MindShift

INSIGHT – TRANSFORMATION – LEADERSHIP


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Black Box: How do we make decisions?

With the amount of decisions that we make every day, it is astonishing that the process of making decisions is not well understood. So how do we make the best choice?

The very act of deciding seems a bit like the proverbial piece of soap in the bathtub: the more you want to get a grip on it the more it slips away. Much is written today about VUCA conditions, and decision making in complex adaptive spaces with highly uncertain outcomes, volatile ingredients and complex relationships are a different animal all together to deal with. We run an Adaptive Leadership training some time ago with top level leaders from the wider UNO network. We wanted to test if their complexity of thinking was matching the complexity of their jobs and run a Decision Making Assessment (LDMA; from Lectica). These leaders were presented with an ill-structured dilemma (no right or wrong solution) to which they had to come up with ways of responding and deciding and their reasoning. When asked about to portrait decision making process in a way that it could be followed or repeated by others, much to our surprise most came up with a list of action rather than some decision making process. That made us even more curious. We ventured more into this terrain.

The weird thing is that even in ‘normal’ conditions people are not aware of how they make choices. Some people pose their questions attentively, gather relevant information superbly and then “wing” it with the actual act of deciding. And then come up with a perfect explanation in hindsight.

So, starting to establish a baseline around decision making, let’s consider basic steps, drawing on the Lectical Decision Making Assessment and Russo & Schoemaker (Winning Decisions):

  1. Framing: the general goal of the decision maker including the way they think about the knowledge upon which they base their decision
  2. A realistic approach to gathering intelligence
  3. Coming to Conclusions: organising and analysing the information and a way to coordinate different perspectives (weighing)
  4. An approach to communicating and implementing the decision made
  5. Learning from Experience, including a way to measure the decision’s effectiveness so adjustments can be made

In the next blog snippet, I will elaborate a bit more on the single steps, each provides rich ground for further exploration.

Outlook: In some next blogs I intend to bring in more and more layers of decision making, exploring input from different topics, authors, influenzers  and frameworks: Dave Snowden, Gary Klein, Bonnitta Roy, Gerd Gigerenzer, Andy Clarke; Lectica.org; concepts/models/ methods: Framing, Cognitive Biases; Intuition; Sensemaking; Cynefin Framework, OODA Loop, Risk vs. Uncertainty, Heuristics, Constraints, Learning, Failure, Innovation, Theory of Change


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New Transformation Course

Italy, Umbria, May 11 – 17, 2019

Course Info TI

For more information on this course, please see this page here: https://ezc.partners/transformation-intensive/


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We-Space revisited.

Tune in to the We-Space Summit:  http://www.thewespacesummit.com with 150 colleagues from all over the world. 

Our own contribution:

Wednesday, October 11: The New Workplace: Panel Discussion with Johann Entz- von Zerssen, Mushin Schilling and Anne Caspari. In this conversation, the three of them are  redefining theWe-Space and presencing in the context of their work with individuals, teams and OD. They begin by framing the emotional dimension of their experience, where they work with helping clients and teams develop the capacity to face the difficult places in their actual experience or “what they cant be with”, in order to establish a more grounded and realist position collectively. In pointing out some of the hazards of conventional presencing approaches, they problematize some of the common presencing assumptions such as “leading from the future as it emerges” and point out the challenges of working with the chaotic messiness of here and now.

By bringing a curiosity for the process and culture organizations are in the middle of, they work with holding the We-Space via Dave Snowden’s work with Sensemaker® by engaging people as a ‘human sensor network’ to enable them to contribute to getting a more accurate picture of what is really happening in their organization or community. This helps develop a participatory engagement in the We-Space through a more experiential and practical approach that empowers people to work from where they are. The conversation ends with clarifying key distinctions between emergence and structures in formal We-Space practice as well as alignment, coherence and other terms of complex adaptive systems.

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Impressions from the workshop with Bonnitta Roy from APP Associates, Alderlore Insight Center, USA, Ct.; April 1 – 3, 2016

With fantastic people from all over Europe (and some US) we spent 3 fun intensive days looking into a kind of organizational development that deals with self-organization, elegant architectures and those principles that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. We explored and examined the key principles, central practices and deep processes of open authentic participation in organizational life.

These were some of  our other topics:

  • succeeding with uncertainty
  • how self organization happens and why we can trust it
  • how values both enable and constrain participation
  • expanding our trust network
  • intention, identity and interaction in group dynamics
  • asymmetric needs and power relations
  • strategic conversations in four languages of change
  • participatory governance
  • how resource allocations drive innovation (or not)
  • assessing team action-potentials
  • building team synergy and high velocity performance
  • method-free facilitation
  • catalyzing insight in teams
  • creativity and cognitive flow
 

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Think Tank & Workshop with Bonnitta Roy

FACING ORGANIZATIONAL CHALLENGES 

April 1 – 3, 2016 in Germany

3- DAYS with BONNITTA ROY  – An invitation to step into a new way of understanding organizational life, based on principles of open, authentic participation, which we find quite ingenious.

This is for you if you are into the kind of organizational development that deals with self-organization, creating elegant architectures that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. Continue reading


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Integral Without Borders

Working with Resistance in International Development –  A Concall with Ken Wilber, Anne Caspari and Integral Without Borders

Our third Integral Without Borders Community Call was on December 7th 2013. Listen to the recording of the call here (a donation to IWB would be appreciated)

The topic of this call was diving deeper into  “Working with Resistance in International Development.”  The call was facilitated by Gail Hochachka of Integral Without Borders. Ken Wilber and Anne Caspari discussed the deeper and finer issues  of Theory U and transformative processes, that Anne had mapped out in her earlier work (Diagrams – working with resistance). We discussed the different phenomena of restistance and adaptive pushback that are usually surfacing as recognizable patterns in these processes and their relationship to stages of development, states of consciousness and the shadow. Then we went also to explore the difference between individual and group processes,  a research on collective insighting with Bonnitta Roy and the Alderlore Insight Center, that Anne is also involved in.  Since all of the participants, including Ken was really interested in this research at this ‘fresh edge of discovery’, we will keep you posted on the outcomes of that. Continue reading