© j p strümpfer 2005-06 ikea purpose of learning interventions johan strümpfer
TRANSCRIPT
© J P Strümpfer 2005-06
IKEA
Purpose of Learning Interventions
Johan Strümpfer
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy !!
Desired outcome?
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
QualityInquiry
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
Co-ordinatedAction
QualityInquiry
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
Co-ordinatedAction
SharedMentalModels
QualityInquiry
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
Co-ordinatedAction
SharedMentalModels
QualityInquiry
Joint/grouplearning
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
Co-ordinatedAction
SharedMentalModels
QualityInquiry
Joint/grouplearning
SystemsThinking
© J P Strümpfer 2005-06
Effective Action
PragmatistPhilosophy
AppropriateKnowledge(mental models)
Co-ordinatedAction
SharedMentalModels
QualityInquiry
Joint/grouplearning
SystemsThinking
Principlesto increase
Principles to increaseeffectiveness
E.g.Multiple perspectivesConnectednessCausality
E.g.Shared workspaceConversation design
© J P Strümpfer 2005-06
Effective Action
AppropriateKnowledge(mental models)
Co-ordinatedAction
SharedMentalModels
QualityInquiry
Joint/grouplearning
SystemsThinking
CONVERSATION ! (Dialogue)
© J P Strümpfer 2005-06
IKEA
Learning Interventions:
© J P Strümpfer 2005-06
Multiple Perspective Exploration
• Viewpoints
• Viewpoint definitions
• Prioritisation of outcomes ( with causal logic)
• Activity models
• Build consensus on action
© J P Strümpfer 2005-06
Strategy: Things to strive to do
Why change?
CompetitivePositioning
EnterpriseDesign
Strategic Choices
Tools:•SBM•SDM•Bus Idea
Outcomes:•DistinctiveCompetencies•(Core Competence)•Expire by date•New Trajectories
Tools:•Env Scan•Scenarios•7 Forces
Tool:•StrategicChoiceMaking
Tools:•MED•NetworkDesign
Tools:•NGT•Brainstrom•Clustering
Outcomes:•Differentiation
Outcomes:•OperatingModel•BusinessStructure
Outcome:•SharedPerceptionof doom
Outcomes:•Directionlist(3-5 items)
© J P Strümpfer 2005-06
© J P Strümpfer 2005-06
Conversation Management
• Multiple conversation audiences;
• Synchronised conversations
© J P Strümpfer 2005-06
Conversation BUILDS:• Shared understanding of problematique
• Alignment w.r.t. ends
• Agreement on action
• Continuous action
© J P Strümpfer 2005-06
Practical Gap
Action results
Individual Expectations
Rethink action within existing
mentalframework
Level of surpriseSize of gap,
Magnitude of negative impact
Determine action
Rethink Mental
Framework
Limitation on extent
of frameworkchange
Current corporate
culture
Number and extent ofsurprises
corporate mindregisters
Opennessto change of
corporatemind
Corporate mind shift
© J P Strümpfer 2005-06
Phases in organisational change conversation
1. Alignment around implementing change
2. Alignment around the need for and degree of change required
3. Alignment around a future vision
4. Alignment around required action
5. Workplace alignment around action
© J P Strümpfer 2005-06
The contribution ofsystems thinking methods
Systems thinking methods structure and support this inquiry as a learning process by directing and maintaining the conversation between participants. By using relevant frameworks, it improves the quality of the inquiry through the questions asked.
– Soft Systems Methodology
– Systems Dynamics Modelling
– Interactive Planning
– Modular Enterprise Design
– Viable Systems Model
– Critical Systems Heuristics
– Total Systems Intervention