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Action ScienceHelping to build better working relationships
at work
Aims•Removing barriers of change caused
by defensive interpersonal and organisational relations thus reducing ineffectiveness
•Improving problem-solving skills and making incremental changes to external environment, but not exclusively
•Primarily focusing on looking inward, learning new frameworks and establishing new routines
Points for Reflection on Learning
Business success is highly dependant on the ability to learn. Argyris, C.
Effectiveness was evident in the interrelationship between organisational
learning and a balanced score card. Deem,
New Ways of Working
Organisations can reverse the cycle and can be taught to understand the difference
between their espoused and actual theories of action.
‘They can face up to the fact that they unconsciously design and implement actions.’
Argyris
Leaders do not know how to learn
Leaders fail to reflect on own
behaviour
Single Loop vs Double Loop
Espoused theory vs Theory-in-use
Some barriers to learning:
Theories of action are:
These are:
the master programs, patterns, designs, sets of rules, or propositions
that people use to design and carry out their actions.
the governing variables, values, theories beliefs, concepts, rules, attitudes, routines, policies, practices, norms or skills
that underlie actions.
Action Science looks at Theories of Actions
Theories of Action help us to develop skills of inquiry and reflection
Theories of Action
Moving Model 1 to Model 11 reduces ineffectiveness in resolving difficult problems
Theory-in-Use Model 1Governing Variables
1. Define goals to achieve unilaterally2. Maximise winning, minimise losing3. Minimise expressing or generating negative4. Be rational and minimize emotionality
Theory-in-Use Model 11Governing Variables
1. Maximize valid information2. Have free and informed choice for all concerned3. Have high internal commitment to the choice and constant monitoring of its implementation
Single Loop vs Double LoopSingle loop - a very defensive chicken not
prepared to look at how it contributed to the problem
Single loop - not your fault, not my fault
Double loop - the monkey at least challenged its own
process
Espoused Theory vs Theory-in-Use
Argyris posits that most theories in use rest on the same set of governing values:
•To remain in unilateral control
•To maximise ‘winning’ and minimise ‘losing’
•To suppress negative feelings
•To be as rational as possible by defining clear
objectives and evaluating their behaviour in terms
of whether they achieved them
Tools to implement change
Change Starts at the Top
Ryan and Oestreich agree with Argyris:Behaviour change must start with self awareness by senior management.
image of a mountain here
Analysis of actions must be data driven as seen in theory-in-use model 2
Theory-in-Use Model 11Governing Variables
•Maximize valid information•Have free and informed choice for all concerned•Have high internal commitment to the choice and constant monitoring of its implementation
Productive Reasoning
For more information see www.actiondesign.com
How to write a case for personal dialogue, 2 columns.
1. The challenge or theme illustrated by this episode
2. Brief statement of context
3.What actually happened
My thoughts & feelings
What we said
4. Results from this conversation that I would want to change:
5.Questions I would like to address when we discuss this case:
Data comes from Personal Dialogue
A simple approach to learn technique:
Connect learning with real life experience
Write a Live Case Study
•Include all the possible outcomes
•Allow participants to discuss the case study
•Reason a way through it
•Apply back to themselves in a safe
atmosphere
•Productive reasoning and self analysis lead to
personal and organisational effectiveness
•Real causes of problems can be addressed
and overcome
Let share with you one of my experiences.
Please look visit Relevant Work Experiences on website for more
examples.
Action Design Reflection
Time
Will
&
References:
Arygris,C. (1991) Teaching Smart people how to learn, Harvard Business Review, 69 (3), 99-109.
D. Oestreich, K. R. A. (1998) Driving Fear out of the Workplace - Creating the High Trust, High Performance Organisation, San Franciso, Jossey-Bass Inc.
Deem, J. (2009), The relationship of organizational culture to Balanced Scorecard effectiveness, Dissertations & Theses: Full Text.
Sostrin, J. (2008) Establishing and validating a conceptual framework of barriers to workplace learning and performance: A Q-method study. Dissertations & Theses.
Action Science, <http://www.actionscience.com/actinq.htm>, viewed on August 12, 2009.