Certain statements about problems are likely to be rendered false or meaningless if it can be shown that the problem is actually wicked,
Often the typical meeting room is full of people holding a series of conversations that come preloaded with hidden paradigms of belief, expectation and personal ambition. What this means is that the communication taking place is driven by a mixture of agendas, with everyone seeking to direct and steer the conversation in ways that withhold their point of view. This is limiting.
The Four Player Model developed by David Kantor is at the core of the theory of structural dynamics. Structural dynamics is rooted in systems dynamics, and is specifically concerned with how human communication does, or does not work. Kantor explains that people behave differently in different situations, contexts and conversations.
When you consult to a system who is your client? How do you know if you are doing the right thing? What constitutes doing good here and who decides? You cannot please everyone all the time. There is a difference between a reflexive action, changing the mood of a conversation through a comment or smile just because it feels to be going in an unhelpful way and a deliberate one such as considered reflection on events
Interested in Communities of Practice? Myron Rogers has been working with the South London Health Innovation Network developing pan-London Patient Safety Communities of Practice. This just released brochure, co-authored by Myron, describes the work, and includes a comprehensive conceptual and practical guide for cultivating Communities of Practice.
When we think about operating in systems, doing systems thinking, we seek to find and understand how systems work and how we may work within them. But of course there is another question we need to ask when considering this way of thinking. And that something is why? Why do we need to think in this holistic tangled way in the first place? When for the most, our lives and the organisations, tasks, roles and people within them, function perfectly well in the very lightness of thinking that is simple and linear, A to B thinking. (By Emma Loftus)
From John Atkinson. I get repeatedly asked about the difference between working with the ecosystem (or human system) and working with formal organisations. For me this is largely a perceptual difference and yet perception is a critical and deeply influential thing.