Tag Archives: organizational development

Realism Unwired

Ralph Stacey Complexity and Creativity in Organizations – Amazon bonus: Bill McKelvey, Transcendental Foresight: Using Complexity Science to Foster Distributed Seeing (pdf)

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Fun By Design

I started playing Free Play Softball in Cleveland Heights in 2002. It brought me back to left field for the first time in eighteen years. (I had spent the interim playing the only team sport I was ever really good at, … Continue reading

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Two Sided Coin

Then what are the most essential learnings from your 20 years of dealing with and researching change? Michael Jarrett:Good question. Let me try to highlight them. First, external factors are often the driver for change, but how organizations respond is … Continue reading

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Four Square Matrix – Metaverse Four Square

The explanation for this Four Square Matrix is below. (I’ve been exploring the format of the Four Square Matrix for over five years on the squareONE Explorations blog: Revisiting the Matrix Part 1 / Class of ’72 / Periodic Table … Continue reading

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Between Anarchy, Hierarchy, Bureacracy; and, the Minimus Link

I spoke to the gang about arriving at the field on time. Offering how it would be neat to commence play close to the traditional ten o’clock time. How about arriving in a timely fashion, or, agreeing to complete seven … Continue reading

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Revisiting the 2×2 Matrix – Part 1.

What I term a ‘four square,’ or matrix, derives in modern times from The Boston Consulting Group’s Growth-Share Matrix. I devise my own four squares and collect any others I encounter. At times the 2×2 Matrix in either its ‘cross’ … Continue reading

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Question the Mission

It took a while at the Business Book Title generator to come up with something worthwhile. I was able to end my mission with this one. I did augment the austere stock presentation by adding a graphic.

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The 10% Problem

The Pareto Principle, commonly known as the 80-20 rule, first figured into my own thinking several years before someone hipped me to the origins of a conception I was using. In truth, I had developed its bastard child, also a … Continue reading

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TO SET IN STONE

Carried over from the Hoon Loops. Planning concerns man’s efforts to make the future in his own image. If he loses control of his own destiny, he fears being cast into the abyss. Alone and afraid, man is at the … Continue reading

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NOVEL FLUX

Another carry over. This Dionysian quality of spirit confronts and questions all human certainties. Human reality instead becomes a flux of images and constructions that need continuous reappraisal. His inherent qualities of good and bad, of creativity and destruction, of … Continue reading

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PINPOINT

An organization is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work. … Continue reading

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GETTING TO KNOW YOU

C. Otto Scharmer speaks here of Theory U. It’s a terrific book even if it contains too many non-nutritional exhortations. Coming out of the various vectors of constructivism, integralism, and, modern adult learning theory, both Theory U. and the earlier … Continue reading

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LEARN TO RELEASE

This is one of my favorite idea bites. I’ve truncated a long section of McSwain’s work to make it bite-sized. The paper it was taken from, A Transformational Theory of Organizations, is one of my all-time favorites. It actually served … Continue reading

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GETTING GOOD AT DUCKING

In fact, the real cause of this so-called turbulence may be planning itself, which by imposing formalized procedures on organizations has desensitized them and made them vulnerable to unexpected changes. — Put it more boldly, if your organization has formal … Continue reading

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DARING RICHNESS IN ORGANIZATIONS

Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy. Karl Weick On Re-Punctuating the Problem in New Perspectives on Organizational Effectiveness; Jossey-Bass 1977

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PROFIT(S)

Love and power are not opponents; it is our ideas that have constructed them so. — The resolution of this tiresome conflict between power and love requires but one simple test, a move from the singular to the plural. Just … Continue reading

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NEVER ASKING, NEVER KNOWING

Workers must no longer be considered as cost factors to be “compressed” or “rationalized” but as allies to be won. — …managers must forfeit their long-cherished and, at times abusive, privileges to move toward a new form of organization centered … Continue reading

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SHARING

The stereotypes are of “real masculinity” being equated with domination, conquest, and control -and thus also with “heroic” male violence. And such sterotypes are essential for the maintenance of a top-down model of social organization.— She [Sally Helgesen] shows how … Continue reading

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NOVEL IMAGES

If an organization is narrow in the images that it directs toward its own actions, then when it examines what it has said, it will see only bland displays. This means in turn that the organization won’t be able to … Continue reading

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HIRE A FREAK

Though staff may indeed be as valuable as bosses make out, corporate structures and attitudes are seldom sufficiently flexible to accommodate and profit from individuality. — It is no longer possible either to create or continue to sustain a monolithic … Continue reading

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