2. Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. January 5-8, 2009 Lansing, MI Structured Dialogic Design In Partnership With

3. T HE Three Phases of SDD: Discovery Phase I Action Phase III Directives or Design Phase II Content consultants, Experts, Task forces, Etc. Diagnosis Phase II Diagnostic Results CogniScope Interpretation Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

4. D ISCOVERY AND D IAGNOSIS - Research Summary - Data Presentation 2 nd month  Data Analysis  Research  Key Informants Interviews  Constituent Group Interviews  Stakeholder Selection Classification Problem Definition - Triggering Question Interpretation GenerationPrioritization Discovery Diagnosis SDD Inquiry Team & Broker or Sponsor Boundaries & Scope of Problem 1st month Mapping Stakeholders Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

5. D ISCOVERY Research Summary Data Presentation  Data Analysis  Research  Key Informants Interviews  Constituent Group Interviews  Stakeholder Selection - Triggering Question Consultant & Client: Boundaries & Scope of Problem Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

6. D IAGNOSIS Classification Problem Definition: Interpretation Generation Prioritization Boundaries & Scope of Problem Mapping Stakeholders Triggering Question Root Cause Mapping Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

7. A NOTHER V IEW OF D IAGNOSIS Generation / Clarification Complex Situation / Triggering Question Classification / Prioritization Root Cause Mapping / Interpretation Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

8. I NTERPRETATION Level I Level II Level III Level IV Deep Driver Factor Symptom Factor demonstrates the direction of influence Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

9. Structured Dialogic Design D IALOGUE : RULES OF ENGAGEMENT (Six Principles & Ten Commandments) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

10. APPRECIATION OF THE VARIETY OF THE PERSPECTIVES OF OBSERVERS IS ESSENTIAL IN MANAGING COMPLEX SITUATIONS (Ashby's Law of Requisite Variety) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #1:

11. STRUCTURED DIALOGUE IS REQUIRED TO AVOID THE COGNITIVE OVERLOAD OF OBSERVERS (Miller's Law of Requisite Parsimony) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #2:

12. THE RELATIVE IMPORTANCE OF OBSERVATIONS CAN ONLY BE UNDERSTOOD THROUGH COMPARISONS WITHIN A SET (Boulding's Law of Requisite Saliency) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #3:

13. MEANING AND WISDOM ARE PRODUCED IN A DIALOGUE ONLY WHEN THE OBSERVERS SEARCH FOR RELATIONSHIPS OF SIMILARITY, PRIORITY, INFLUENCE, etc. WITHIN A SET OF OBSERVATIONS (Peirce's Law of Requisite Meaning) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #4:

14. DURING DIALOGUE IT IS NECESSARY TO PROTECT THE AUTONOMY AND AUTHENTICITY OF EACH OBSERVER IN DRAWING DISTINCTIONS (Tsivacou's Law of Requisite Autonomy in Distinction-Making) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #5:

15. TRANSFORMATIVE LEARNING OCCURS IN A DIALOGUE AS THE OBSERVERS SEARCH FOR INFLUENCE RELATIONSHIPS AMONG THE MEMBERS OF A SET OF OBSERVATIONS (Dye's Law of Requisite Evolution of Observations and the Erroneous Priorities Effect) Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. PRINCIPLE #6:

16. FOR THE EFFECTIVE IMPLEMENTATION OF ACTION PLANS IT IS ESSENTIAL TO ENGAGE THE STAKEHOLDERS IN AUTHENTIC DIALOGUE. (Laouris’ Law of Requisite Action) PRINCIPLE #7:

17. F IGURE 1: T REE OF M EANING 4) MEANING AND WISDOM 3) SALIENCY 1) VARIETY 6) LEARNING 5) AUTHENTICITY 2) STRUCTURED DIALOGUE Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission. 7) ACTION

18. D ECALOGUE OF RCM F ACILITATOR (The Ten Commandments) 1) The less you say the more effective you are. 2) Remember that Dialogue for RCM work is defined as: The capacity of observers to engage in creating meaning, wisdom, and action through communicative and collaborative interaction. 3) Remember the six principles of Dialogue and the Tree of Meaning, and make sure you practice them. 4) Never sacrifice the group for the individual. 5) Ask for "questions and comments" during clarification; Prohibit valuation of observations. 6) Doing the wrong thing is worse than doing nothing. 7) Avoid compromising your neutrality by making content statements. 8) Never negotiate the process with the participants; Process is what you know and do best. 9) When in doubt take a break and talk with the Broker. 10) Create a climate of equity, authenticity, and empathy. Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.

19. S TEPS IN D ISCOVERY AND D IAGNOSIS Complex Situation Generation Clarify Meaning Classify Inductively Develop Shared Language Prioritize Map Factors Abductively Evaluate Cross-Impact Interpret Learning Class Label Type AType CType B Influence ? Boundaries and scope with Focus on a Triggering Question Copyright © 2004. All rights reserved. No part of this presentation may be reproduced or disseminated without permission.