1. Greater Portland and Vancouver Indicators Meeting Systems Thinking and Team Collective Intelligence July 30, 2010 Portland, Oregon

2. © 2009 Dialogos1/31/2016 2 Two Paradigms for Managing Management by Results (“Performance Management”) Management by Means Seek Activities that will Produce Results Design Reliable System of activities, practices, structures Define Results are necessary byproduct of the system

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4. © 2009 Dialogos1/31/2016 4 Progression to Operational Excellence Design Design it so it does not break Precision Don’t just fix it, improve it Planned Fix it before it breaks Reactive Fix it after it breaks Performance Measures React to defects (Survival) Anticipate defects (Imposition of will) “Initiative Disipline” Continuously improve defects (Creative Tone) Design from the Ideal (Identity) Behavior States Unstable System Stable System © Winston Ledet 2007

5. Structures of Conversation Four Player System

6. © 2009 Dialogos1/31/2016 6 BYSTAND Without Bystanders there is no Perspective FOLLOW Without Followers there is no Completion MOVE Without Movers there is no Direction OPPOSE Without Opposers there is no Correction Inquiry Structures of Conversation: The Four Player System © 1995 David Kantor

7. © 2009 Dialogos1/31/2016 7 Ladder of Inference Practices –Listen to your reactions: Where are you on the ladder? –Listen to others: Where are they? –Come down the ladder and illustrate your reasoning. © 1990 Chris Argyris Background of Experience Assumptions Beliefs Observable Data Conclusions Paraphrased Meaning Reinforces how we select data

8. © 2009 Dialogos1/31/2016 8 Advocacy Inquiry Matrix Advocacy Inquiry LoHi Lo

9. © 2009 Dialogos1/31/2016 9 The Learning Grid The Learning Grid can be used to assess the quality of conversations. Seeks confirming views Asks leading questions Doesn’t encourage challenge Seeks alternative views Probes views of others Encourages challenge Doesn’t explain thinking Doesn’t give specific examples Explains steps in thinking Gives specific examples Limits Learning Promotes Learning InquiryAdvocacy © 1994 Action Design Associates

10. Whole Systems Diagnosis

11. © 2009 Dialogos1/31/2016 11 Action Structure Tone Identity The Flame Model Action –Symptoms –Events, Pattern –Observable behavior –Actions and words Structure –Formal and informal rules and decision rights –Feedback processes and policies –Physical limits – Mental models Tone –Field –Mood –Quality of character –Quality of energy and atmosphere –Network of Relationships Being/Identity –Center –Self-Image –Quality of presence

12. © 2009 Dialogos1/31/2016 12 Action Structure Tone Identity Identify Symptoms and Patterns over Time Map the Structures Name Tone Identity Diagnosis and Design of Systems Direction of Design Direction of Diagnosis

13. © 2009 Dialogos1/31/2016 13 Events Reactive Patterns Proactive Directly observable events and results Patterns of behavior over time Systemic Structures Design Mental Models Reflective Formal and informal policies and rules governing the flow of information, feelings and physical material Images guiding how we see the world and take action in it Intention & Vision Imaginative Container Participative Intentions and dreams / aspirations of desired future state: expressed as a picture Quality of energy, possibility and safety; atmosphere Presence Generative My/our identity in this situation/system Action Mode DescriptionCurrent Situation Flame Matrix: Inquiring Into the Gap Action Structure Tone Identity Unrealized Potential Inquiring Into the Gap Action Modes

14. Capability Trap

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16. © 2009 Dialogos1/31/2016 16 A Model of Process Performance

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21. © 2009 Dialogos1/31/2016 21 Biases towards working harder People overweight salient and tangible features of their environment –Work activities usually have clearer, more tangible outcomes than implementation and improvement activities People are risk averse and ‘ambiguity’ averse –Work activities have a more certain outcome than implementation activities –“…nobody ever gets credit for fixing a problem that never happened.” People are biased toward activities that produce immediate returns –Work activities produce a more immediate result than implementation activities

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