Over the past eight weeks you have been introduced to a variety of continuous improvement tools and ways of thinking. You have tried your hand at mapping performance gaps, analyzing root causes, and creating logic models. You have explored systems and design thinking; action research methods and use of data and evidence; and mindsets conducive to critical thinking, leadership, and thinking about thinking. You have identified problems of practice, found application for your readings within your own organization, and analyzed a particular leadership dilemma in the Toigo case. This week's readings focus on leadership roles and mindsets with implications for organizational learning. Thinking about what you have read about and learned in the course, how do you see yourself differently as a leader? What are your key takeaways, specifically with respect to your own leadership behaviors and mindsets? As part of a system, we all play a role in the system's problems. Ask yourself: Have there been times when my own thinking or behaviors have helped perpetuate a problem? What are the implications of your own leadership behaviors and mindsets for your organization and the improvement of outcomes for those you serve