SCiO organises Open Meetings to provide opportunities for practitioners to learn and develop new practice, to build relationships, networks hear about skills, tools, practice and experiences. The programme for 14th October is as follows:
9:30 – 10:00 Introduction to Viable System Model
10:00 – 10:30 SCiO notices and community exercise
10:30 – 11:30 To be confirmed
11:30 – 11:45 Break
11:45 – 12:45 Dynamic Intelligence and measure of self-awareness (Darren Stevens)
12:45 – 13:45 Lunch Break
13:45 – 15:45 Behavioural axioms for a successful co-operative system (John Carlisle)
15:45 – 16:00 Break
16:00 – 17:00 Systems thinking and organisational training programme defectiveness (Bryan Hopkins)
Does Dynamic Intelligence exist as a conceptual measure of self-awareness in the moment?
The theory of Constructed Development (as per Stevens’ 2019 PhD thesis) is a measure of a person’s awareness of their constructed intentions in the moment; this measure is time and context-specific and determines how much of their thinking is at choice. This choice leads to a number of possible responses in the moment. The individual’s capacity to choose their response in the moment informs personality and thus behaviour. When applying this theory to systems thinking, consider the people in the room, their capacity to construct meaning and the differences in results from different layers of the same organisation using the same systems theory. How does a mid-level manager construct their thinking and are they aware of this construction? Compare that to a CEO and the way s/he constructs themselves in a larger organisational environment, with the many facets informing their construction.
The Constructed Development Theory bridges the gap between Elliott Jaques’ work on organisational complexity and individual complexity. The more habituated aspects of personality are due to limited awareness of this construction of intention, and thus a more flexible response is indicative of a more adaptive personality. An output of the research was the creation of a scale for self-awareness, called the Thinking Quotient (TQ). To create the Thinking Quotient, Stevens used fifty Cognitive Intentions (CIs), re-purposed heuristics to deconstruct an individual’s thinking style. The relationship between these CIs is key to an individual’s self-awareness.
We will look at a number of these in the talk. This research also demonstrated that different combinations of CIs create differing Thinking Styles, and each style can be aligned with a level of adult development. Using the CIs, it is hypothesised that an individual’s Intention, Awareness, Choice and Response informs their Dynamic Intelligence which leads to predictable behaviours in context. From a systems practitioner perspective, it could be useful to be able to predict thinking and behavioural outcomes as you interact with your clients.
About Darren Stevens
Darren Stevens is a leadership and change consultant and a cognitive developmental coach, working specifically with senior executive teams in enabling more effective strategy execution, change management, leadership and talent development. Darren’s powerful approach strengthens leaders’ and organisational capabilities through transformational learning and meta-systemic thinking. He presents new ways for executives, managers, and consultants to reflect on who they are as leaders, how they relate to and impact others, and how to challenge their organisation to reach new levels of excellence.
Darren’s developmental approach takes a ‘whole-person-in-role’ approach to leadership development using the Constructed Development Framework as a guide for senior executives to become deeper thinkers and experience transformational change on a personal as well as professional level.
Defeat from the jaws of victory or, why we need a collaborative strategy
In this highly interactive session, participants will get to experience the five behavioural axioms for a successful co-operative system. The method is that of heuristic learning as the exercise comprises 10 rounds of decision-making in small teams. The decisions made by any team affect every team and the levels of trust. The experience will illustrate the five axioms below are necessary:
1. Be clear, on the nature of the relationship you expect
3. Be provocable
4. Be forgiving
5. Be consistent
About John Carlisle
John Carlisle is the past chair of the Deming Alliance, former Professor at Sheffield Business School and business owner of JCP. He has spent over 30 years studying organisations after having completed a major change programme in the copper mines in Zambia. Came to the UK in 1970s and taught negotiation to purchases worldwide and them moved into organisational consultancy where he met Dr. Deming. His main area of study is about negotiation and upstream (supply) organisations. He has co-authored a seminal book, Beyond Negotiation, which was the first to identify the productivity of a collaborative procurement strategy. John has introduced this strategy into blue chip companies internationally and over 200 major projects through his company JCP.
Using systems thinking approaches to evaluate organisational training programmes.
Training is an investment, much like introducing new technologies or processes, that organisations make in order to improve their performance. However, it is harder to evaluate the success of training than of ‘hard’ changes like technology or process. Since the 1970s the training profession has largely drawn on variants of the so-called ‘Kirkpatrick framework’ to evaluate training, even though there is a general agreement in the profession that it does not really produce reliable or even particularly useful data.
Debate about training evaluation largely takes place within a boundary which limits discussion to ways of implementing Kirkpatrick. Although the original idea with my Ph.D. research was to see how systems thinking tools such as Viable System Model and Critical System Heuristics might work in this context, my emergent interest is in changing the boundaries for debate, and I am currently reviewing such issues as the lack of systemic thinking used in the whole training design process which makes evaluation problematic, boundary decisions about what constitutes a measure of training effectiveness and what role training plays in broader organisational learning.
I am hoping that my presentation will provoke ideas and discussion that will help me to further expand the boundaries of my thinking.
About Bryan Hopkins
Bryan Hopkins has worked in education and training since 1977, both internationally with governmental and inter-governmental agencies and NGOs, and in the United Kingdom private sector. He has worked with a number of United Nations agencies, including UNICEF, WHO, UNDP, ILO and UNAIDS amongst others, and for three years was Senior Learning Solutions Officer at the then newly-established UNHCR Global Learning Centre in Budapest, being responsible for internal development in training skills and monitoring the quality of training designed and delivered.
He specialises in identifying and training needs, designing and delivering bespoke training programmes and evaluating training initiatives. He has written a number of books about different aspects of training and learning, the two most recent looking at cultural aspects affecting workplace performance and using systems thinking approaches to identifying training needs and evaluate training.
Bryan has Master’s degrees in development studies and systems thinking, and is currently working towards a PhD with the Open University, looking at using systems thinking approaches to the evaluation of organisational training programmes.