Saw it years ago, won’t lose it this time.
A great link!
Saw it years ago, won’t lose it this time.
A great link!
Interesting approach that grounds co-creation (but not only) into reality.
Stuff worth considering for the Labso…
Excellent article which I tihnk I’m going to refer to very often!
For the three components of Intrinsic Motivation in Self Determination Theory to express themselves, a social network to which the person feels belonging is a necessity:
So my conclusion is that, if Self Determination Theory has any relevance (and I’m convinced it has) then intrinsic motivation is tightly coupled with the intimate feeling of belonging to a social network.
And in case you feel that a social network can be a nuisance, try being alone. In that doesn’t appal to you either, then it might be time to experiment a Laboratory of Social Technologies, an co-created endeavour with a friend for teaching people how to leverage their social network to solve one or any kind of problem. Check it out at http://www.labso.org/!
The Club of Rome and “Limits to Growth” book have warned us since when I was born that without a drastic change, humanity is doomed. Indeed, a point of non-return was passed over in the 80s, so we I guess we all have to cross fingers and hope for an innovation to save us all.
Meanwhile, I was thinking out loud on LinkedIn/Systems Thinking World and happened to have posted the following, which I think might be of interest to readers of this blog.
I think there’s a system at play in humans on a second level that is absent in animals (and insects) [the discussion was about Insect Economies]
Animals interact on a ground level with their environment and are structurally coupled with it (Maturana). When there’s food available, they use it. When the resource is exhausted or below a *practical* level corresponding to their natural ability to gather/use it, they just stop, either through migrating to better places, which indeed let time for nature to rebuild itself or they breed less, or even they disappear altogether.
Humans on the contrary are able to adapt themselves to a higher level to their environment. When their usual way of using resources isn’t sufficient enough, they invent/innovate a new/different/better way of doing it, and exploit the resources further (usually through tools). The result is that nature goes beyond a point of being able to regenerate itself (overshoot and collapse? Mentioned here). When we achieve this point, we usually either move elsewhere (find a new oil natural tank) or innovate to use another kind of resource.
Indeed, it’s always a search for more, with (as far as I noted for now) more and more negative longer term consequences.
So, from a systemic perspective, I’d say that what allowed humanity to prosper up to now is its capacity to think at “upper” levels and have a new kind of adaptation to change, where animals are more limited. It might well be what will put humanity at risk in the longer term, unless we evolve one layer further up.
I thus see 3 tendancies for now:
Despite being attracted with the third option, I’m wondering whether this direction is the good one given that it showed such poor results to date (incredible progress but with an exhausted planet in the end).
I just stumbled upon this marvelous piece of read: Why projects don’t make sense.
Just spot on, I love this!
Moreover, when Allan says
Destroying team destroys knowledge – knowledge has value, knowledge exists in heads not documents
I would further add that knowledge exists in the interactions too (social constructionism). Destroy relationships, destroy knowledge.
Here’s a nice blog post about the Vanguard Method (it calls itself “systems thinking” which I don’t quite agree, but hell, the result’s good, so who really cares? Besides, nobody really knows or can define what ST *is*)
Next time people in your organization complains about a lack of time, have them count the marbles!
Well, based on a discussion here, I’m not sure, and both of them could well complement each other. Here’s a quick graph I did on it (sorry for the rough aspect, made it with the mouse):
I missed this one, but the results are interesting : http://fuzzzyblog.blogspot.no/2013/03/systems-thinking-usage-survey-2013.html
I’m puzzled by the top 3 reasons people are not learning about Systems Thinking:
1. Not enough time. Being deep into Time management and productivity, I can safely say this is the worst excuse people are most often giving. People have the time for a zillions different things in their life, like playing with their kids or reading a good old book. Not enough time usually means “I’m not interested enough to give it the required time to learn it”. Duh.
2. Poor quality of learning material. This one is highly subjective, and it mostly depends on the person and the material they find. Yet, when you don’t like something, you often tag it of being inappropriate when in fact you just don’t want to give it the required time. Back to the preceding point it seems. Peter Senge’s Fifth Discipline is an acclaimed book on Systems Thinking (although it tackles only a small aspect of the subject), so there indeed are good materials available. If you don’t want to invest the necessary money (expensive books or courses), chances are you’ll only find lousy material. Definitely back to #1: “I don’t find it interesting enough to invest the necessary money”.
3. ST has no process or framework so it becomes too abstract and philosophical. Quick note: this question was asked on the Systems Thinking World LinkedIn forum and so the debates here are… well often abstract and philosophical. Back to #2 about lousy materials if you don’t invest a minimum of money. When you have a (deep) look at Systems Dynamics, SSM, SODA, CSH, or whatever else Systems Thinking method the group appears to talk of, you’ll find processes and frameworks. Moreover, the way ST is practiced is quite different from causal and linear thinking, ideas often going is many different directions. If you seek in ST what you’re reproaching in classical thinking, you won’t find it. But if you reproach ST what you don’t have in classical thinking, then of course, you won’t like it. This one boils down to me to “this ain’t like what I’m used to, so I don’t like it… so I won’t invest money nor time learning it”.
In coaching, it’s often the case that what a client asks is not what a client wants. It looks like to me we’re in the same case here: don’t ask people what they want in ST, since they don’t know their need or can’t explain it, or can’t see the point in using ST.
That was a very nice survey nonetheless, and the part about people who say of themselves they are systems thinkers is more interesting, IMHO… Go check it
Michael Ballé’s Gemba Coach Column is about trying to define 1) what is a root cause and 2) how to do 5-Why’s analysis properly.
Very good article and this is a topic barely tackled clearly. I have yet to find root cause analysis being done right (well, apart from those in Lean books of course).