Exploring Work at Strata V, VI, and VII Transitions Indicators

Exploring Work at Strata V, VI, and VII
‘Size of Role’ vs ‘Size of Person’
Transitions Indicators
Nature of Growth Assignments
Jan De Visch
Prepared in collaboration with Otto Laske
October 29,2009
Global RO Conference
Buenos Aires, Argentina
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Agenda
• Building blocks of “size of person”
• Building Blocks of “size of role”
• Adding value in the present : strata I, II and III
The logical thinking area
• Adding value in the future : strata II, IV and V
The ‘systems-in-systems’ and ‘incipient dialectical thinking’ area
• Creating value systems : strata V, VI and VII
The ‘fully dialectical thinking’ area
• Transition indicators & nature of growth
assignments
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Building Blocks of ‘Size of Person’
What ‘should’ and ‘can’ I do?
Potential Capability
SocioEmotional
Stage (ED)
Volume 1, MHD*
Assumptions
about
knowledge
and truth
Phase of Cognitive
Development (CD)
[logic & dialectics]
Volume 2, MHD
Behavioral Profile
Applied Capability
How Am I Doing?
Structure of the
relationship Self-Other
Deeper structure of
reality construction
(‘should’ do ‘for whom’)
(‘can’ see determines
‘options’)
* MHD= Measuring Hidden Dimensions by Otto Laske (2006; 2009)
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Copyright © Laske and Associates 2006
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The geography of the mental framework :
Every individual has his/her own cognitive profile. The dimensions of the
blocks occur in different strenghts and compositions, according to the
developmental level of the person.
Emerging
change
Context
Emerging
change
Common
ground
Transfor
mation
Context
Common
ground
Transforma
tion
Emerging change
‘Preserving fluidity in thought’
‘Attention to actual or potential
processes of change’
‘Describing movement as occurring
via opposites’
Context
‘Attention to organized
and patterned wholes ‘
‘Recognizing & describing
systems as systems ‘
Common ground
‘Describing relationships as
interactive and constitutive’
Transformation
’Attention to the limits of stability of systems (change
potential) ‘
‘Describing transformation from one system to
another’
‘Describing relationships among systems’
‘Describing the potential of systems to emerge’
Building Blocks of ‘Size of Role’
Value systems
Broader accountabilities
- Locus of added value
- Scope of problem space
Stratum V, VI & VII
Future
(Innovation domain)
Stratum III, IV & V
Nature of debate
S
Future
Broader decision authorities
- Risk assessment
- Performance indicators
Present
(Operational domain)
Stratum I, II & III
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Adding Value in the Present
Implicit Frames of Reference & Mental Highway(s)
Surface structure
Size of Role
Expected work contribution,
defined in accountability themes
Size of Person
Cognitive
Knowledge construction and decision making
Size of Person
Social-Emotional
Self-Other dynamic
Str I : Executional and/or
service excellence
Concrete, procedural frame of reference. Common
sense, rule-based and procedural decision making
(categorising and responding).
Str II : Service differentiation
and optimisation
Conditional, effectivity based frame of reference.
Diagnostic (analysing causes and responding), rule
bounded decision making.
Systemic, team-team, re-engineering frame of
reference. Rule extrapolation and decision making
based on probing and redefining (linear) relationships.
Instrumental -> Other Dependant: Unilateral
communication. Decision making based on
seeking short term, concrete advantage for
self.
Other Dependant: 1:1 exchange. Decision
making based on internalized expectations
of others.
Other dependant -> Self Authoring: 1:1
exchange. Decision making starts to be
based on writing an ‘own story’.
Str III : Rethinking operational
flows.
Deep structure (relative proportion of thought forms)
Emerging change
‘Attention to linear
processes of change’
Context
‘Parts within whole’
‘Functional descriptions’
Common ground
‘Attention to known
relationships’
Transformation
(almost not
present)
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Dominant value system
“The world is a problem with which I
must cope”
•
•
•
•
•
Education/certification
Control/order/discipline/rules
Efficiency/planning/productivity
Achievement/success
Being linked/membership
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Mental Highway at Stratum I, II and III
The ‘logical thinking’ area
Gestalt
•Prevalent in the decision maker’s *thinking* is the positivity, not the
negativity – change potential – of situations (even if there is talk of “change”).
• Mapping skills – taking into account associated domains of discourse – are
lacking, leading to a narrowing of problem and time horizon.
• Presuppositionless thinking – strictly looking at what is at hand – is absent,
therefore preconceived ideas in a formal-logical frame of reference interfere.
• All three criteria above lead to substantiating preferred beliefs, rather than
breakthrough thinking.
• For this reason, changes that are a signal of transformation – rather than
simply “moving into another situation” cannot be grasped, anticipated, or
taken into account.
Learning essentials : “Best practice is, per definition, past practice”
• From ‘Build insight’ (learning to see different perspectives) to ‘Helping
interpret & reframe, based on self-insight and exchanging experience’
• Avoiding ‘oversimplification’, ‘missing context’, ‘’missing changes’
• Avoiding ‘micromagement’
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Adding Value for the Future
Surface structure
Implicit Frames of Reference & Mental Highway(s)
Size of Role
Expected work contribution,
defined in accountability themes
Size of Person
Cognitive
Knowledge construction and decision making
Size of Person
Social-Emotional
Self-Other dynamic
Str III : New process and/or
value streams
Systemic, team-team, re-engineering frame of
reference. Rule extrapolation and decision making
based on probing and redefining (circular)
relationships.
Complex system mapping frame of reference. Multiple
contexts, identified emerging changes and abstract
modeling provide the framework for decision making.
Rules are changed.
Self Authoring: Dialogue. Decision making
starts to be based on starting to write an
‘own story’.
Viable whole business systems frame of reference.
Holistic integrative systems thinking provides the
framework for decision making. New rules are made.
Self-authoring -> Self aware : Decision
making based on questioning the scope of
own belief systems.
Str IV : Creating breakthroughs,
reshaping profitability, testing
alternative strategies and
structures.
Str V : New business model,
reshaping the relative
competitive position.
Deep structure (relative proportion of thought forms)
Emerging change
‘Preserving fluidity in thought’
Emerging
‘Attention
to actualchange
or potential’
‘attention
tochange
linear processes of
processes of
change’ as
‘Describing movement
occurring via opposites’
Context
‘Attention to organized and
patterned wholes’
‘Recognizing & describing
systems as systems’
Common ground
‘Seeing limits of separation
between entities, parties’
‘Pointing to structural aspects
of relationships’
Transformation - Describing
‘System fragility’
‘Conflict leading to
development ‘
‘Value of development
potential’
“Pointing to” & “Describing”
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Self Authoring  Fully Self-Authoring : True
communication. Independent, value based
decision making, respecting others ‘my
world’ hypothesis.
Dominant value system
“The world is a creative project in which I
want to participate”
•
•
•
•
•
•
•
Authority/honesty
Decision/initiation
Limitation/acceptance
Search/meaning/hope
Sharing/listening/trusting/collaboration
Pioneerism/innovation/play/recreation
Knowledge/insight/self actualization
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Mental Highway at Stratum III, IV and V
The ‘systems-in-systems’ and ‘beginning dialectical thinking’ area
Gestalt
•Accuracy of capturing not only “the problem” but its embeddedness in a constantly
changing (historical) “situation “ [context dependency]
•Ability of viewing the problem situation in holistic and systemic terms, foreseeing its
expectable changes in the near future [process dependency]
• Ability of viewing the problem situation in its relation to other associated situations and
problem resolution conditions [relationship dependency].
Learning essentials : “Making trade-offs between finding the right answer and
simply making a decision”
• From “Helping to restructure & reintegreate information” to “Helping to discover” new
principles and understanding that truth is dependant on the value system. Learning that
“prediction” is a fragile thing most likely to be contradicted by how things eventually turn
out.
• Cope with “analysis paralysis”
• Sharing and examining experiences using different angles and emphasizing multiple
perspectives. Encouraging meta-cognition, question categorical thinking by challenging
labels and conclusions, emphasizing the size of the ‘learners’ story, helping to value
approximisation over precision.
• Encouraging the ‘learner’ to become more self-directing, using ‘metalogue’ or
interpersonal process awareness, noting the scripts, games, manipulations, power
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dynamics and patterns enacted in relationships.
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Creating Value Systems
Implicit Frames of Reference & Mental Highway(s)
Surface structure
Size of Role
Expected work contribution,
defined in accountability themes
Size of Person
Cognitive
Knowledge construction and decision making
Size of Person
Social-Emotional
Self-Other dynamic
Str V : Whole systems innovation,
creating conditions for
breakthrough innovation.
Viable whole business systems frame of reference.
Reshaping networks of relations between stakeholders
who were previously unknown to each other of whose
relations were completely different
Governance & global frame of reference. Multiple systems
synergy creation, meta rule making and global systems
transformation.
Viable whole business systems frame of reference. Holistic
integrative systems thinking provides the framework for
decision making. New rules are made.
Self aware : Being transparently linked
with others. Decision making based on
questioning the scope of own belief
systems.
Self aware & spirituality
Str VI : Governance & Business
portfolio
Str VII : Global Governance
Self aware & spirituality
Deep structure (relative proportion of thought forms)
Emerging change
‘Preserving fluidity in thought’
‘Attention to actual or potential
processes of change’
‘Describing movement as occurring
via opposites’
Context
‘Attention to organized
and patterned wholes ‘
‘Recognizing & describing
systems as systems ‘
Dominant value system
Common ground
‘Describing relationships as
interactive and constitutive’
Transformation
’Attention to the limits of stability of systems (change
potential) ‘
‘Describing transformation from one system to
another’
‘Describing relationships among systems’
‘Describing the potential of systems to emerge’
“The world is a mystery for which we care on
a global scale”
•
•
•
•
•
Interdependence
Transcendence/solitude
Wisdom/art/beauty
Construction/new order
Contemplation
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Mental Highways at Stratum V, VI and VII
The ‘fully dialectical thinking’ area
Gestalt
•Accuracy of capturing not only “the problem” but its embeddedness in
multiple contexts, eg. traditions, frames of reference, ideologies [context
dependency]
•Ability of viewing the problem situation in changing interpenerated changes
and changes in ideology and value systems [process dependency]
•Ability of viewing the problem situation in its common ground relation takes
many forms (individualism, subjectivism, pluralism, fundamentalism,
exceptionalism …)[relationship dependency].
• Emphasizing human agency [transformational opportunities].
Learning essentials : “Managing the tension between rupture and displacement”
•Learning that knowledge and truth are constructed through critique of
complexity-reducing formalisms, through critical inquiry using hypothesis
testing; through considering the common ground of opposites and
construction of holistic perspectives.
• Encouraging dissent and diversity.
• Managing starting conditions and monitor for emergence.
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Transition Indicators
• Moving boundaries of the current role
• Building acquaintance with new roles and
new networks, and integrating different
viewpoints in one’s own frame of reference
• Entering into more complex decision making
processes, and mastering the tension existing
between present and future.
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Present
Future
Value Systems
Nature of Growth Assignments
Locus of added
value
Scope of
problem space
Focus of debate
Performance indicators
Societal
World issues
Assessing risks to peace, security and global risks
for generations.
Governance
Integrate 2+
business entities and
business models
(globally)
Assessing risks to society. Taking part in debates
which create new value systems, recreating own
points of view, creating a coherent language for
stimulating activities in the innovation domain.
° Contribution to global prosperity, peace and
public policies.
° Corporate responsibility to Societies and the
common good.
° Global enterprise sustainability.
° Investments and milestones to seed new
businesses and/or industries.
Transformational : New
Business Remodeling
and reshaping the
relative competitive
position.
Breakthrough :
Develop and
implement alternative
strategies and
structures.
Integrate all
business entity
functions and
processes (8+)
° Future value creation from new business models.
° Intrinsic and Extrinsic Shareholder value
(enterprise value)
Systemic :
rethinking operational
processes
Integrate multiple
teams across a
process or value
chain.
Building a functional
team.
Assessing personteam risks.
Integrate role within
procedures.
Assessing business viability risks, risks to a
community of stakeholders. Debating changes in
value systems and the consequences of this to create
conditions for the introduction of innovative
products and services relevant to these changes.
Assessing business value risks (environmental,
supply/demand chain). Debating whether the
systems in the operational domain are really doing
what they say, understanding the meaning behind
any discrepancies, based on knowledge of changing
value systems.
Assessing business operational risks. Debating
whether means need to be allocated for alternative
products/services to chosen clients and alternative
ways to meeting the requirements.
Debating whether the inputs to the process, the
procedures and the tools are still the best for
meeting the client’s specific requirements.
Debating the relevance of the several specifications
to learn what are the minimal critical specifications of
the output, the input and the process itself, leading
to more efficient work.
Task/Job concrete efficiency measures including
Quantity, Quality and Service Excellence to
customers (single performance indicators).
Situational : optimizing
practices and
differentiating services
Procedural : better use
of available resources
Integrate 2+
functions and 2+
cross-functional
processes.
° Future value creation to meet future
Customers’/ Shareholders’ Needs,
° Development of viable new products, new
services, new markets,
° Return on new capital investments.
° End-to-end process and value stream indicators,
° Yearly revenue – expense and/or profit, year
over year value creation (profit and loss).
Effectiveness measures for current processes to
respond to customer needs (combined
performance measures)
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Questions …
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References
•
•
De Visch, J. The Vertical Dimension. Blueprint to Align Business and Talent
Development (to appear in spring 2010, details at www.connecttransform.be )
De Visch, J & Shannon, N. The Connection between Strategy and Talent
Management : Managing the Human Capital Risk in Execution. 2009 (HBR
article, downloadable at www.connecttransform.be)
•
•
•
•
Hoebeke, L. Making Work Systems Better (download on www.globalro.org)
Jacques, E. & Cason, K. (1994). Human Capability. Cason Hall & Co.
Laske, O. Measuring Hidden Dimensions (Vol I (2006) & Vol II (2009))
Interdevelopmental Institute Press. (Order at www.interdevelopmentals.org)
Van Clieaf, M. Based on e-mail correspondance & downloads on
www.mvcinternational.com (2008-2009)
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