A Product of Strategic Model Building BC Huselton # 843 342 5471

M S ODEL ILLUSTRATED

StrategicModelBuilding.com Using Strategic Model Building to See, Test and

Improve our Models for Action

M SODEL ILLUSTRATED

Seeing, Testing, &Improving our Model for Action

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CONTENTS

Pages 3 - 5 Home

Page 6 - 9 How it Works

Pages 10 - 14 Why it Works

Pages 15 - 17 Where it Intervenes

Pages 17- 20 Contacts and learning Links

Note:

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M SODEL ILLUSTRATED

Seeing, Testing, &Improving our Model for Action

Strategic Model

Building is interested in

how all of your models interact, and

we are particularly

interested in how effective

your Intervention

Models are in producing the changes you

want. Are they working,

and do you know why or

why not?

StrategicModelBuilding.com

A Note on This Document

No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form by any means - electronic, mechanical, photocopying, recording, or otherwise - without permission of Strategic Model Building @ 843 342 5471. This document provides a general overview and is incomplete without the accompanying oral commentary. These materials are licensed for use by one individual only and only in connection with the program in which the materials are provided.

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Home Our Models in Action are the underlying structures for how we think, what we see, what we enjoy and how we interact with the things we encounter. Making these models more visible and seeing ourselves in action, in our teams, provides us with a deeper awareness of why we behave the way we do, and why our teams are effective or ineffective. It also gives us the opportunity to reshape our future behavior, by making explicit our individual and collective models, seeing their gaps and choosing elements of them we want to retain, throw out, or recalibrate. Strategic Model Building is interested in how all of your models interact, and we are particularly interested in how effective your Intervention Models are in producing the changes you want. Are they working, and do you know why or why not? This Intervention Model was developed using the Meta Model for Model Building by David Kantor - see Kantorinstitute.com

This site is structured to help you understand What Strategic Model Building is about, How it works, Why it works, and Where it targets it's intervention. What it is: It is an intervention practice model template structured to advance individual, team, and organizational performance by improving the effectiveness of their interactions. How it Works: Strategic Model Building works by making your models more visible and explicit, so that we can see them more clearly. We are able to illustrate the model's parts interacting. If you want an actionable intervention model for sustainable change, you need to learn to develop your own model from the "inside out." Why it Works: It works because people, not only become more aware of themselves and others interacting, they discover they can intervene to create effective structural changes that improve the product of these interactions. Where it Intervenes: It intervenes in Face-to-Face interactions. Once people gain access to the structures that are both enabling and disabling their performance, they can then make effective choices to reinforce the helping structures and replace the hindering structures with ones that will sustain the exceptional performance they seek.

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Home Continued Yes, this is hard and threatening work, so Why Bother? The experience of building my own model and in the development of Strategic Model Building skills inside organizations, there are challenges. Most managers and leaders believe their business performance could benefits significantly with a more explicit view of the models underlying individual assumptions and the business operating structures they construct. However, Strategic Model Building seems to be the exception rather than the rule. I see two basic reason's for this condition. First, in most enterprises, too few people are trained in model building skills, and they have a limited number of effective tools available to support the development of a model building competency. The second is that Model Building requires deep introspection and a more systemic perspective to organizational interaction, and this can raise the stakes and be threatening to leaders and managers in many organizations. 1. It can be threatening Politically, because it cuts across traditional boundaries of managerial accountability. 2. It can be threatening Intellectually, because it demands a substantial investment of time and energy to rethink implicit action models from a more explicit, and conceptual vantage point. 3. It can be threatening Strategically, because it continually calls into question uncertain longer-term consequences when short-term gains are more predictable.

4. It can be threatening Philosophically, because it is predicated on a world view which is foreign to many people. In some organizational settings, the implication that our problems arise because of, not despite, the actions we have taken to solve them can be contrary to established ways of defining problems and developing solutions. 5. It can be threatening Wholistically, because to really consider doing this work requires a rather unique view of the world as being “Whole.” This is unique because most of us have been taught to break things apart to analyze how the parts work and then aggregate them back together into a the way we think they work. (Analysis) The world, in this model, is not constructed this way from fragmented and separate forces. To consider it otherwise makes us blind to the consequences of our actions, and as a result, to our connection to the larger world as a whole. (Synthesis) (Note: List from Peter Senge "Catalyzing Systems Thinking in Organizations")

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Home Continued When confronted with these kinds of threatening situations, people tend to react defensively. One common defensive reaction is to advocate taking a more wholistic and systemic perspective, but making no serious effort to develop that perspective. Another is to assert Strategic Model Building and a Systems Perspective already exists. Another is to suggest the organization needs to learn “This Stuff” but claim you are already are skilled at it. When confronted with these kinds of threatening situations, people tend to react defensively. One common defensive reaction is to advocate taking a more wholistic and systemic perspective, but making no serious effort to develop that perspective. Another is to assert Strategic Model Building and a Systems Perspective already exists. Another is to suggest the organization needs to learn “This Stuff” but claim you are already are skilled at it. Why would anyone commit themselves or their organizations to a sustained learning process to understand and enhance the way they think and act? To learn To become more "Whole" people To unlock performance potential to see "How good they can get individually and as a "Team."

Or, is this an option? R.D. Laing poetically describes the mind’s denial reflex: The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice there is little we can do to change until we notice how failing to notice shapes our thoughts and deeds.

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How it Works It works by making your models more visible and explicit so you can see them more clearly. We actually illustrate the model's parts interacting. We start by asking some basic questions about your current model in use, such as: 1. What are you interacting with? 2. What is the issue / situation you are addressing? is it a "Problem" (Something you want to have go away?) or an "Opportunity" (Something you want to create that does not exist yet?). 3. How does "Change" work in this entity you are interacting with and what are you targeting for change? 4. What are you doing? 5. Why are you doing it? 6. How are you doing it? 7. Who is doing what, when and in what order? 8. How will you know it is working? These are just a few examples of how to make your model more visible. However, by question #5 we typically discover that these questions are not so basic. They are hard and they often times go unanswered, which means your model is incomplete and will probably "come up short" in hitting your change targets. Strategic Model Building is rigorous, but the ROI (Return on Investment) in time, energy and learning goes directly to the Bottom Line of your P&L.

This model works from the "Inside Out" because we have evidence that if you want an actionable intervention model for sustainable change, you need to learn to develop your own model. You must be at the center of it, constantly testing it and learning from it. You must enhance your capacity to create structures that will constantly advance you to your desired outcomes. In Model Building terms, we call this "Constraint", or the structural / creative tension that is generated between your current model and the model you are wanting to apply in the future. It is also the tension that is created by noticing a "Gap" between your espoused model (what you say you do), and your displayed model (what actually do) in low and high stakes situations. There is an entirely new energy for Internal Due Diligence that focuses on What's Wanted, What's Working, What's Not Working, and What's Need to achieve individual and team desired results. This happens in three Developmental Stages: 1. Awareness: Knowing, and more clearly seeing, yourself in action. 2. Causality: Understanding more deeply how your actions impact others and how and why the actions of others impact you, and what you can do about it. 3. Self-Evolution: Having a Model Building process you can rely on to constantly improve your own, your team's and your entire organization's performance.

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How it Works Continued All of our customized programs and field consults include sequenced learning and practice cycles that reinforce continuous learning and model building. Learning content is transferred in real time by teams' practicing, face-to-face, in low and high stakes situations We call this real action learning, and it provides the most direct route to expanding ones competencies to intervene effectively. Practice field coaching provides on going intervention support to address, set backs, structural traps, and other breakdowns that consistently arise with any change project.

Structural Dynamics: a Lens on the Nature of Human Discourse – from Reading the Room by David Kantor - April 2012 release “Structural dynamics is a basic theory and model or tool, if you will, for reading the room. “Structural connotes the idea that there is an underlying, largely unconscious structure to all human verbal exchange: when people converse, they construct and follow certain implicit understandings and patterns in which their conversation takes place. In turn, this structure—recognized or not—affects the outcome of the conversation. Those who want to be aware of this structure can become so, through the lens of structural dynamics. Dynamics connotes the idea that ongoing patterns, functional and dysfunctional, are inherent in all continuing talk, and that dysfunctional ones result from clashes between people and the structures they bring into conversation.

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How it Works Continued Structural dynamics is not a lens that most of us habitually wear. Mostly our attention is elsewhere: actively listening for and analyzing not the structure but the content and style of the communications in which we take part. We learn to frame our differences and conflicts in those latter terms. In a meeting of neuroscientists, a meeting of cardinals at the Vatican, a team in a workplace, or a family at the dining room table, we hear enormous differences in style (forms of etiquette, rules of order) and content (topics, opinions, and facts). But structural dynamics asserts that beneath style and content there exist deeper universal structures of how conversations proceed. I will argue that as the foundation on which all communications are built, these structures are the most significant predictors of the outcome of any verbal interaction. Why make this invisible structure visible? Because problems in face-to-face communication are often due to the unseen influence of this deeper, invisible structure. So long as it remains unnoticed, the structure can violate and undermine people’s communicative intentions. Without understanding why, people try to communicate and end up passing each other by, clashing and repeating old battles when they meant to connect and conciliate. Once the structure is made visible, individuals can learn to observe and even change it.

The Kantor Meta Model for Model Building– from Leadership Model Building LLC. Training materials 2001 David Kantor and B.C. Huselton Models Illustrated. Model Building is a disciplined way of discovering what it is you think you do, how you actually do what you say you do, why you do what you do, who you are when you are taking these actions, what you hope to achieve with the moves you make, the risks of taking these action or not taking these actions, and the theories behind what you do--all this, in order to systemically structure and cultivate your knowledge and skills on the unending journey toward professional and personal mastery. The model you build is your own, not one borrowed or copied from masters, teachers or gurus. In building your own model we introduce you to David Kantor’s Meta-Model or Model of Models - a practical framework that explains what all intervention models are about. Broadly viewed, a complete model contains three theories: A Theory is a proposition about how some clearly defined part of the world works. Its key characteristics are completeness and a set of coherently related concepts that have the power to explain that world and predict future outcomes or events that are crucial to its workings. The practical application of theory involves models, methods and tools.

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How it Works Continued The Theory of the Thing Is an articulated explanation of how you think about the entities in which you intervene. The Theory of Change Is How you think change actually happens in general and in the “Thing” you identify for change. Theory of Practice Is the thinking behind your general intervention thinking. It is the basic planned approach to how you intervene. Practice Model The practical application of this Theory of Practice is what we call your Practice Model. A Practice Model is specific to the “Thing” you identify in your intervention. It is what you say you do face to face in complex or high stakes situations-from entry to exit. How you map, assess and diagnose. The tools and interventions you use. What you do at different stages. How you define the issues and your role. And most importantly, how your Theory of Practice relates to your Theory of Change and your Theory of the Thing.

See Kantor Videos Covering: 1. Structural Dynamics-Reading the Room 2. Building your own models 3. Claims & Speech Acts 4. 36 Profiles 5. Expanding your repertoire 6. High Stakes 7. Critical Identity Images and Stories 8. Business Book and building your own model

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Why it Works Strategic Model Building works because people, not only become more aware of themselves and others interacting, they discover they can intervene to create effective structural changes that improve the product of these interactions. We begin to notice things and interrelations we had never seen before. We are more attuned to our entire surroundings. Experiences felt in one part of the organization or by one individual are felt elsewhere. There is a deep rapport and empathy that allows each person to care for another based in a capacity to “stand in one another’s shoes.” Attunement with one another exists simultaneously with alignment (working as a whole) in moving toward desired results. Basically, it works, because, given a choice, people would much rather interact with others in an effective manner than an ineffective manner. They would rather be part of an enabled, high performing team, than part of disable static team. Deep down, people want to do great things. But, often times, the underlying structures preventing or frustrating the team's efforts to do great things are invisible to them. They cannot describe them in productive ways or they are defensive about them. As a result, These disabling structures remain underground and undermine performance. Example: "It's just the way it is around here." "Oh, you can't say that in front of X!" "It's just a matter of time, before we implode!" "That's not in my job description." "What just happened?" Where did that come from?"

Here is one example of Illustrating an interaction to make it more visible: We want to understand your interactions as circular vs. linear so you can see, feel and hear the "Causal" forces impacting your ability to achieve desired results. We want you to realize that you are implicated not isolated from a result. The image above illustrates linear thinking. It describes A’s linear view of reality: This illustration assumes that A’s input, X, directed at B will result in the output Y. The image below illustrates circular and systemic thinking. It illustrates the feed back loop to show circular causality. Circular causality is a principal structure in any system and often times is very difficult to see and may show up after a significant delay. Being aware of, and even predicting the influence of circular causality in any relationship is vital to understanding the reciprocal impact it can produce. The bottom two-person system consisting of leader “A” and his support “B”. The diagram says, simply, that A’s effects on B effects B’s effects on A, and that through this interaction they together create a reality that may differ significantly from how each sees reality on their own.

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Why it Works Continued

Central to Why it Works is a Systems Approach

In this model, we view an organization as a "Human System" or Circular Interactions among the people who make up the team or Organization. There are many kinds of systems in our world with different kinds of parts and ingredients. But no matter how different these systems may appear, they are all assembled according to the same general rules of organization. Those general rules are called General Systems Theory. All the common system attributes like: feedback, interaction, interdependency, circular causality, boundaries, delay, complexity, stability, goal-seeking, environment and adapting are present in Human Systems. The one system attribute that distinguishes a Human System from all other systems is that its parts are human beings. Understanding General Systems Theory and using it to help conceptualize Teams and Organizations as Human Systems provides a way to see and to effectively improve performance. (Note: Go to You Tube and access R. Ackoff's videos on Systems Thinking)

Key Factors to a Systems Approach: 1.Understanding how the player's in the organization conceptualize or view their organization will control how they interact with it. Example: if an organization is viewed as if it were a machine, its parts will most likely be treated as machine parts and eventually become disposable. 2. Understanding how a system works starts with a definition of what a system is. Example: A system is made up of parts which interact to function as a whole. 3. Understanding that how the performance of a system is evaluated will determine what gets observed. Example: If the performance of a system is not the sum of the parts taken separately, but instead, the product of their interaction, then it is the parts' "Interactions" that must be observed. 4. Understanding that how the different players believe change works in a particular system will control what they target for change and how they go about changing it. Example: How a system behaves is controlled by its structure. If one rearranges the structure of the parts to alter the parts interactions, the system will change. Therefore, we help you construct a staged intervention practice model that targets the structural interactions that both strategically help and hinder performance at all levels. At all the intervention stages we are enhancing your capacity to create change beginning with the nature of structures in your “face to face relationships.”

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Why it Works Continued The Helping-Hindering Structure and the Capacity to Create Structures we use are displayed below: What evidence can we offer to explain why it works? As we build this intervention model together, there is a shift from us asking strategic question, to you asking yourself and others important model building questions. You ask: How do we think change works and why? Specifically, you reveal how you think change work in yourself and then, how you think change work in the entity or "Thing" you are targeting for change.

This is your "Theory of Change." Having a change theory and building it into your specific intervention practice models gives direction, power, transparency to your model. It will also give you valuable feedback signals that indicate if your Theory of Change is working or not working. This feedback loop is vital to successful Model Building. Just imagine your team wanting to change something without testing to see if you all have the same Theory of Change...you typically don't check. If you did, you would discover vastly different change theories in the team which produce frustrating team ineffectiveness. Key Questions we consider: 1. How do you describe your general Theory of Change? Is change evolutionary, revolutionary, crisis triggered or what? 2. How do you build this Theory into your Practice Models? Do you have something specifically and typically you target for change. 3. Do organizations change?” 4. What is it that brings change about? Is change the natural order of things? Or does organizational change only occur through designed human intervention—internal and or external? 5. Have you ever encountered a theory of change from any source whatsoever that sticks in your mind and “makes good sense‟ to you? Can you describe this theory? 6. If you were called upon to come up with a theory of change all your own, what would it be? If words fail you, can you conceive an image of metaphor to represent your own theory? 12

Why it Works Continued 7. As a leader, how would you describe how change works in your Model for Leadership? If you like your answer for that question, how would you describe your Model for Leadership to your team? If you have done this, congratulations! See the Lewin Change Model in the Learning Links for an example of a Change Model The directly observable evidence we predict you will see! In the early Stages of this Model participants will be able to first "Notice" or be more "Aware" of structures that are impacting their interactions. They will then progress to being more able to "Name" those structures and how and why they are impact performance. Following the "Naming", comes knowing how to "Shift" to more effective structures in order to correct dysfunctional patterns. We call this developing the ability to read-the-room. The entire Team will learn to read-the-room. They will continually become more competent in identifying surface structures, particularly those that are blocking the group’s progress.

They will achieve this by consciously stepping back and asking, “What happening in here or there or in me? What’s needed here? Why is this happening? This skill, once learned, is known as Bystanding. Usually, when a meeting deteriorates seriously, it is because the Bystander function is inoperative or has been actively silenced. Good active bystanding that can see the both enabling and disabling structure is vital to a team’s performance. From the very start, team members will join forces in an effort to establish subjective, qualitative, and quantitative indices for measuring outcome, that is, increased productivity. No member leaves a meeting in which vital work is done without exercising positive and negative judgments. The important conversation can now happen "In the Room" instead of "Around the Water Cooler." Meeting "Check Ins and Check Outs" will produce new insights and make undiscussables now discussable: What is needed here and why? What are we doing and why are we doing it? How will we know we are being successful? Was my time well spent? Was I engaged? Was I stuck? Was I silenced? Did “stuff” get in the way of our achieving what we could? Did we reach or not reach closure on our strategic issues? Did the typically dominant people dominate? Why? Was “I” effective? What do I need / want to work on? Were “we” effective? What do we need / want to work on? How will we support each other while we are learning? 13

Why it Works Continued Did we interact to achieve something no one of us could have done on their own? Did I /we learn something new? Did we create something none of us could have done alone? What did we miss? Are we really expanding our behavioral repertoires or, in the least, reducing those negative inputs we tend to express when stakes are raised? What causes the stakes to go up and do we Notice, Name and Shift them? Is this discussable or undiscussable? Can group members monitor each other’s progress? Where interventions made that increased the number of “successful sequences and patterns managed by the group? Or, are we just “Spinning” the same old stuff and not reaching closure? Did collective intelligence click in? Few lessons are more vital than this one. When members can recognize and more and more quickly intercept and correct dysfunctional communication patterns, productivity speeds up. Also at an early stage, each individual’s behavioral propensities, including gaps in his or her current repertoire, will have been identified from already gathered data. In addition, individual and the balance of the team are aware of their own, each other’s, and the group’s collective strengths and gaps. Each individual is encouraged to strive for a more expansive behavioral repertoire.

This is the key to acquiring a high level of fluency in profiles and communicative competency. Communicative competency does not expect perfection in all circumstances. At some point the community will come to know the gaps in each member’s repertoire. Working together, the team assists each individual in setting their structural goals and achieving team objective in a far more effective way.

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Where it Intervenes In this model we conceptualize an organization as a Human System. We intervene to map and make visible the actions and interactions of the people in this system. This provides them access to the structures that are both enabling and disabling their performance. They can then make effective choices to reinforce the helping structures and replace the hindering structures with ones that will sustain the exceptional performance they seek. Building Smart Teams requires the team members to be able to produce change and sustain change at any level in an organization, by changing the nature of structures in face to face relationships. Most of the important work people do occurs face-to-face. Therefore, if your intervention model does not, or has not, effectively addressed these structures, I, from my model, predict your intervention results will fall short. And, your Teams will underachieve relative to teams that know how to "Read the Room" and understand the dynamics of their interactions, including how to constantly improve them. Strategic Model Building begins by addressing these structures. It provides immediate traction by identifying "Surface or Presenting Structures" that are disabling both individual and team performance.

We also introduce a structural language system (Structural Dynamics) that can shift conversations about these structures from undiscussable to discussable, from assessing blame to wanting accountability, and from defensive to productive. From there, depending on readiness, deeper and broader structures are made more visible and changeable. We classify these as "Super Structures" because they are often invisible yet have a strong impact on the system's performance. Each model we build is different because the people building it are different. It is impossible to effectively deploy someone else’s model. You can imitate it while you are building your own, but to have a model you can rely on, it has to be your own. As a result, these models are built as collaborative Intervention Models for each entity we work with - individuals, executive coaching, leadership development, two-person relationships, teams and whole organizations. In every instance, the Kantor Meta Model for Model Building is used as a template for this collaborative building process. This Meta Model has a Theory of Practice that is conceptually linked to a Theory of the Thing and a Theory of Change for each specific entity. See Reading the Room by Kantor for a more complete explanation of this model or contact me at 843 342 5471 for an explanation. ( See Link's Page) In general, the goal is to effectively change the nature of face to face discourse within the team and eventually the organization. Changing the nature of discourse involves: 1. Learning a new language system that explains the nature of discourse (Structural Dynamics).

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Where it Intervenes 2. Discovering the source of one's own behaviors (both functionally and dysfunctionally) and understanding the source of other team member's behaviors and their interface impacts. 3. Increasing ones competency in recognizing the team's effective and ineffective structures and taking actions that increase communication effectiveness. 4. A fundamental shift in ones thinking of "cause" - a shift from linear to circular causality. Our programs and field consults are unique in their sequencing. We start with "Knowing Thy SELF" or what we call Profiles in Action. From there, we can migrate to Team Performance, Leadership Model Building and Intervention. All of this process is self paced and jointly designed by the sponsor client so it becomes the client's model. This then is the sustaining structure for ongoing Model Building and Responsible Self-Evolution.

Program and Field Consult Structure Profiles in Action This is an entry point for an individual to become deeply aware of their environment. They begin recognizing and managing face to face behavior and the structures they create that impact individual and team performance. Building Smart Teams A broader and deeper view of why and how team performance is impacted by the product of the team member's face to face interactions. Team Outcomes: 1. Knowing what one's speech acts and behavioral preferences are and why and how they impact others 2. Knowing why and how their preferences shift in the context of Up, Down and Across relationships including High Stakes situations 3. Knowing the value of expanding one's repertoires and having the flexibility to correct patterns when necessary to achieve the team's desired results 4. Having your own evidence that this "stuff" works

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Where it Intervenes

Kantor Model Building and Structural Intervention

A global and systemic perspective to explore leadership with an increased emphasis on developing a capacity to create desired futures through Model Building. To include an innerpath forward in the organization, inevitable moral dilemmas, and strategies for intervening in larger systems. Robust focus on one’s Personal Model, Leadership Model and Model for Living, and how they are all interrelated in an Intervention Model to create a capacity for change and ongoing changing.

Contacts and Learning Links These links will introduce to a variety of models that have been illustrated in order to make them more transparent and testable in the field of everyday practice. A vital feature of Model Building is "Constraint." Constraint is the creative tension that is generated between two different theories, methods, approaches or models. It is both a core principle and an essential practice of Cross Model Conversation. In it, when models disagree on some point of presentation or application, each "pushes back" on the other. Constraint is a powerful creative process that is central to Strategic Model Building. I use Models Illustrated to make models more transparent and testable in the field of everyday practice. Helping people "Draw Out" their models permits them see their models more clearly and fully. As a result, people can more consciously notice gaps between what they say they do and what they actually do. They can also address how the model changes when the stakes go up, or realize that they really don't have a model that they can rely on.

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Contacts and Learning Links Below in the Learning and Practice Center are Models that I have "Illustrated" and / or just noted for their value in my own consulting practice. Those marked DOWNLOAD will come to you as a PDF file. Come back often as I will be constantly adding new Illustrated Models to this page. Learning and Practice Center DOWNLOAD = Sample Kantor Behavioral Profile Instrument in Low Stakes / Coming Soon DOWNLOAD = The Kantor 4 Player Model as a System DOWNLOAD = The Lewin Change Model Note: Log on to www.A2Zpsychology.com/articles/Kurt_Lewin's_change_theory.html ) for a narrative description of this model by Ed Schein DOWNLOAD = Teaching Smart People How to Learn DOWNLOAD = Society for Organizational Learning Change Model Note: Log on to www.solonline/pra/tool/concepts.html ) for a complete narrative description of this model DOWNLOAD = Team Disability Index and Kantor Action Archetypes DOWNLOAD = Society for Organizational Learning brief Description

DOWNLOAD = The Nature of Systems, Intersystems, Developmental and Changing Models by Chin DOWNLOAD = Noticing, Naming and Embracing the Shadow by Zweig and Abrams GO TO = This is not a link. Search R. Ackoff on You Tube and watch his Systems Thinking 1,2, & 3 Videos. They are both informative and entertaining. Coming Soon = Attributes of a Learning Organization Coming Soon = The Caldron from the Fifth Discipline Fieldbook Coming Soon = Connecting Learning with Earning from the System Thinker Coming Soon = Views of the World by R. Ackoff Coming Soon = Team Traps by the System Thinker Coming Soon = The Three Faces of Eden by A. Edmondson Valued References in building my Models: Reading the Room - by Kantor The Democratic Corporation - by R. Ackoff The Planning of Change - by Chin, Bennis and Benne Creating - by Robert Fritz The Fifth Discipline - by Senge The Fifth Discipline FieldBook - by Senge The Dance of Change - by Senge Aftershock - by Buchholz Meeting the Shadow - by Zweig and Abrams Inside the Family - by Kantor My Lover Myself - by Kantor

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Contacts and Learning Links Dialogue and the Art of Thinking Together - by Issacs Flawed Advice and the Management Trap - by Argyris Knowledge for Action - by Argyris System 1 - by D. Kauffman Organizational Culture and Leadership - by Schein Human Dynamics - by Segal and Horne Evolution of Consciousness - by Orenstein Leadership Model Building Coaching Model - by Kantor The Plane Truth About Golf - by Hardy...yep, its a Model

Reference Materials and Model Prototypes: 1. Field Guide References and Content 2. Four Player Model as a System 3. Structural Dynamics Tutorial 4. The BOS 5. LMB Coaching Model 6. Culture Creator 7. Setting the Container 8. Action Archetypes 9. A Model Story 10. A Model Story Images 11. Models Illustrated Covers 12. INNERpath Intervention Model and Worksheets

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Contacts and Learning Links BC Huselton 1 Clearwater Lane Hilton Head Island, SC 29926 Phone: 843 342 5471 Cell: 843 384 1975 BCHuselton@gmail.com KantorInstitute.com B.C. is President of Strategic Model Building, an enterprise devoted to increasing clients’ competency in building and effectively using their own intervention models for change. B.C. operates in a working partnership with The Kantor Institute. He has partnered with Dr. David Kantor in designing, building and field testing Change and Intervention Models using the Kantor's Meta Model for Model Building. Dr. Kantor is a systems psychologist, clinical researcher, university professor, organizational consultant and the principal founder of Family Systems Therapy.

B.C. has been a business partner in the development of the Organizational Learning Center at MIT, a member of the Design Team for the creation of the Society for Organizational Learning, Chief Operating Officer of Dialogos and Co-Founder of Leadership Model Building LLC with Dr. David Kantor. He has 28 years of extensive international business experience designing and utilizing system dynamics strategies that addressed complex change and transformation. Over the last 14 years (1998-12), BC has focused his business on Leadership and Team Model Building and the development and application of the Kantor Meta - Model for Model Building and Intervention He has been featured in The Fifth Discipline Field Book, The Systems Thinker, Fortune, and a variety of news publications. He has appeared in a CNBC Profiles of America Series and PBS television specials addressing the significance of a systemic approach for planning large-scale change.

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