Week 2 is where the rhythm starts. The full CODE cycle runs for the first time: an Evaluate check on Week 1, your Current state audit, team case work on Morgan, and your own decision plan coming out of what the team surfaces.
In critical care, the first priority with an unstable patient is stopping what is actively making things worse. Not everything gets fixed in one intervention. You stabilize, then build. Week 2 works the same way. Before we redesign how you study, we identify what is actively making your situation worse and stop it. One specific change is enough this week.
Last week there was no case and no previous week to evaluate. This week the full CODE cycle runs for the first time, and it will run every week the same way from here through Week 8.
You have a team now. You have a charter. You have a baseline from your grade audit and your first decision plan. This week, the work is in the loop: evaluate what happened, observe someone else's situation, decide what you will do next.
Your Week 2 Current state audit opens with the Evaluate section asking what actually happened with last week's three commitments and 24-hour action. Honest reporting, not performance reporting. Then you complete a fresh Current state check on the week that just passed.
The live session is the main event this week. Your team works through Morgan's case together, guided by your facilitator. Morgan is a pre-nursing student failing A&P 2 despite studying 15 to 18 hours a week. Come ready to identify what you see.
After the session, you write your Week 2 decision plan. Three specific commitments and one 24-hour action. This week's plan will likely focus on changing one study method, based on what your team surfaced in Morgan's case.
You have already started Evaluate in this week's Current state audit. Next week's audit will evaluate this week's commitments. The loop never stops, and every week it gets more accurate.
This session is different from Week 1. There is no team-forming this time. Your team is formed. The session is about the work.
Your facilitator will guide your team through three questions about Morgan's case, in order: what do we think is happening, what should Morgan stop doing, and what should Morgan start doing. You will reason through these together as a team, not individually. There are no correct answers you are supposed to produce. The quality of the discussion matters more than arriving at a single conclusion.
The work of Week 2 is recognition
Morgan's patterns are your patterns, in part. Not all of them. But some of them. The value of working a case like Morgan's is that it lets you see from outside what is hardest to see from inside. You cannot change a method you have not yet recognized you are using. Recognition comes first. Change comes second.
Do not try to overhaul everything this week. The theme is stop the bleeding, not rebuild the patient. Pick one method you currently use that your team's work on Morgan helped you see differently. Stop doing it, or do it differently. That is enough.
Your decision plan will give you a structure for making that one change specific, time-bound, and measurable. Small changes that actually happen are worth more than large changes that do not.
A note on the Evaluate section
When you open your Current state audit and report what happened with Week 1, honesty is the only useful answer. If you did not complete a commitment, report that. If you partially completed it, report that. The Evaluate section is for data, not judgment. Students who falsify their reports recover slower than students who tell the truth, because falsified data hides the pattern that needs fixing.