternoon presentation for you and several key stakeholders.  At the end of their presentation, you ask several questions and discover that commitment to the established priorities is not consistent throughout the team.  \n\nAs you probe, several team members waiver and one informs you that <b>\"not everyone agreed to that\"</b>.\n\nYou wonder if the methodology for establishing priorities was helpful at all?  And with low commitment to priorities, you wonder how workable or lasting the team's solutions may be?",
    "UserInputStyle": 0
  },

  "{AC4D6316-B5F5-D0A7-BB9C-3A996B127A5C}": {
    "EventNo": "SCULT3 - 002400",
    "Title": "Project Presentation",
    "IntroText": "With priorities now established, you ask the team for an update.\n\nThey schedule a late afternoon presentation for you and several key stakeholders.  At the end of the presentation, you ask several questions and discover that commitment to the established priorities is consistent throughout the team.  \n\nAs you probe, different team members provide answers, and you can tell that each answer supports the priorities.  With priorities now established, you ask the team for an update.\n\nYou're pleased that encouraging the team to set priorities based on the data and analyses conducted, they have developed ownership and are working together toward solutions.  With commitment to priorities they all agreed to, you're certain that workable solutions will be developed.",
    "UserInputStyle": 0
  },

  "{C13530AC-B049-606A-481C-C9CBA7711F5D}": {
    "EventNo": "SCULT3 - 002500",
    "Title": "Tracking Progress . . .",
    "IntroText": "It's early Friday morning and you are alone in your office reviewing materials for an upcoming PD program.  Your team is leveraging the technology skills of your young teachers to designing PD programs meant to help senior teachers become more familiar / comfortable with technology-based resources and help them find ways to leverage them in their classrooms.\n\nAs you are reviewing the proposed curriculum and associated materials . . .",
    "IntroAudioRun": -1,
    "UserInputStyle": 0,
    "IntroAudio": "sfPhonering.mp3"
  },

  "{C7DBAE25-CB92-7B6E-1878-7C86DBD83467}": {
    "EventNo": "SCULT3 - 002600",
    "Title": "(VIDEO - Marco Polo) - Mentor Check-In",
    "IntroText": "VIDEO HERE",
    "UserInputStyle": 0,
    "TranscriptAV": "\"Hey, I've not heard from you for a couple of weeks, and I'm wondering how things are going with your literacy and math initiatives?\"",
    "AuthoringStatus": "Barbara Dwyer (Caucasian, 45) speaking to you from her office using Marco Polo app on her mobile phone."
  },

  "{FB05C207-2BC9-7B33-CBEA-BDDC48C32EE1}": {
    "EventNo": "SCULT3 - 002610",
    "Title": "Sharing Concerns",
    "IntroText": "In a follow-up call to Barb, you explain progress to date and then share your concern that as the team is moving from planning to the first phases of implementation, they seem to be losing focus.  It's really easy to suddenly find yourself on a tangent.\n\nBarb responds . . .",
    "UserInputStyle": 0
  },

  "{270B1D5B-3BB0-45DE-8CCB-589D30619064}": {
    "EventNo": "SCULT3 - 002620",
    "Title": "(VIDEO) Barb Response",
    "IntroText": "VIDEO",
    "UserInputStyle": 0,
    "TranscriptAV": "\"I have run into that issue with almost every initiative I've lead.  What are you doing to help keep them focused?\""
  },

  "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}": {
    "EventNo": "SCULT3 - 003000",
    "Title": "Staying Focused",
    "IntroText": "You explain to Barb what you are doing to help the team retain focus.  You . . .",
    "Feedback": "Ideas to retaining focus as team gets into the initiative details.",
    "UserInputStyle": 1,
    "RevealDashboard": -1,
    "Choice": [
    {
      "ID": "{FCD1878B-5320-491E-A4B1-31A485F9DA06}",
      "SysName": "SCULT3 003000.01",
      "TriggerAll": 0,
      "ChoiceText": ". . . work top down on your priorities list.",
      "ChoiceElaboration": "Don't try to do everything all at once.",
      "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nYour choice to focus on priorities and simply work one task at a time is not a bad approach.  Implementing change usually requires a modicum of flexibility, as things seldom work exactly as planned.  So sticking to the plan at the expense of commitment may not always be the most effective approach.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 40
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -1
      }]
    },
    {
      "ID": "{29F5630E-AF78-403B-B0F7-4DFDB242368F}",
      "SysName": "SCULT3 003000.02",
      "ChoiceText": ". . . have them break overwhelming tasks into smaller tasks.",
      "ChoiceElaboration": "It's easy to lose momentum when tasks that require large amounts of time and resources surface.",
      "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to break overwhelming tasks into smaller ones is a good tactic to retain forward momentum.  It can still leave teams overwhelmed with more tasks to complete and thus may not always solve forward momentum frustrations.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 30
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 70
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 2
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 1
      }]
    },
    {
      "ID": "{E186D13A-9B2F-4ED6-93CC-B46CEA0CA8CF}",
      "SysName": "SCULT3 003000.03",
      "ChoiceText": ". . . create multiple teams and work on things in tandem.",
      "ChoiceElaboration": "Launch sup-projects to maintain momentum and focus.",
      "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to address loss of momentum by creating sub teams to work on tasks in tandem may be a good solution is some situations.  However, the increased need for resources and time may actually slow things down.  So this only works when resource limitations are minimal.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 60
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 40
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -1
      }]
    },
    {
      "ID": "{08581490-2E95-430C-9BC7-8FDFACBC289C}",
      "SysName": "SCULT3 003000.04",
      "TriggerAll": 0,
      "ChoiceText": ". . . use resource limitations to decide which issues to address and which to hold.",
      "ChoiceElaboration": "Resources don't allow you to do everything, so focus on the <b>few</b> things you <b>can</b> do.",
      "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to allow resource limitations to define the path forward is not a bad solution.  This is the most common solution.  It is not effective when resource limitations preclude key deliverables from being completed on time, so it's not a solution that works very often.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 40
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 50
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -2
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      }]
    },
    {
      "ID": "{85144793-3871-4840-9FDC-9851549A0112}",
      "SysName": "SCULT3 003000.05",
      "ChoiceText": ". . . ask the team to identify and focus on the three most important issues only.",
      "ChoiceElaboration": "Narrowing the scope of work may help.",
      "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to have the team temporarily limit scope is a very good and logical solution.  The tradeoffs between time, cost and quality are best addressed by limiting scope so that cost and time constraints are not violated.  Good choice.",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 100
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 5
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 4
      }]
    }]
  },

  "{22036290-E918-413C-87C5-E9F87B4BE95C}": {
    "EventNo": "SCULT3 - 003800",
    "Title": "VIDEO Bogged Down",
    "IntroText": "Barb explains:",
    "UserInputStyle": 0,
    "TranscriptAV": "\"There are a variety of techniques that may be used by teams to simplify, organize, and provide alternative perspectives or creative options, but do little to assist with focus.\n\nFocus, like a magnifying glass, concentrates as much energy as possible on a limited set of tasks.  Your choice to work top down on the priorities list does little to limit scope, and thus, does little to help your team better focus their limited time and resources.\"",
    "AuthoringStatus": "Barb Dwyer, using Marco Polo",
    "RevealDashboard": -1
  },

  "{FD172041-5FD0-7F04-FCC3-A27061A8CC46}": {
    "EventNo": "SCULT3 - 003810",
    "Title": "VIDEO Bogged Down",
    "IntroText": "Barb explains:",
    "UserInputStyle": 0,
    "TranscriptAV": "\"There are a variety of techniques that may be used by teams to simplify, organize, and provide alternative perspectives or creative options, but do little to assist with focus.\n\nFocus, like a magnifying glass, concentrates as much energy as possible on a limited set of tasks.  Your choice to break overwhelming tasks into smaller ones does little to limit scope, and thus, does little to help your team better focus their limited time and resources.\"",
    "AuthoringStatus": "Barb Dwyer, using Marco Polo",
    "RevealDashboard": -1
  },

  "{64B4F337-518D-71E7-63CD-7640B37DE702}": {
    "EventNo": "SCULT3 - 003820",
    "Title": "VIDEO Bogged Down",
    "IntroText": "Barb explains:",
    "UserInputStyle": 0,
    "TranscriptAV": "\"There are a variety of techniques that may be used by teams to simplify, organize, and provide alternative perspectives or creative options, but do little to assist with focus.\n\nFocus, like a magnifying glass, concentrates as much energy as possible on a limited set of tasks.  Your choice to create multiple teams able to work in tandem does little to limit scope, and thus, does little to help your team better focus their limited time and resources.\"",
    "AuthoringStatus": "Barb Dwyer, using Marco Polo",
    "RevealDashboard": -1
  },

  "{C38563DC-585A-A359-DDED-8C749318E188}": {
    "EventNo": "SCULT3 - 003830",
    "Title": "VIDEO Bogged Down",
    "IntroText": "Barb explains:",
    "UserInputStyle": 0,
    "TranscriptAV": "\"There are a variety of techniques that may be used by teams to simplify, organize, and provide alternative perspectives or creative options, but do little to assist with focus.\n\nFocus, like a magnifying glass, concentrates as much energy as possible on a limited set of tasks.  Your choice to use resource limitations to determine next steps does little to limit scope, and thus, does little to help your team better focus their limited time and resources.",
    "AuthoringStatus": "Barb Dwyer, using Marco Polo",
    "RevealDashboard": -1
  },

  "{9831BBB8-1A1B-F10E-1EE4-F250824790B0}": {
    "EventNo": "SCULT3 - 003840",
    "Title": "Feeling A Bit Frustrated",
    "IntroText": "You thank Barb for her input and realize that your choice was probably not the best option.",
    "UserInputStyle": 0
  },

  "{DB1F19E3-28AE-41B1-9FC7-E4D668050C86}": {
    "EventNo": "SCULT3 - 003900",
    "Title": "VIDEO Great Focus",
    "IntroText": "Barb explains:\n\n\"There are a variety of techniques that may be used by teams to simplify, organize, and provide alternative perspectives or creative options, but do little to assist with focus.\n\nFocus, like a magnifying glass, concentrates as much energy as possible on a limited set of tasks.  Your choice to limit scope to three important issues limits scope and thus helps your team better focus their limited time and resources.\"\n\nThis helps the team to break out of the \"doldrums\" and move forward.\n\nGreat choice!",
    "UserInputStyle": 0,
    "AuthoringStatus": "Barb Dwyer, using Marco Polo",
    "RevealDashboard": -1
  },

  "{1F5C7444-CF5A-C9AC-3CF6-DD585A741159}": {
    "EventNo": "SCULT3 - 003910",
    "Title": "Achieving Focus",
    "IntroText": "Based on Barb's recommendation, you challenge the team to identify and work on only their top three priorities.  \n\nWith this guidance and some tense discussions, the team agrees on priorities and you sense increased momentum from the resulting clarity.",
    "UserInputStyle": 0
  },

  "{A52543E1-FD99-77A5-88E4-18066F05E5E0}": {
    "EventNo": "SCULT3 - 003920",
    "Title": "Ready For Implementation",
    "IntroText": "In your next team meeting, they report that they have completed their project plan and are ready to begin implementing it.  They are excited by the progress, but recognize that this is where they will likely begin to experience resistance.  \n\nYou provide some words of encouragement, but they don't do much to quell the tension.",
    "UserInputStyle": 0
  },

  "{B8CD1488-E216-42FE-AA22-791AC4A2E386}": {
    "EventNo": "SCULT3 - 004000",
    "Title": "Reconciling Differing Perspectives",
    "IntroText": "As the team begins project implementation, resistance <b>does</b> begin to grow (more outside the team than within).   This resistance is almost always associated with a required change of perspective.  How might you help your team overcome growing resistance?\n\n<b>(Type your response in the box below.)</b>",
    "Considerations": "The best way to overcome resistance is to avoid it by focusing on ownership.  If you work to have opposition heard and addressed as you move forward, resistance can be minimized or even avoided.  It's also important to generate consensus on the \"WHY\" that drives their work.  The ultimate goal is a focus on the students.  It's difficult to justify adult needs / wants when they work against what's best for kids!",
    "UserInputStyle": 12
  },

  "{B798681B-322E-EA26-14A9-6EDE600CC617}": {
    "EventNo": "SCULT3 - 004100",
    "Title": "Forward Momentum Means New Problems!",
    "IntroText": "Several weeks have passed and you sense that the team is feeling overwhelmed with their undertaking.  Their most recent report included a laundry-list of issues that have arisen and resources needed to adequately address them.\n\nYou drop into the regularly scheduled team meeting on Wednesday evening to find the group engaged in a heated debate about ways to successfully integrate ESL into the kindergarten and first grade classrooms.  It becomes clear that there are two \"camps\" in the room and everyone is taking sides.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{D384BFF6-33C0-D608-BB3F-4869577EAF89}": {
    "EventNo": "SCULT3 - 004200",
    "Title": "Path Forward?",
    "IntroText": "You have heard concerns from several key stakeholders and now see for yourself that the team is struggling.\n\nWhat might you suggest to the team to get them going again?",
    "Feedback": "Activities that ensure / refine focus and alignment are excellent tools to encourage / facilitate forward momentum.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{7C6C1876-28A0-E44D-51BE-D904316BB688}",
      "SysName": "SCULT3 004200.01",
      "ChoiceText": "Restructure / Redesign the project goals.",
      "ChoiceElaboration": "Encourage the team to restructure or even redesign the project plan based on revised goals.",
      "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, going backwards to restructure or adjust goals based on resistance will most likely fracture trust and minimize impact.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 20
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 20
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 20
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -10
      }]
    },
    {
      "ID": "{BC12F36F-49EE-D9AE-55B7-30C43F28AE5C}",
      "SysName": "SCULT3 004200.02",
      "ChoiceText": "Continue moving forward.",
      "ChoiceElaboration": "Resistance and frustration are normal outcomes in any change initiative.  Keep pressing forward.",
      "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, moving forward is appropriate.  But doing so without considering the sources of resistance will only increase it.  Viewing resistance as a normal element of change and leveraging it to define and clarify options and strategies / tactis is an excellent way to sustain momentum while building trust.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 50
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 80
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 5
      }]
    },
    {
      "ID": "{82AAE193-D9BE-EB88-7C42-88CD940748CB}",
      "SysName": "SCULT3 004200.03",
      "ChoiceText": "Develop a new project plan.",
      "ChoiceElaboration": "This was their first attempt . . . you should develop an alternative plan, then present it to the team.",
      "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, going backwards to restructure or adjust the plan or associated goals based on resistance will most likely fracture trust and minimize impact.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 20
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 40
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 10
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -5
      }]
    },
    {
      "ID": "{16F35125-85C5-7743-89B0-8EAFE7DEECD1}",
      "SysName": "SCULT3 004200.04",
      "ChoiceText": "Find a way to get the team aligned.",
      "ChoiceElaboration": "Help the team leverage differences to develop creative new options / solutions.",
      "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, then leveraging a methodology to retain alignment and restart momentum is an excellent strategy.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 100
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 80
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 90
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 10
      }]
    }]
  },

  "{27C02006-8E4F-C31B-46BF-92BFC2FD6A80}": {
    "EventNo": "SCULT3 - 004300",
    "Title": "Restructuring?",
    "IntroText": "As the team deals with increasing resistance, you feel that plan modifications may reduce tension while still producing improved results.  So, you suggest to the team that they restructure their goals and adjust their current plans.\n\nSeveral days following your recommendation, two members come privately to your office and ask to be released from the team.  When you ask why, both simply state that they are frustrated at the lack of progress and are having difficulty developing ownership and thus commitment.  They suggest that you need committed resources to achieve whatever goals are ultimately set.\n\nYou realize that your lack of support for their work to this point is discourging the team.",
    "Feedback": "Restructuring or changing based on resistance will minimize impact and negatively impact trust.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{BEA88C27-3759-DFBB-C9A9-3F9AEB9A8325}",
      "SysName": "SCULT3 004300.01",
      "ChoiceText": "Replace the two team members.",
      "ChoiceElaboration": "You need committed resources.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to replace the two disgrundled team members might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 10
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 10
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 10
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -10
      }]
    },
    {
      "ID": "{959497D5-72FF-F0B8-2AE2-8F61E1F3BF0A}",
      "SysName": "SCULT3 004300.02",
      "ChoiceText": "Apologize for not supporting their plan.",
      "ChoiceElaboration": "Ask them to stay.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to apologize for not supporting the team's plan might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 50
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 30
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 50
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 50
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 5
      }]
    },
    {
      "ID": "{820DD358-ADA4-4939-2812-E3C0E1059D44}",
      "SysName": "SCULT3 004300.03",
      "ChoiceText": "Ask them to work with the team to propose ways to overcome the growing resistance.",
      "ChoiceElaboration": "Leverage their differing perspective to potentially generate creative options and solutions.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the disgrundled team members to work with those on the team with opposing views to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 90
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 90
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 80
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 90
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 10
      }]
    }]
  },

  "{481CEF46-A78A-DA6F-3FB0-6321B837EFB6}": {
    "EventNo": "SCULT3 - 004400",
    "Title": "Plunge Forward",
    "IntroText": "As the team deals with increasing resistance, you feel that continuing to move forward with the existing plan may still produce improved results.  So, you encourage the team to move forward with their current plans.\n\nSeveral days following your recommendation to the team, two members come privately to your office and thank you for the vote of confidence.  They both state that resistance is greater than expected, but suggest this is just a predictable part of any change initiative.  \n\nThey ask if you have any advice for them.  What do you tell them?",
    "Feedback": "Moving ahead without considering resistance sources will only increase resistance.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{9061ABC2-A233-8A22-7194-2A804AF7CCE6}",
      "SysName": "SCULT3 004400.01",
      "TriggerAll": 0,
      "ChoiceText": "Don't get discouraged.",
      "ChoiceElaboration": "Resistance is part of the process and should not be ignored.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to reassure the team and encourage them might temporarily reduce tension, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 40
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 20
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 20
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -5
      }]
    },
    {
      "ID": "{EB90DCD2-7F29-1ACF-10E5-408ED4D4133C}",
      "SysName": "SCULT3 004400.02",
      "TriggerAll": 0,
      "ChoiceText": "Encourage them to listen to understand, not respond.",
      "ChoiceElaboration": "Hear and consider what the opposition is saying.  They can help you enhance your perspective.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the team to listen to understand as opposed to listen to respond will allow divergent perspectives to find common solutions, beginning the process of brainstorming creative solutions to meet the needs of all involved.  This will build trust, creativity, and maximize potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 80
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 90
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 90
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 8
      }]
    },
    {
      "ID": "{7A494946-E7F4-7DFB-26B6-7916253FCBE9}",
      "SysName": "SCULT3 004400.03",
      "TriggerAll": 0,
      "ChoiceText": "Generate lots of options to address concerns.",
      "ChoiceElaboration": "List options until you find one that meets the needs of all involved parties.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to generate lots of options will allow divergent perspectives to find common solutions, beginning the process of brainstorming creative solutions to meet the needs of all involved.  Using our energy to generate a sufficient number of options eventually leads to one that meets even seemingly divergent needs. And, this process builds trust, creativity, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 90
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 90
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 80
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 10
      }]
    }]
  },

  "{187125DE-F505-F645-275C-7295BE7AB715}": {
    "EventNo": "SCULT3 - 004500",
    "Title": "New Project Plan",
    "IntroText": "As the team deals with increasing resistance, you sense that plan modifications may reduce tension while still producing improved results.  Based on your past experience, you decide to write a plan yourself and present it to the team for consideration.  They need help breaking thru resistance.\n\nSeveral days following your recommendation to the team, two members of your team come privately to your office and ask to be removed from the team.  When you ask why, both simply state that they are having difficulty developing ownership and thus commitment and suggest that you need committed resources to achieve your goals.\n\nHow will you respond?",
    "Feedback": "Restructuring or changing based on resistance will minimize impact and negatively impact trust.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{F4F99102-1158-A80D-9DC3-6C1C7BA4A258}",
      "SysName": "SCULT3 004500.01",
      "TriggerAll": 0,
      "ChoiceText": "Replace the two team members.",
      "ChoiceElaboration": "You need committed resources.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to replace the two disgrundled team members might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 10
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 10
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 10
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 10
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -10
      }]
    },
    {
      "ID": "{83B3ED75-7A23-1B3A-B395-A4A5BC0F6B06}",
      "SysName": "SCULT3 004500.02",
      "TriggerAll": 0,
      "ChoiceText": "Apologize for not supporting their plan.",
      "ChoiceElaboration": "Ask them to stay.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to apologize for not supporting the team's plan might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 50
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 30
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 50
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 50
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 5
      }]
    },
    {
      "ID": "{17D727E9-EE2D-1CE9-CD1E-7447806E3C17}",
      "SysName": "SCULT3 004500.03",
      "TriggerAll": 0,
      "ChoiceText": "Ask them for ideas to improve the plan you proposed.",
      "ChoiceElaboration": "Leverage their perspectives to develop their ownership of the plan you provided.  Their frustrations may be a source of creative options.",
      "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the disgrundled team members to work with those on the team with opposing views to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.  Good choice!",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 90
      },
      {
        "ID": "{6CB53E3A-DF63-4047-BD32-06CF46008D2B}",
        "Value": 90
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 80
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 90
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 10
      }]
    }]
  },

  "{987F83BC-2BEB-45FD-A6F0-D6DD8F2B755A}": {
    "EventNo": "SCULT3 - 005000",
    "Title": "Alignment",
    "IntroText": "At a conference you recently attended, one of the workshops was on <b><font color='#0071BF'>Alignment</font></b>; the Process of Reconciling Diverse Perspectives.  In the workshop, they explained that alignment is a process designed to resolve things only as much as is necessary to keep the ball moving forward.  The process allows participants to set aside concerns long enough to test an approach, allowing forward momentum until reliability, predictability and certainty can be achieved. \n\nAlignment is most useful when innovation is necessary to create a future that is not simply an extension of past performance.",
    "UserInputStyle": 0
  },

  "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}": {
    "EventNo": "SCULT3 - 005005",
    "Title": "Alignment Methodology",
    "IntroText": "You'd like to introduce an alignment methodology to the team. \n\nWhich of the following might you do first?",
    "Feedback": "How to achieve alignment (temporary agreement sufficient to allow forward momentum) within the team.",
    "UserInputStyle": 1,
    "Choice": [
    {
      "ID": "{CF7FCAEE-4951-4191-8368-AB1BE2FF4652}",
      "SysName": "SCULT3 005005.01",
      "TriggerAll": 0,
      "ChoiceText": "Ask if everyone is aligned",
      "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
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      "ChoiceScore_BalSc": [
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        "ID": "{79A943F9-B749-4445-82DD-44A2245F721E}",
        "Value": 1
      },
      {
        "ID": "{FD06A11D-E6B6-43C4-B596-D9C7F1DA481E}",
        "Value": 5
      }],
      "TrigByScore": [
      {
        "ID": "{93FAD855-E13F-4785-AE54-5495DD87290E}",
        "Operand": "=",
        "Value": 0
      }]
    }]
  },

  "{89188B5F-FF35-4CB8-84A3-C9E0C8EB71AA}": {
    "EventNo": "SCULT3 - 006000",
    "Title": "Innovative Solution Proposed",
    "IntroText": "The team uses the process you outline for them, and several innovative solutions are identified.  More importantly, the team moves away from positions and toward solutions.  They are excited.\n\nExcellent process, well done!",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "RevealDashboard": -1
  },

  "{6EE730F5-E550-4864-A17A-735596A6234E}": {
    "EventNo": "SCULT3 - 006050",
    "Title": "Team Confused",
    "IntroText": "The process you identified is confusing to the team.  You explain that you may have gotten the steps out of order, so you go to your file cabinet, retrieve your notes from the workshop and provide copies to the team.\n\nThey use the process, and several innovative solutions are identified.  More importantly, the team moves away from positions and toward solutions.  They are excited again!",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{EAE37363-A5DB-8F92-300C-92C0273DC8FC}": {
    "EventNo": "SCULT3 - 006100",
    "Title": "Team Disruption",
    "IntroText": "Your response to rising resistance by encouraging the team to rethink their goals / plans and generally reorganize has reduced trust within the team and you notice decreasing commitment and energy within the team and communication regarding progress.",
    "UserInputStyle": 0
  },

  "{A503A3A4-912F-C148-37D5-FCA9ADBAF0D5}": {
    "EventNo": "SCULT3 - 006200",
    "Title": "New Options Developed",
    "IntroText": "Your response to rising resistance by encouraging the team to keep moving forward and listen to / consider the opposition's perspectives has increased trust within the team and you notice enhanced commitment and energy within the team.  You also notice increased communications to key stakeholders.",
    "UserInputStyle": 0
  },

  "{CCF2EA55-3813-47F5-B75D-D40CE30A5221}": {
    "EventNo": "SCULT3 - 007000",
    "Title": "Text from Barb",
    "IntroText": "Hey, it has been a while.  How are things progressing?\n\nAs your team moves from planning to execution, communication will become critical.  Keeping stakeholders informed, coordination within the team, information to those involved in implementation of the change efforts, and those tracking progress within the school or at district all need timely and accurate communication.\n\nDo you have a communication plan in place?",
    "UserInputStyle": 0,
    "EventArea": "{78CE65DB-D838-4133-9B99-BBDFD04CA06C}"
  },

  "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}": {
    "EventNo": "SCULT3 - 007100",
    "Title": "Office Time",
    "IntroText": "To facilitate open communication and encourage coordination, you implement an open door policy.\n\nThen, as initiative implementation gets underway, you have a number of issues pull you away from your office, and people begin to complain that you implement the policy and then never stay in your office.\n\nHow do you respond?",
    "Feedback": "How to address conflicting goals / requirements without losing commitment.",
    "UserInputStyle": 1,
    "AuthoringStatus": "SC",
    "Choice": [
    {
      "ID": "{526493CB-E407-4F2A-BE2D-A661321BAD8F}",
      "SysName": "SCULT3 007100.01",
      "ChoiceText": "Change the policy.",
      "ChoiceElaboration": "Things are seldom sufficiently predictable to allow for office hours.  Get rid of the policy.",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to change the policy may resolve issues in the short term, but waffling sends an unintentional message that may undo all of your change efforts.  This is probably not the best long-term solution.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 20
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 20
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -3
      }]
    },
    {
      "ID": "{9CE34A59-3769-4DAE-BAA0-9ADC755F562F}",
      "SysName": "SCULT3 007100.02",
      "ChoiceText": "Implement office hours.",
      "ChoiceElaboration": "If you make the policy, stick to it.  Inconsistency negatively impacts trust.",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to implement office hours may resolve issues in the short term, but there is a high probability that at some point you'll end up violating your office hours and that won't be a long-term solution.  Asking for patience and allowing faculty and staff to track your location are better solutions.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 0
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 80
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 2
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 4
      }]
    },
    {
      "ID": "{94C231A8-F7CD-4FCC-B510-FD27095C858C}",
      "SysName": "SCULT3 007100.03",
      "ChoiceText": "Ask people to be patient.",
      "ChoiceElaboration": "Policies should be recognized more as guidelines, and people need to exercise patience.  Hang in there.",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to call for patience is an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 100
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 100
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 3
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -1
      }]
    },
    {
      "ID": "{F37E0404-6536-4EEF-BCF9-995EF049DA13}",
      "SysName": "SCULT3 007100.04",
      "ChoiceText": "Stay in your office more.",
      "ChoiceElaboration": "Each time you leave your office, you become invisible to many.  As difficult as it is, stay!",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to stay in your office more may resolve issues in the short term, but there is a high probability that at some point you'll end up being out when someone needs you and that won't be a long-term solution.  Asking for patience and allowing faculty and staff to track your location are better solutions.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 80
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 60
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 40
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 1
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 5
      }]
    },
    {
      "ID": "{B13A74B0-938C-4339-B886-A88140449193}",
      "SysName": "SCULT3 007100.05",
      "ChoiceText": "Let people know where you are all of the time.",
      "ChoiceElaboration": "It's not where you are, but if people know where you are.  Just leave word.",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to let people know where you are (perhaps track you using a friend locator app) is an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
      "IsBestResponse": -1,
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": 5
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 100
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 100
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 100
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": 4
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": 2
      }]
    },
    {
      "ID": "{53C250E9-2860-4BDC-B274-3A2A44661FE8}",
      "SysName": "SCULT3 007100.06",
      "ChoiceText": "Tell them to get over it.",
      "ChoiceElaboration": "Yeah, what else needs to be said?!",
      "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to tell others to get over it sure feels good, but is probably not an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
      "ChoiceScore_BalSc": [
      {
        "ID": "{A463C20A-856E-D73A-4AF1-2D7ED1C2C22F}",
        "Value": -10
      },
      {
        "ID": "{15F4C826-91C4-4F18-B40F-8FDFE71EE3A0}",
        "Value": 40
      },
      {
        "ID": "{0425C8CB-056E-4179-A782-1AE889643424}",
        "Value": 60
      },
      {
        "ID": "{F7FFD66C-9A19-4772-B165-14244FE933C1}",
        "Value": 80
      },
      {
        "ID": "{65F0561E-15DC-4C14-A2F2-2264B4111A49}",
        "Value": -2
      },
      {
        "ID": "{06DD32B9-4064-454F-9BFD-D62FA0B917E7}",
        "Value": -4
      }]
    }]
  },

  "{BD741BB4-C262-4B93-8CBB-FBA551EB53AE}": {
    "EventNo": "SCULT3 - 007500",
    "Title": "Forward Momentum Sustained",
    "IntroText": "Your choice regarding your availability really helps the team and key stakeholders with their communications and the speed at which decisions can be made.\n\nYour policy helped!  Good choice.",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{CB91F56F-ECAE-4C4F-A9F1-50C868AFF53D}": {
    "EventNo": "SCULT3 - 007800",
    "Title": "Team Boggs Down",
    "IntroText": "Your choice regarding your availability does little to help the team and key stakeholders with their communications and the speed at which decisions can be made.  Changing your mind / policy or locking yourself into one location is neither feasible or practical.  \n\nFrustrating, but you need to consider other alternatives!",
    "UserInputStyle": 0,
    "RevealDashboard": -1
  },

  "{41A571C0-B7DE-2334-6525-BC7AC3FE45E8}": {
    "EventNo": "SCULT3 - 008100",
    "Title": "VIDEO Epilogue 1",
    "IntroText": "Your efforts to involve as many as possible in the improvement efforts results in high levels of buy-in and commitment.  Several of your more senior teachers suggest ideas for leveraging technology to improve literary performance.  One even organizes a \"Book Club\" where 5th and 6th grade students work together to write short stories that will be published annually.  \n\nYou're pleased with the gradual performance improvements in both literary and math skills, and most of all the improvement in school climate. Senior teachers now work closely with new teachers to share skills and insights.",
    "UserInputStyle": 0,
    "AuthoringStatus": "Narrator Video",
    "RevealDashboard": -1
  },

  "{49F26D96-FE22-FB15-D575-5BA77E20288F}": {
    "EventNo": "SCULT3 - 008200",
    "Title": "VIDEO Epilogue 2",
    "IntroText": "Your efforts to improvement literacy skills results in another year of decline, but the rate of decline slows.  Change doesn't occur as quickly as you had hoped, but it appears that you may have turned a corner.  \n\nBuy-in and commitment are low and several of your more senior teachers leave after sharing their frustrations with you.  It seems that Easton's reputation in the community has taken a hit.\n\nSeveral initiatives that come from your change efforts are short-lived and things gradually lapse back to old patterns.  You're frustrated that your efforts only produced a short-term \"blip\".",
    "UserInputStyle": 0,
    "TriggerAll": -1,
    "AuthoringStatus": "Narrator Video",
    "RevealDashboard": -1
  },

  "{6D257594-2768-3988-615C-A043BD632180}": {
    "EventNo": "SCULT3 - 008210",
    "Title": "VIDEO Epilogue 3",
    "IntroText": "Your efforts to improvement literacy skills results in another year of decline, and parents, students and teachers voice their concerns.  \n\nBuy-in and commitment are minimal and several of your best teachers leave after sharing their frustrations with you.  It seems that Easton's reputation in the community is suffering.\n\nNo real initiatives come from your change efforts and old patterns persist.  You're frustrated that your efforts seem to have made things worse.  District is not very pleased either.",
    "UserInputStyle": 0,
    "AuthoringStatus": "Narrator Video",
    "RevealDashboard": -1
  },

  "{70F6D5FC-4A6D-4284-B0CA-8DF4E24D8F17}": {
    "EventNo": "SCULT3 - 009000",
    "Title": "Your Results",
    "IntroText": "You have completed the <b>\"Improving School Culture and Climate\"</b> simulation. Now let's review your responses and outcomes.\n\nOn the following screens you will be presented with performance indicators that result from the choices you made, and detailed feedback for each of the choice options you selected. \n\nYou may print and review the feedback. If this simulation is part of a group activity, be prepared to discuss your feedback during the \"Simulation Debrief\" portion of the program.",
    "UserInputStyle": 0
  },

  "{95CB47E7-7F55-475C-99DB-05D53D143F0F}": {
    "EventNo": "SCULT3 - 009200",
    "Title": "Scores",
    "IntroText": "These are your scores.",
    "UserInputStyle": 24,
    "EnableGoBack": -1,
    "IsDataReport": -1
  },

  "{C7D946E5-3312-4C10-A1AF-6D67B50CAF4D}": {
    "EventNo": "SCULT3 - 009500",
    "Title": "Feedback",
    "ChapterEventsOnly": -1,
    "UserInputStyle": 23,
    "EnableGoBack": -1
  },

  "{E4C13E1A-66BB-4060-9316-4651F8034B96}": {
    "EventNo": "SCULT3 - 010000",
    "Title": "End of Simulation",
    "IntroText": "We hope you enjoyed your simulation experience. If you would like to learn more about Simulations and ELS' activities, please visit our website: \n\n<a href='http://www.EdLeadershipSIMS.com' target='_blank'><b><u><font color='#0033FF'>Education Leadership Simulations</font></u></b></a>\n\nThis simulation, and other challenging leadership scenarios are available for license to be used in your schools and districts.  If you would like to license them or get more information, please send an email to: \n\n<a href = \"mailto: info@edleadershipsims.com?Subject = Information Request\"><b><u><font color='#0033FF'>Info@EdLeadershipSims.com</font></u></b></a>\n\nELS Simulations are written by practitioners to leverage the adage of Experience being the Best Teacher. Simulations approximate experience - providing administrators experiential professional development in a risk-free and realistic context to:\n  - Exercise Judgment (make decisions)\n  - Experience Consequences\n  - Receive Feedback\n  - Encourage interactivity and social learning.",
    "UserInputStyle": 0,
    "EnableGoBack": -1
  },
},

/* - - - - - - - - */

"simareas": {
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  "{78CE65DB-D838-4133-9B99-BBDFD04CA06C}": {
    "AreaNo": 1,
    "AreaTitle": "Text Messages",
    "AreaDescription": "This is where you come to review Text Messages.",
    "AreaPendingTodoMsg": "You have new Text Messages.",
    "AreaButtonSVGStd": "btnTstStd.svg",
    "AreaButtonSVGAlert": "btnTstAlrt.svg",
    "AreaAlertMedia": "sfPhoneVibrate.mp3"
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  "{A54B5240-FA9C-4928-94F5-C2FACFA0A1F4}": {
    "AreaNo": 3,
    "AreaTitle": "File Cabinet",
    "AreaDescription": "This is where you come to review files.",
    "AreaPendingTodoMsg": "Files have been added to your File Cabinet.",
    "AreaButtonSVGStd": "btnFiles_icon.svg",
    "AreaButtonSVGAlert": "btnFiles_icon_alert.svg",
    "AreaAlertMedia": "sfFiles.mp3"
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},

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"simbasis": {
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/* <!-- \u00A9 2019 by ELS.  All rights reserved. --> */

  "ID": "{47E9BE60-9282-46C8-BE1F-EE9088046C94}",
  "SysName": "SCULT3",
  "Title": "Improving School Culture & Climate - Elementary School",
  "SimAcronym": "SCULT3",
  "Copyright": "\u00A9 2019 by ELS.  All rights reserved.",
  "HelpInterfaceSWF": "flashapp/elsHelp.swf",
  "HelpPageHTML": "localsrc/Help.pdf",
  "OrgLanguage": "US",
  "AreaWindowTitle": "Communication Center",
  "Area1Title": "Text Messages",
  "Area2Title": "E-Mail",
  "Area3Title": "File Cabinet",
  "Area4Title": "Rumors",
  "CastInterface": "elsCast.swf",
  "CG1Title": "Job Title",
  "HideIndicators": -1,
  "HideDisabledButtons": -1,
  "LastCompile": "2020-10-21 12:30:54",
  "LastScoreSync": "SCULT3.201020.001.Scores.xls",
  "LastProofSync": 20201016165359,
  "TimerStartEvent": "{075154BB-4F71-4367-B50F-3FDBE25DDB3A}",
  "CompileVer": 120,
  "AllowEventCompile": -1,
  "TitleTextColor": "#2F3C4F",
  "DashboardHidden": -1,
  "MultiSessionSRC": 0,
  "HideOpeningBrand": -1,
  "DefaultBackground": "elsIF.swf",
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  "HTMLBodyColor": 0
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/* - - - - - - - - */

"simcast": {
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/* <!-- \u00A9 2019 by ELS.  All rights reserved. --> */
  "{80F53FB4-7C56-D4D3-152E-77AF627CA41E}": {
    "AuthoringStatus": "African American, 32.",
    "CastName": "Aliyah Brown",
    "CastInitials": "AB",
    "CastGroup": "Cast",
    "CastDescription": "Ms. Brown has been one of three Assistant Superintendents in the school district for the past three years.  She is young, but don't let that fool you.  \n\nShe focuses on performance and ensuring that the environment at each school optimizes student opportunities for growth and advancement.  She works tirelessly in support of faculty and staff efforts to achieve these goals.",
    "CG1Header": "Assistant Superintendent"
  },
  "{C1DD82D7-9D5B-BE78-9E25-271281742BDA}": {
    "AuthoringStatus": "African American, 28",
    "CastName": "Andrea Jackson",
    "CastInitials": "AJ",
    "CastGroup": "Cast",
    "CastDescription": "Ms. Jackson is one of your newest teachers.  She is full of enthusiasm and great ideas.  However, as you might expect, she is hesitant to ruffle feathers in what she perceives to be a well established hierarchy, so you sense that many of her best ideas are stockpiled until she is able to lower resistance to her input.",
    "CG1Header": "2nd Grade"
  },
  "{7A24B5A8-C5F8-956F-DAD9-E0295C8BDB70}": {
    "AuthoringStatus": "Caucasian, 45",
    "CastName": "Barb Dwyer",
    "CastInitials": "BD",
    "CastGroup": "Cast",
    "CastDescription": "You first met Barbara at State University and developed a fast friendship.  Following graduation, you stayed in touch and Barb, who now heads a department at State has become your mentor.\n\nYou enjoy her advice and \"out-of-the-box\" thinking.  She challenges you to be your best, and you admire her honesty.",
    "CG1Header": "Mentor"
  },
  "{F9D092DA-9DB8-A430-C093-BD07EFD847D8}": {
    "AuthoringStatus": "Hispanic, 46",
    "CastName": "Carmen Taylor",
    "CastInitials": "CT",
    "CastGroup": "Cast",
    "CastDescription": "Mrs. Taylor has been at Easton for many years.  She has taught 5th grade for her entire stay, and has become part of the infrastructure over the years.  She received very positive performance reviews from Dr. Pendergraff during his tenure as principal and seems central to a small group that do much to nurture and sustain his \"legacy\".",
    "CG1Header": "5th Grade"
  },
  "{B975B3F7-B242-66EC-FF51-F3F5B98F172F}": {
    "AuthoringStatus": "Hispanic, 50",
    "CastName": "Catalina Morales",
    "CastGroup": "Cast",
    "CastDescription": "Catalina and Carmen seem to form the nucleus of the \"old guard\".  Catalina has also been at Easton for most of her career and several parents informed you that her kindergarten is the reason they moved into this neighborhood.  Children love Mrs. Morales and she does an excellent job of preparing them for first grade.",
    "CG1Header": "Kindergarten"
  },
  "{813691DA-312A-688B-5774-9C93B4A4EF24}": {
    "AuthoringStatus": "Caucasian, 40",
    "CastName": "James Allen",
    "CastInitials": "JA",
    "CastGroup": "Cast",
    "CastDescription": "Dr. Allen began his career as a project leader in a fast growing educational support organization, but his love of education soon lured him into academia.  He's currently one of your Assistant Principal's and was quick to welcome you and provide you with valuable context.\n\nHe's very supportive of the need for change.",
    "CG1Header": "AP"
  },
  "{535CEEDC-5DE7-4E9E-A0B3-C2F5C0536EB5}": {
    "AuthoringStatus": "Caucasian, 56",
    "CastName": "John Bybe",
    "CastInitials": "JB",
    "CastGroup": "Cast",
    "CastDescription": "Mr. Bybe is your most senior teacher.  He's a fixture at Easton and not too subtly at the top of the pecking order.  His well-timed non-verbal's and subtle innuendo allows him to lead many meetings from the back of the room.\n\nHe's not a proponent of change and continually reminds those around him that stirring things up just makes everyone dizzy.",
    "CG1Header": "6th Grade"
  },
  "{F1DCBFD0-C78E-E484-960E-692DA59E47E0}": {
    "AuthoringStatus": "Asian, 35",
    "CastName": "Marcia Webster",
    "CastInitials": "MW",
    "CastGroup": "Cast",
    "CastDescription": "Marcia Webster is your other new teacher.  Following graduation, she taught at a middle school in another state for about 3 years.  Then, desiring to be closer to immediate family, she applied for a position at Easton and was hired last year as a 4th grade teacher.\n\nHaving taught at Easton for a year now, she recognizes and subtly advocates that we need to \"step up our game\".",
    "CG1Header": "4th Grade"
  },
  "{48AB9949-1276-1AD7-D706-FF7B680A5D98}": {
    "AuthoringStatus": "Caucasian, 60",
    "CastName": "Weldon Pendergraff",
    "CastInitials": "WP",
    "CastGroup": "Cast",
    "CastDescription": "Dr. Pendergraff was Principal at Easton for eight years.  During his tenure he was well liked by students and parents alike.  He tried to make himself available to all and is an excellent listener.  He focused on making Easton a nice place to work and study.  \n\nWeldon's leadership style was minimally invasive and focused on creating a climate of fun and involvement.  He is missed by faculty, staff and parents alike.",
    "CG1Header": "Former Principal"
  }
},

/* - - - - - - - - */

"simchops": {
/* <?xml version='1.0' encoding='utf-16'?> */
/* <!-- \u00A9 2019 by ELS.  All rights reserved. --> */
  "{F4007FE3-F8D0-FD48-5320-94DCBEE0E829}": {
    "ChoiceText": "Ask Barb for suggestions.",
    "ChoiceElaboration": "She may have some ideas or even some \"scar tissue\" you might benefit from.",
    "ChoiceFeedback": "There are many \"flavors\" of change.  Some are foundational while others are cosmetic.  The deeper the issues impacted by change initiatives, the more foundational they become, taking more time, care and nurturing. Results from initiatives last when there is broad based support for, commitment to and ownership of the strategies / processes used to design and implement it.  Thus, broad involvement is an important element of change strategies.  And the counter balance is that broad involvement takes more time and resources, delaying impacts.\n\nYour choice to seek input has pro's and con's.  Broad involvement leads to creative, long-lasting solutions, but takes more time and resources.  You'll need to pay attention to balance; encouraging engagement while ensuring adherence to budgets and schedules.  Managing expectations will be your major role.",
    "eID": "{222126EB-1F83-C5DA-D372-75CDB65552F2}"
  },
  "{BC0A77A4-C9F3-F8AE-AC83-FDF04BEC6035}": {
    "ChoiceText": "Move ahead on your own.",
    "ChoiceElaboration": "The issues here at Easton are unique and you feel pretty comfortable with your situation analysis.  Besides, stakeholders are expecting improvement in the <b>short term</b>.",
    "ChoiceFeedback": "There are many \"flavors\" of change.  Some are foundational while others are cosmetic.  The deeper the issues impacted by change initiatives, the more foundational they become, taking more time, care and nurturing. Results from initiatives last when there is broad based support for, commitment to and ownership of the strategies / processes used to design and implement it.  Thus, broad involvement is an important element of change strategies.  And the counter balance is that broad involvement takes more time and resources, delaying impacts.\n\nYour choice to move ahead on your own has pro's and con's.  Your environment is unique and thus input from others may have marginal value.  However, it's easy to get myopic in our perspective and miss things obvious to those outside the environment.  You'll need to pay attention to balance; encouraging engagement while ensuring adherence to budgets and schedules.  Managing expectations will be your major role.",
    "eID": "{222126EB-1F83-C5DA-D372-75CDB65552F2}"
  },
  "{EF59BC91-F75B-4717-9255-76E59BF179A8}": {
    "ChoiceText": "Discipline Data",
    "ChoiceElaboration": "Review discipline records and identify existing trends.",
    "ChoiceFeedback": "The first step of any change initiative should be to validate the need for change by collecting and analyzing relevant data.  Which data to collect and correlate should be given careful consideration.    \n\nYour choice to collect discipline data will help you understand the types of trends manifesting at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{E59BE4BB-7454-47C4-97FF-B8BD22B7CD33}": {
    "ChoiceText": "Faculty Longitudinal / Hiring Data / Trends",
    "ChoiceElaboration": "Review faculty records and identify trends relative to length of service and hiring practices.",
    "ChoiceFeedback": "Your choice to collect longitudinal and hiring data will help with your analysis of suspicions that performance issues may be related to tenure.  It will also assist in determining focusing your efforts.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{3F97790F-3557-42BF-8D66-DB4991B72C34}": {
    "ChoiceText": "Attendance Data for Faculty, Staff, Students",
    "ChoiceElaboration": "Review attendance data and identify significant trends among students, faculty and staff.",
    "ChoiceFeedback": "Your choice to collect attendance data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{5A3DE044-7E82-4613-9470-2E318B443736}": {
    "ChoiceText": "Student Perceptions / Input",
    "ChoiceElaboration": "Randomly select a cross-section of students and gather qualitative data from them.",
    "ChoiceFeedback": "Your choice to collect student perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but are not an extremely dependable source of reliable / actionable information.",
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{FF1FDAC5-9D13-4667-8C2E-19856658B7EC}": {
    "ChoiceText": "Parent Perceptions / Input",
    "ChoiceElaboration": "Randomly select a small group of parents to provide qualitative data and their perspective regarding school performance.",
    "ChoiceFeedback": "Your choice to collect parent perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{0C43FE97-7CD9-47BA-BB42-218EB36FDBDB}": {
    "ChoiceText": "Faculty & Staff Perceptions / Input",
    "ChoiceElaboration": "Ask all members of the faculty and staff for their perspectives regarding academic performance.",
    "ChoiceFeedback": "Your choice to collect faculty and staff perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{35E6CE26-DC9D-4C74-BA2D-3D10CC058926}": {
    "ChoiceText": "Formative Academic Data",
    "ChoiceElaboration": "Gather standardized test scores, grades and related data to identify trends relative to literacy, math, and fundamental areas of study.",
    "ChoiceFeedback": "Your choice to collect formative academic data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{C2987BB3-2B90-4FE2-AA08-E111100BBC3F}": {
    "ChoiceText": "Observations at Planning Meetings",
    "ChoiceElaboration": "Watch for and document trends / patterns that emerge in your regularly scheduled planning meetings.",
    "ChoiceFeedback": "Your choice to observe interactions at planning meetings will help you identify fractures / divisions in your team and assist in identifying where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{5B942167-DE91-C42B-1112-7242E407D7B3}": {
    "TriggerAll": 0,
    "ChoiceText": "Information from other schools",
    "ChoiceElaboration": "Feedback from middle schools to see how well we are preparing students for their curricula.",
    "ChoiceFeedback": "Your choice to collect information from other schools will help you identify the types of results your school is currently producing.  It will also inform your perspective relative to general areas of potential improvement.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{887DB1CF-3D23-44CE-A8C7-03D2B0CC512B}"
  },
  "{6384A000-338A-16F1-87AD-B5A7882C6447}": {
    "ChoiceText": "Discipline Data",
    "ChoiceElaboration": "Review discipline records and identify existing trends.",
    "ChoiceFeedback": "The first step of any change initiative should be to validate the need for change by collecting and analyzing relevant data.  Which data to collect and correlate should be given careful consideration.    \n\nYour choice to collect discipline data will help you understand the types of trends manifesting at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{764D9E99-FADB-9FA1-29A9-738B3AFD4E59}": {
    "ChoiceText": "Faculty Longitudinal / Hiring Data / Trends",
    "ChoiceElaboration": "Review faculty records and identify trends relative to length of service and hiring practices.",
    "ChoiceFeedback": "Your choice to collect longitudinal and hiring data will help with your analysis of suspicions that performance issues may be related to tenure.  It will also assist in determining focusing your efforts.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{FD08D65F-17A9-B4E0-9EF9-3C70ADCDF56D}": {
    "ChoiceText": "Attendance Data for Faculty, Staff, Students",
    "ChoiceElaboration": "Review attendance data and identify significant trends among students, faculty and staff.",
    "ChoiceFeedback": "Your choice to collect attendance data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{7658AEA5-9A33-7327-DA73-AF161E99C0D3}": {
    "ChoiceText": "Student Perceptions / Input",
    "ChoiceElaboration": "Randomly select a cross-section of students and gather qualitative data from them.",
    "ChoiceFeedback": "Your choice to collect student perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but are not an extremely dependable source of reliable / actionable information.",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{9F6C489F-24A4-B2BB-3706-DF73833DE9A9}": {
    "ChoiceText": "Parent Perceptions / Input",
    "ChoiceElaboration": "Randomly select a small group of parents to provide qualitative data and their perspective regarding school performance.",
    "ChoiceFeedback": "Your choice to collect parent perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{18082302-A0DA-83FD-398D-1CF6C37426CB}": {
    "ChoiceText": "Faculty & Staff Perceptions / Input",
    "ChoiceElaboration": "Ask all members of the faculty and staff for their perspectives regarding academic performance.",
    "ChoiceFeedback": "Your choice to collect faculty and staff perspectives may help you expand your own perspective relative to trends manifesting at your school, but is very dependent on the level of trust that exists.  Where trust is low, perspectives may be withheld or provided in a filtered / skewed way.  They may provide insight, but may also be an outlet for the \"squeaky wheel\" and thus misdirect your efforts.",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{18072CFD-DD06-291E-B539-E0C8BB7C7C39}": {
    "ChoiceText": "Formative Academic Data",
    "ChoiceElaboration": "Gather standardized test scores, grades and related data to identify trends relative to literacy, math, and fundamental areas of study.",
    "ChoiceFeedback": "Your choice to collect formative academic data will help you identify where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{F1DB3233-1D44-40CD-CCFB-E51743CCCB8F}": {
    "ChoiceText": "Observations at Planning Meetings",
    "ChoiceElaboration": "Watch for and document trends / patterns that emerge in your regularly scheduled planning meetings.",
    "ChoiceFeedback": "Your choice to observe interactions at planning meetings will help you identify fractures / divisions in your team and assist in identifying where to focus efforts at your school.  It will also inform your perspective relative to climate and culture.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{B23E6140-C779-B412-1579-ACB511B2ABA4}": {
    "ChoiceText": "Information from other schools",
    "ChoiceElaboration": "Feedback from middle schools to see how well we are preparing students for their curricula.",
    "ChoiceFeedback": "Your choice to collect information from other schools will help you identify the types of results your school is currently producing.  It will also inform your perspective relative to general areas of potential improvement.  Good choice!",
    "eID": "{5F5AA2A4-4924-6D8C-8DA5-5668ADEFFAE2}"
  },
  "{F1AB09BF-88E1-4BDD-A004-E6D4E9A09003}": {
    "TriggerAll": 0,
    "ChoiceText": "Present the trends and issues in a faculty and staff meeting.",
    "ChoiceElaboration": "One presentation to all will ensure they all hear the same message and should jump start potential change initiatives.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to present trends / issues in a faculty and staff meeting places honest and open feedback at risk and potentially masks ownership concerns.  Group dynamics may discourage sharing, and resistance to change may bias input.  A group meeting may not be the best venue for gathering potentially sensitive information or encouraging ownership.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{65DC81CC-2E36-4347-B7CE-92AC1BF89725}": {
    "TriggerAll": 0,
    "ChoiceText": "Meet with faculty members individually.",
    "ChoiceElaboration": "Present issues and trends to each person and deal with resistance on an individual basis.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to present trends / issues in individual meetings enhances the potential for honest and open feedback.  However, conducting these meetings prior to input from your Assistant Principals may be interpreted as discounting their input or potential value. Conducting these meetings following input from Assistant Principals could be an excellent means of validating or even prioritizing AP input.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{53A56BAC-92EE-4DC5-ABF8-6D176A99A50E}": {
    "TriggerAll": 0,
    "ChoiceText": "Identify a representative group or team within the faculty and staff.",
    "ChoiceElaboration": "You can work through sensitive issues with them, then get their help / ideas / support to work through them with others.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to prematurely identify a team before validating issues or a need for change places ownership at risk.  Change initiatives usually run into some level of resistance as projects move to the execution phase.  Failure to achieve some level of consensus regarding issues and their relative importance prior to kicking off initiatives virtually guarantees that resistance will be significant, and often overwhelming.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{65B31326-FFAF-42DC-BA43-A316408DEC4D}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask the faculty and staff where they see room for improvement.",
    "ChoiceElaboration": "Encouraging them to identify the issues will enable discussion about performance in sensitive areas and perhaps minimize resistance.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to ask faculty and staff where they see room for improvement before presenting data and findings leaves them with an opportunity to \"stonewall\" or inject \"red herrings\" into the discussion.  Group dynamics may discourage sharing, and resistance to change may bias provided input.  A group meeting may not be the best venue for gathering potentially sensitive information or discussing the impacts of change.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{1F7F1B24-005E-4C37-9135-81E06A6EF78D}": {
    "TriggerAll": 0,
    "ChoiceText": "Invite key parents to a planning meeting.",
    "ChoiceElaboration": "Have them present their concerns relative to trends they see so that faculty and staff won't interpret the issues as just your concerns.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to invite key parents to a planning meeting may add credibility to the conclusions you've reached, and hearing it from someone other than you may make it more palatable.  But it may also be viewed as a tactic and result in a backfire that eliminates faculty / staff ownership and thus commitment to change.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{69A9DDC7-A58F-2AD0-FA42-5F4DA3063857}": {
    "TriggerAll": 0,
    "ChoiceText": "Have a discussion with your administrative team of assistant principals.",
    "ChoiceElaboration": "Ask for their perspectives, concerns and ideas.",
    "ChoiceFeedback": "As leaders, when we provide information, we always risk that it may be interpreted as direction and thus inadvertently disrupt creativity or derail ownership.  Thus, care should be taken in the way we present ideas and information to project teams.\n\nYour choice to discuss issues with your administrative team leverages their combined perspectives to target areas most in need of change.  It also provides you with a chance to discuss potential faculty and staff reactions and plan appropriate responses to ensure ownership and commitment.",
    "eID": "{D4064F63-7B82-446F-AB6C-789AC98ACF62}"
  },
  "{744EDAE7-D183-461C-8402-86E67A340DB6}": {
    "ChoiceText": "Leverage collected data to prioritize issues to address.",
    "ChoiceElaboration": "Select the area where scores have declined most as top priorities.",
    "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to leverage the data collected along with associated analyses to keep the team on track is correct.  Allowing other factors to influence priorities quickly leads to scope creep or loss of your targeted focus.  Good choice!",
    "IsBestResponse": -1,
    "eID": "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}"
  },
  "{364E0DD9-F331-4E73-8382-60DE1DD666CB}": {
    "TriggerAll": 0,
    "ChoiceText": "Allow faculty input to prioritize issues and determine which to address and when.",
    "ChoiceElaboration": "They are where the rubber meets the road, so they should have a voice in establishing priorities.",
    "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow teachers to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
    "eID": "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}"
  },
  "{31F56D62-A672-45DB-81DE-150582DE953B}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask district for direction regarding priorities.",
    "ChoiceElaboration": "Allowing them to determine priorities ensures their support as you move forward.",
    "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow district to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
    "eID": "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}"
  },
  "{899A087E-B831-477D-98E8-924AC1E6E198}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask for parental input regarding priorities.",
    "ChoiceElaboration": "Parents are paying for their children's educations and should certainly have a say regarding priorities.",
    "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to allow parents to influence priorities could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
    "eID": "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}"
  },
  "{ECE8D5C3-6603-4FCB-9FD2-6A7A97242938}": {
    "TriggerAll": 0,
    "ChoiceText": "You set the priorities.",
    "ChoiceElaboration": "You're the principal, and thus the one to set priorities.",
    "ChoiceFeedback": "Many of the conflicts associated with change result from trade-offs deriving from limited time and resources.  It thus becomes very important that teams establish and then stick to priorities in order to successfully achieve goals and milestones.\n\nYour choice to set the priorities yourself could result in loss of focus and allow the team to get off track.  Allowing factors other than your initial analyses to influence priorities quickly leads to scope creep or loss of your targeted focus.",
    "eID": "{3BABC79E-095B-4786-BDF9-631C8AC5AC9B}"
  },
  "{FCD1878B-5320-491E-A4B1-31A485F9DA06}": {
    "TriggerAll": 0,
    "ChoiceText": ". . . work top down on your priorities list.",
    "ChoiceElaboration": "Don't try to do everything all at once.",
    "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nYour choice to focus on priorities and simply work one task at a time is not a bad approach.  Implementing change usually requires a modicum of flexibility, as things seldom work exactly as planned.  So sticking to the plan at the expense of commitment may not always be the most effective approach.",
    "eID": "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}"
  },
  "{29F5630E-AF78-403B-B0F7-4DFDB242368F}": {
    "ChoiceText": ". . . have them break overwhelming tasks into smaller tasks.",
    "ChoiceElaboration": "It's easy to lose momentum when tasks that require large amounts of time and resources surface.",
    "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to break overwhelming tasks into smaller ones is a good tactic to retain forward momentum.  It can still leave teams overwhelmed with more tasks to complete and thus may not always solve forward momentum frustrations.",
    "eID": "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}"
  },
  "{E186D13A-9B2F-4ED6-93CC-B46CEA0CA8CF}": {
    "ChoiceText": ". . . create multiple teams and work on things in tandem.",
    "ChoiceElaboration": "Launch sup-projects to maintain momentum and focus.",
    "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to address loss of momentum by creating sub teams to work on tasks in tandem may be a good solution is some situations.  However, the increased need for resources and time may actually slow things down.  So this only works when resource limitations are minimal.",
    "eID": "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}"
  },
  "{08581490-2E95-430C-9BC7-8FDFACBC289C}": {
    "TriggerAll": 0,
    "ChoiceText": ". . . use resource limitations to decide which issues to address and which to hold.",
    "ChoiceElaboration": "Resources don't allow you to do everything, so focus on the <b>few</b> things you <b>can</b> do.",
    "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to allow resource limitations to define the path forward is not a bad solution.  This is the most common solution.  It is not effective when resource limitations preclude key deliverables from being completed on time, so it's not a solution that works very often.",
    "eID": "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}"
  },
  "{85144793-3871-4840-9FDC-9851549A0112}": {
    "ChoiceText": ". . . ask the team to identify and focus on the three most important issues only.",
    "ChoiceElaboration": "Narrowing the scope of work may help.",
    "ChoiceFeedback": "Moving from the planning phase to the execution phase can be challenging and many teams lose focus as they confront the usual resistance accompanying most change initiatives.  Retaining focus and commitment are difficult.\n\nLoss of a sense of forward momentum is a major contributor to projects stalling out and ultimately failing.  Your choice to have the team temporarily limit scope is a very good and logical solution.  The tradeoffs between time, cost and quality are best addressed by limiting scope so that cost and time constraints are not violated.  Good choice.",
    "IsBestResponse": -1,
    "eID": "{D7810B7E-3845-4ACC-8ED8-D65018DC2F6B}"
  },
  "{7C6C1876-28A0-E44D-51BE-D904316BB688}": {
    "ChoiceText": "Restructure / Redesign the project goals.",
    "ChoiceElaboration": "Encourage the team to restructure or even redesign the project plan based on revised goals.",
    "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, going backwards to restructure or adjust goals based on resistance will most likely fracture trust and minimize impact.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
    "eID": "{D384BFF6-33C0-D608-BB3F-4869577EAF89}"
  },
  "{BC12F36F-49EE-D9AE-55B7-30C43F28AE5C}": {
    "ChoiceText": "Continue moving forward.",
    "ChoiceElaboration": "Resistance and frustration are normal outcomes in any change initiative.  Keep pressing forward.",
    "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, moving forward is appropriate.  But doing so without considering the sources of resistance will only increase it.  Viewing resistance as a normal element of change and leveraging it to define and clarify options and strategies / tactis is an excellent way to sustain momentum while building trust.",
    "eID": "{D384BFF6-33C0-D608-BB3F-4869577EAF89}"
  },
  "{82AAE193-D9BE-EB88-7C42-88CD940748CB}": {
    "ChoiceText": "Develop a new project plan.",
    "ChoiceElaboration": "This was their first attempt . . . you should develop an alternative plan, then present it to the team.",
    "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, going backwards to restructure or adjust the plan or associated goals based on resistance will most likely fracture trust and minimize impact.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
    "eID": "{D384BFF6-33C0-D608-BB3F-4869577EAF89}"
  },
  "{16F35125-85C5-7743-89B0-8EAFE7DEECD1}": {
    "ChoiceText": "Find a way to get the team aligned.",
    "ChoiceElaboration": "Help the team leverage differences to develop creative new options / solutions.",
    "ChoiceFeedback": "Resistance is a normal part of change.  Teams usually struggle when moving from planning to implementation.  The clarity and focus that accompanies planning activities is rewarding, and that clarity is normally challenged when we begin feeling the resistance around implementing plans.\n\nIf the team has validated goals and linked plans to each, then leveraging a methodology to retain alignment and restart momentum is an excellent strategy.  Viewing resistance as a normal element of change and leveraging it to define and clarify options is an excellent way to sustain momentum and build trust.",
    "eID": "{D384BFF6-33C0-D608-BB3F-4869577EAF89}"
  },
  "{BEA88C27-3759-DFBB-C9A9-3F9AEB9A8325}": {
    "ChoiceText": "Replace the two team members.",
    "ChoiceElaboration": "You need committed resources.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to replace the two disgrundled team members might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
    "eID": "{27C02006-8E4F-C31B-46BF-92BFC2FD6A80}"
  },
  "{959497D5-72FF-F0B8-2AE2-8F61E1F3BF0A}": {
    "ChoiceText": "Apologize for not supporting their plan.",
    "ChoiceElaboration": "Ask them to stay.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to apologize for not supporting the team's plan might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
    "eID": "{27C02006-8E4F-C31B-46BF-92BFC2FD6A80}"
  },
  "{820DD358-ADA4-4939-2812-E3C0E1059D44}": {
    "ChoiceText": "Ask them to work with the team to propose ways to overcome the growing resistance.",
    "ChoiceElaboration": "Leverage their differing perspective to potentially generate creative options and solutions.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the disgrundled team members to work with those on the team with opposing views to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.  Good choice!",
    "eID": "{27C02006-8E4F-C31B-46BF-92BFC2FD6A80}"
  },
  "{9061ABC2-A233-8A22-7194-2A804AF7CCE6}": {
    "TriggerAll": 0,
    "ChoiceText": "Don't get discouraged.",
    "ChoiceElaboration": "Resistance is part of the process and should not be ignored.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to reassure the team and encourage them might temporarily reduce tension, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
    "eID": "{481CEF46-A78A-DA6F-3FB0-6321B837EFB6}"
  },
  "{EB90DCD2-7F29-1ACF-10E5-408ED4D4133C}": {
    "TriggerAll": 0,
    "ChoiceText": "Encourage them to listen to understand, not respond.",
    "ChoiceElaboration": "Hear and consider what the opposition is saying.  They can help you enhance your perspective.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the team to listen to understand as opposed to listen to respond will allow divergent perspectives to find common solutions, beginning the process of brainstorming creative solutions to meet the needs of all involved.  This will build trust, creativity, and maximize potential impacts.",
    "eID": "{481CEF46-A78A-DA6F-3FB0-6321B837EFB6}"
  },
  "{7A494946-E7F4-7DFB-26B6-7916253FCBE9}": {
    "TriggerAll": 0,
    "ChoiceText": "Generate lots of options to address concerns.",
    "ChoiceElaboration": "List options until you find one that meets the needs of all involved parties.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to generate lots of options will allow divergent perspectives to find common solutions, beginning the process of brainstorming creative solutions to meet the needs of all involved.  Using our energy to generate a sufficient number of options eventually leads to one that meets even seemingly divergent needs. And, this process builds trust, creativity, and maximizes potential impacts.",
    "eID": "{481CEF46-A78A-DA6F-3FB0-6321B837EFB6}"
  },
  "{F4F99102-1158-A80D-9DC3-6C1C7BA4A258}": {
    "TriggerAll": 0,
    "ChoiceText": "Replace the two team members.",
    "ChoiceElaboration": "You need committed resources.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to replace the two disgrundled team members might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
    "eID": "{187125DE-F505-F645-275C-7295BE7AB715}"
  },
  "{83B3ED75-7A23-1B3A-B395-A4A5BC0F6B06}": {
    "TriggerAll": 0,
    "ChoiceText": "Apologize for not supporting their plan.",
    "ChoiceElaboration": "Ask them to stay.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to apologize for not supporting the team's plan might temporarily reduce conflict, but at the cost of trust, creativity and impact.  Instead, working with the team to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.",
    "eID": "{187125DE-F505-F645-275C-7295BE7AB715}"
  },
  "{17D727E9-EE2D-1CE9-CD1E-7447806E3C17}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask them for ideas to improve the plan you proposed.",
    "ChoiceElaboration": "Leverage their perspectives to develop their ownership of the plan you provided.  Their frustrations may be a source of creative options.",
    "ChoiceFeedback": "When teams reach the execution phase, clashes over \"what\" needs to be done or \"how\" it will be accomplished may become sources of conflict with the team, fracturing the unity that accompanied planning activities.  When we allow differing perspectives to turn into conflict, we miss leveraging those differences to distill creative solutions.\n\nYour choice to encourage the disgrundled team members to work with those on the team with opposing views to brainstorm solutions that meet seemingly opposing needs is an incredible source of creativity, builds trust, and maximizes potential impacts.  Good choice!",
    "eID": "{187125DE-F505-F645-275C-7295BE7AB715}"
  },
  "{CF7FCAEE-4951-4191-8368-AB1BE2FF4652}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask if everyone is aligned",
    "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
    "ChoiceFeedback": "The process is:\n 1 - Call for a proposal\n 2 - Ask for alignment\n 3 - First person not aligned clearly states needs not met\n 4 - Brainstorm options that meet all needs\n 5 - Check again for alignment.  Repeat as necessary.",
    "SkipConfirmThis": -1,
    "eID": "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}"
  },
  "{977AE4AF-EB5B-4A7B-9E46-A13874BF3418}": {
    "TriggerAll": 0,
    "ChoiceText": "Brainstorm options / variations that address the unmet need.",
    "ChoiceElaboration": "The entire team brainstorms options / variations that meet all needs.",
    "ChoiceFeedback": "The process is:\n 1 - Call for a proposal\n 2 - Ask for alignment\n 3 - First person not aligned clearly states needs not met\n 4 - Brainstorm options that meet all needs\n 5 - Check again for alignment.  Repeat as necessary.",
    "SkipConfirmThis": -1,
    "eID": "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}"
  },
  "{1CFDD828-B7C5-40A0-A1BB-407219E1A2B4}": {
    "TriggerAll": 0,
    "ChoiceText": "If someone isn't aligned, have them identify specific needs not being met.",
    "ChoiceElaboration": "Ask what about the proposal is a problem to them; what needs are not being met.",
    "ChoiceFeedback": "The process is:\n 1 - Call for a proposal\n 2 - Ask for alignment\n 3 - First person not aligned clearly states needs not met\n 4 - Brainstorm options that meet all needs\n 5 - Check again for alignment.  Repeat as necessary.",
    "SkipConfirmThis": -1,
    "eID": "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}"
  },
  "{C9B18E8A-A437-4F8B-8549-7046EDFF221C}": {
    "TriggerAll": 0,
    "ChoiceText": "Ask a team members to make a proposal.",
    "ChoiceElaboration": "Have someone in the team put forth a proposal.",
    "ChoiceFeedback": "The process is:\n 1 - Call for a proposal\n 2 - Ask for alignment\n 3 - First person not aligned clearly states needs not met\n 4 - Brainstorm options that meet all needs\n 5 - Check again for alignment.  Repeat as necessary.",
    "SkipConfirmThis": -1,
    "eID": "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}"
  },
  "{3F8F0E9C-EEE3-4C84-B58D-9FFC4547D97B}": {
    "TriggerAll": 0,
    "ChoiceText": "Check again for alignment.",
    "ChoiceElaboration": "The facilitator once again calls for alignment.",
    "ChoiceFeedback": "The process is:\n 1 - Call for a proposal\n 2 - Ask for alignment\n 3 - First person not aligned clearly states needs not met\n 4 - Brainstorm options that meet all needs\n 5 - Check again for alignment.  Repeat as necessary.",
    "SkipConfirmThis": -1,
    "eID": "{451EC63D-0197-4C24-8A4F-91A129C1EBB7}"
  },
  "{36A4770F-2EEE-45EF-9DCF-8B17D1F1106E}": {
    "ChoiceText": "Ask if everyone is aligned",
    "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
    "SkipConfirmThis": -1,
    "eID": "{669F25BE-DC24-4F3E-AEAD-092293C0D777}"
  },
  "{75369D1C-92E7-46CB-A685-BD76A928403E}": {
    "ChoiceText": "Brainstorm options / variations that address the unmet need.",
    "ChoiceElaboration": "The entire team brainstorms options / variations that meet all needs.",
    "SkipConfirmThis": -1,
    "eID": "{669F25BE-DC24-4F3E-AEAD-092293C0D777}"
  },
  "{16DDAFD4-5889-4EA7-89AD-8AE7D585030D}": {
    "ChoiceText": "If someone isn't aligned, have them identify specific needs not being met.",
    "ChoiceElaboration": "Ask what about the proposal is a problem to them; what needs are not being met.",
    "SkipConfirmThis": -1,
    "eID": "{669F25BE-DC24-4F3E-AEAD-092293C0D777}"
  },
  "{B66F9D12-CCED-415C-87E3-1334D1C5CE2E}": {
    "ChoiceText": "Ask a team members to make a proposal.",
    "ChoiceElaboration": "Have someone in the team put forth a proposal.",
    "SkipConfirmThis": -1,
    "eID": "{669F25BE-DC24-4F3E-AEAD-092293C0D777}"
  },
  "{470435C8-0E8E-46D9-9885-DF9B18CBE2B7}": {
    "ChoiceText": "Check again for alignment.",
    "ChoiceElaboration": "The facilitator once again calls for alignment.",
    "SkipConfirmThis": -1,
    "eID": "{669F25BE-DC24-4F3E-AEAD-092293C0D777}"
  },
  "{DBD80A41-6AE4-4E3E-B421-6A708652689F}": {
    "ChoiceText": "Ask if everyone is aligned",
    "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
    "SkipConfirmThis": -1,
    "eID": "{E14F0F57-7B6C-4222-9E29-CD61BD4A0A25}"
  },
  "{8BA56B52-51CC-46CB-A058-C340F4C9A9AC}": {
    "ChoiceText": "Brainstorm options / variations that address the unmet need.",
    "ChoiceElaboration": "The entire team brainstorms options / variations that meet all needs.",
    "SkipConfirmThis": -1,
    "eID": "{E14F0F57-7B6C-4222-9E29-CD61BD4A0A25}"
  },
  "{8D5099DA-9F3E-4D35-91F0-9748B8CF53FA}": {
    "ChoiceText": "If someone isn't aligned, have them identify specific needs not being met.",
    "ChoiceElaboration": "Ask what about the proposal is a problem to them; what needs are not being met.",
    "SkipConfirmThis": -1,
    "eID": "{E14F0F57-7B6C-4222-9E29-CD61BD4A0A25}"
  },
  "{AD402015-00F2-4FF4-B86B-EA137912C17D}": {
    "ChoiceText": "Ask a team members to make a proposal.",
    "ChoiceElaboration": "Have someone in the team put forth a proposal.",
    "SkipConfirmThis": -1,
    "eID": "{E14F0F57-7B6C-4222-9E29-CD61BD4A0A25}"
  },
  "{1D187210-7322-4CBB-8779-442AD6F696FE}": {
    "ChoiceText": "Check again for alignment.",
    "ChoiceElaboration": "The facilitator once again calls for alignment.",
    "SkipConfirmThis": -1,
    "eID": "{E14F0F57-7B6C-4222-9E29-CD61BD4A0A25}"
  },
  "{156E06D0-35A8-4852-AD74-0F83DA11E4A6}": {
    "ChoiceText": "Ask if everyone is aligned",
    "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
    "SkipConfirmThis": -1,
    "eID": "{04507E08-8F7B-43FC-BDC0-887B5F2FA9E7}"
  },
  "{47710059-CC18-444D-BDAA-4567B0738FE3}": {
    "ChoiceText": "Brainstorm options / variations that address the unmet need.",
    "ChoiceElaboration": "The entire team brainstorms options / variations that meet all needs.",
    "SkipConfirmThis": -1,
    "eID": "{04507E08-8F7B-43FC-BDC0-887B5F2FA9E7}"
  },
  "{AEA14355-77A8-474C-9548-06BC908C24D8}": {
    "ChoiceText": "If someone isn't aligned, have them identify specific needs not being met.",
    "ChoiceElaboration": "Ask what about the proposal is a problem to them; what needs are not being met.",
    "SkipConfirmThis": -1,
    "eID": "{04507E08-8F7B-43FC-BDC0-887B5F2FA9E7}"
  },
  "{98C54CF2-116B-4CF8-A83B-908A75E8B596}": {
    "ChoiceText": "Ask a team members to make a proposal.",
    "ChoiceElaboration": "Have someone in the team put forth a proposal.",
    "SkipConfirmThis": -1,
    "eID": "{04507E08-8F7B-43FC-BDC0-887B5F2FA9E7}"
  },
  "{38A02F1A-812C-495A-A04B-D4EACDA492A9}": {
    "ChoiceText": "Check again for alignment.",
    "ChoiceElaboration": "The facilitator once again calls for alignment.",
    "SkipConfirmThis": -1,
    "eID": "{04507E08-8F7B-43FC-BDC0-887B5F2FA9E7}"
  },
  "{99967190-6D5E-419D-8056-D33D4B42430F}": {
    "ChoiceText": "Ask if everyone is aligned",
    "ChoiceElaboration": "Ask each team member if they can align with the proposal as is.",
    "SkipConfirmThis": -1,
    "eID": "{AC4EBABE-51C5-4FF4-B0FA-D198C540B93B}"
  },
  "{7CAB638F-5227-4876-96E5-86AB50E6FF18}": {
    "ChoiceText": "Brainstorm options / variations that address the unmet need.",
    "ChoiceElaboration": "The entire team brainstorms options / variations that meet all needs.",
    "SkipConfirmThis": -1,
    "eID": "{AC4EBABE-51C5-4FF4-B0FA-D198C540B93B}"
  },
  "{F5165817-5D18-4FB6-9DCD-D01918BA4A3F}": {
    "ChoiceText": "If someone isn't aligned, have them identify specific needs not being met.",
    "ChoiceElaboration": "Ask what about the proposal is a problem to them; what needs are not being met.",
    "SkipConfirmThis": -1,
    "eID": "{AC4EBABE-51C5-4FF4-B0FA-D198C540B93B}"
  },
  "{A97CE933-0EF9-44B2-B749-7EE0AE03835C}": {
    "ChoiceText": "Ask a team members to make a proposal.",
    "ChoiceElaboration": "Have someone in the team put forth a proposal.",
    "SkipConfirmThis": -1,
    "eID": "{AC4EBABE-51C5-4FF4-B0FA-D198C540B93B}"
  },
  "{2E54D049-8603-444B-A50C-8626BF64A7C4}": {
    "ChoiceText": "Check again for alignment.",
    "ChoiceElaboration": "The facilitator once again calls for alignment.",
    "SkipConfirmThis": -1,
    "eID": "{AC4EBABE-51C5-4FF4-B0FA-D198C540B93B}"
  },
  "{526493CB-E407-4F2A-BE2D-A661321BAD8F}": {
    "ChoiceText": "Change the policy.",
    "ChoiceElaboration": "Things are seldom sufficiently predictable to allow for office hours.  Get rid of the policy.",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to change the policy may resolve issues in the short term, but waffling sends an unintentional message that may undo all of your change efforts.  This is probably not the best long-term solution.",
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  },
  "{9CE34A59-3769-4DAE-BAA0-9ADC755F562F}": {
    "ChoiceText": "Implement office hours.",
    "ChoiceElaboration": "If you make the policy, stick to it.  Inconsistency negatively impacts trust.",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to implement office hours may resolve issues in the short term, but there is a high probability that at some point you'll end up violating your office hours and that won't be a long-term solution.  Asking for patience and allowing faculty and staff to track your location are better solutions.",
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  },
  "{94C231A8-F7CD-4FCC-B510-FD27095C858C}": {
    "ChoiceText": "Ask people to be patient.",
    "ChoiceElaboration": "Policies should be recognized more as guidelines, and people need to exercise patience.  Hang in there.",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to call for patience is an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
    "IsBestResponse": -1,
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  },
  "{F37E0404-6536-4EEF-BCF9-995EF049DA13}": {
    "ChoiceText": "Stay in your office more.",
    "ChoiceElaboration": "Each time you leave your office, you become invisible to many.  As difficult as it is, stay!",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to stay in your office more may resolve issues in the short term, but there is a high probability that at some point you'll end up being out when someone needs you and that won't be a long-term solution.  Asking for patience and allowing faculty and staff to track your location are better solutions.",
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  },
  "{B13A74B0-938C-4339-B886-A88140449193}": {
    "ChoiceText": "Let people know where you are all of the time.",
    "ChoiceElaboration": "It's not where you are, but if people know where you are.  Just leave word.",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to let people know where you are (perhaps track you using a friend locator app) is an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
    "IsBestResponse": -1,
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  },
  "{53C250E9-2860-4BDC-B274-3A2A44661FE8}": {
    "ChoiceText": "Tell them to get over it.",
    "ChoiceElaboration": "Yeah, what else needs to be said?!",
    "ChoiceFeedback": "Implementing new practices is always difficult, and apt to disappoint when lapses occur.  Expectations are pre-meditated resentments, so endeavoring to minimize expectations will reduce frustrations.\n\nYour choice to tell others to get over it sure feels good, but is probably not an appropriate response.  We'll all get better at doing new things over time, so integrating patience into the culture is an excellent long-term solution.",
    "eID": "{1B91AB1D-A784-46C3-BA3C-2AFE2C4A3482}"
  }
}
};
