Replying to LO26097 --
Frank,
Thank you for responding to my post of some weeks ago. I do apologize for
not responding sooner.
This is actually one of four loops describing a view of organizational
complexity. I'll refer to this loop as the "Demonstration of
Organizational Integrity." The Three others at work and conjoined to this
one are: "Generating Concept Awareness," Recognizing the Need to Initiate
Collaboration," and "Creating Organizational Commitment."
These four loops -- by no means an exhaustive picture of a business -- I
use as a template for considering the skills needed to manage
organizational complexity in the face of new challenges or opportunities.
I use it, because it was created OUT OF PRACTICE. That is, over two dozen
managing directors and CEO's in the US and Europe generated the
information that went into a study group of business people and academics
seeking an instructive model. These causal loop diagrams are a result of
that Voice of the Customer. Assuredly there are others; and as certain as
it is that some people prefer green to blue, so will there be those for
whom other, differing, even contrarian views of organizations in action,
in practice, work better.
In the year that I have been using and modifying these four causal loops
(a la Senge), those who, in the face of challenges, apply it to their
colleagues in business accept it as one way to look at the business world
in order to better manage it.
It's of comfort to reach into the toolbox from time to time, and pull out
something which assists in the task without creating further disrepair! So
far, so good with this one.
Warm regards,
Barry
> 1. Shared concern articulation---S--->
> 2. Psychological safety---S--->
> 3. Trust---O--->
> 4. Organizational defenses---O--->
> 5. Debate openness---S--->
> 6. Diverse perspective consideration---S---> back to #1
>
> --- end of quote ---
>
> Somehow I have difficulty to work with this loop in the context of a
> complex business environment. This MUST have to do with my natural
> aversity against things that claim some form of 'causality'. Allow me to
> dwell on this. To me this loop suggest that there is a predictability
> between the steps, following from the causality in its premise. In complex
> organisation, IMHO by definition, this causality does not exist. Meaning
> that '1S2S3O4O5S6S1 ' (you get my notation) is only one potential option.
--Barry Mallis <theorgtrainer@earthlink.net>
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