Transcript Identity - Portland State University

Greater Portland and Vancouver Indicators Meeting
Systems Thinking and Team Collective Intelligence
July 30, 2010
Portland, Oregon
Two Paradigms for Managing
Management by
Results
(“Performance
Management”)
Management by
Means
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Define
Results
Design Reliable
System
of activities,
practices,
structures
2
Seek Activities
that will
Produce Results
Results
are necessary
byproduct of the
system
© 2009 Dialogos
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© 2009 Dialogos
Progression to Operational Excellence
Design it so it does
not break
Don’t just fix it,
improve it
Fix it before it
breaks
Performance
Measures
Fix it after it
breaks
Design
Precision
Stable System
Planned
Reactive
Unstable System
Behavior
States
React to
defects
(Survival)
Anticipate
defects
(Imposition
of will)
“Initiative
Disipline”
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Continuously
improve
defects
(Creative Tone)
Design from
the Ideal
(Identity)
© Winston Ledet 2007
© 2009 Dialogos
Structures of Conversation
Four Player System
Structures of Conversation: The Four Player System
MOVE
Without Movers
there is no Direction
BYSTAND
Without
Bystanders
there is no
Perspective
FOLLOW
Without
Followers
there is no
Completion
Inquiry
OPPOSE
Without Opposers
there is no Correction
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© 1995 David Kantor
© 2009 Dialogos
Ladder of Inference
Practices
– Listen to your reactions: Where are you on the
ladder?
– Listen to others: Where are they?
– Come down the ladder and illustrate your
reasoning.
Beliefs
Assumptions
Reinforces how
we select data
Conclusions
Paraphrased Meaning
Observable Data
Background of Experience
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© 1990 Chris Argyris
© 2009 Dialogos
Advocacy Inquiry Matrix
Lo
Advocacy
Hi
Hi
Inquiry
Lo
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© 2009 Dialogos
The Learning Grid
The Learning Grid can be used to assess the quality of conversations.
Advocacy
Promotes
Learning
Inquiry
Seeks alternative views
Explains steps in
thinking
Probes views of others
Gives specific examples
Encourages challenge
Seeks confirming views
Doesn’t explain thinking
Asks leading
questions
Limits Learning
Doesn’t give specific
examples
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Doesn’t encourage
challenge
© 1994 Action Design Associates
© 2009 Dialogos
Whole Systems Diagnosis
The Flame Model
Action
– Symptoms
– Events, Pattern
– Observable behavior
– Actions and words
Action
Structure
– Formal and informal rules and decision
rights
– Feedback processes and policies
– Physical limits
– Mental models
Structure
Tone
– Field
– Mood
– Quality of character
– Quality of energy and atmosphere
– Network of Relationships
Tone
Being/Identity
Identity
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– Center
– Self-Image
– Quality of presence
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© 2009 Dialogos
Diagnosis and Design of Systems
Direction of Diagnosis
Identify Symptoms
Action
and
Patterns over Time
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Map the Structures
Structure
Name Tone
Tone
Identity
Identity
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Direction of Design
© 2009 Dialogos
Flame Matrix: Inquiring Into the Gap
Inquiring Into the Gap
Action Modes
Action
Structure
Action Mode
Description
Events
Reactive
Directly observable
events and results
Patterns
Proactive
Unrealized Potential
Patterns of behavior
over time
Systemic Structures
Design
Formal and informal
policies and rules
governing the flow of
information, feelings
and physical material
Mental Models
Reflective
Images guiding how
we see the world and
take action in it
Intention & Vision
Imaginative
Current Situation
Intentions and dreams
/ aspirations of desired
future state: expressed
as a picture
Tone
Container
Participative
Quality of energy,
possibility and safety;
atmosphere
Presence
Generative
My/our identity in this
situation/system
Identity
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© 2009 Dialogos
Capability Trap
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
+
T ime Spent
W o rking
+
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
-
+
Actual
Performan ce
B1
W o rk Harder
Pressu re to
Do W o rk +
B2
W o rk Smarter
-
Performan ce
Gap
+
Desired
Performan ce
Pressu re to +
Imp ro ve
Cap ab ility
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© 2009 Dialogos
A Model of
Process Performance
Cap ab ility
T ime Spent
W o rking
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+
+ Actual
Performan ce
© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
T ime Spent
W o rking
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
+ Actual
Performan ce
+
Pressu re to
Do W o rk +
Performan ce
Gap
+
Desired
Performan ce
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© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
+
T ime Spent
W o rking
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
+
Actual
Performan ce
B1
W o rk Harder
Pressu re to
Do W o rk +
-
Performan ce
Gap
+
Desired
Performan ce
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© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
+
T ime Spent
W o rking
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
+
+
Actual
Performan ce
B1
W o rk Harder
Pressu re to
Do W o rk +
-
Performan ce
Gap
+
Desired
Performan ce
Pressu re to +
Imp ro ve
Cap ab ility
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© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
+
T ime Spent
W o rking
+
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
+
Actual
Performan ce
B1
W o rk Harder
Pressu re to
Do W o rk +
B2
W o rk Smarter
-
Performan ce
Gap
+
Desired
Performan ce
Pressu re to +
Imp ro ve
Cap ab ility
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© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
Cap ab ility
Ero sio n
+
DELAY
+
T ime Spent
W o rking
+
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
-
+
Actual
Performan ce
B1
W o rk Harder
Pressu re to
Do W o rk +
B2
W o rk Smarter
-
Performan ce
Gap
+
Desired
Performan ce
Pressu re to +
Imp ro ve
Cap ab ility
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© 2009 Dialogos
Cap ab ility
Investmen ts in
Cap ab ility
+
DELAY
Cap ab ility
Ero sio n
R1
Reinvestmen t
+
T ime Spent
W o rking
+
T ime Spent on
Imp lemen tation and
Imp ro vemen t
+
+
Actual
Performan ce
B1
W o rk Harder
-
Pressu re to
Do W o rk +
B2
W o rk Smarter
-
Performan ce
Gap
+
Desired
Performan ce
Pressu re to +
Imp ro ve
Cap ab ility
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© 2009 Dialogos