The term proactive, in comparison to reactive, only dates back to 1964.  #AbrahamZaleznik, a professor of organizational psychodynamics and practicising psychoanalyst, cited Chester Barnard in the distinction for managers performing in nonexecutive and executive functions. Building on Sigmund Freud’s later development of energy cathexes, with emotional energy towards (i) ideas, (ii) persons, or a (iii) fusion of the two, the predisposition of a manager influences priorities. These may (or may not) be altered through (executive) education.
A central objective of … training efforts [within and outside of universities] is to modify behavior, usually interpersonal, according to some set of norms that relate to organizational effectiveness or improved individual and group performance.
The purpose of this paper is to raise for inquiry the adequacy of existing notions of what interpersonal competence is, how it relates to the manager’s job, and the best means for helping managers achieve this competence. [Zaleznik (1964) p. 156]
Executive functions ensure the organization operates as a cooperative system through specialized authority; nonexecutive functions include technical activities of the organization that might be carried out by others. Read more...(2378 words, 1 image, estimated 9:31 mins reading time)
Fit the people around an organization; or an organization around the people? Working backwards, say @MitroffCrisis + #HaroldLinstone, from current concrete choices to uncertain futures, surfaces strategic assumptions in a collective decision, better than starting with an abstract scorecard to rank candidates. The Unbounded Mind is an easier-reading follow-on to The Design of Inquiry Systems by C. West Churchman.
This scorecard metaphor shows up in the second of five ways of knowing (i.e. inquiring systems)
Chapter 3 is “The World as a Formula: The Second Way of Knowing”. A case study commonly used in business school education is described.
To illustrate the use and meaning of the Analytic-Deductive IS in a social realm, we’ll apply it to a situation that on the surface at least is as “simple” as the question that occupied us in the last chapter. There is a somewhat dated yet classic case in the Harvard Business Review that provides a perfect depiction of the Analytic-Deductive IS.  Four men are running for the presidency of a fictitious life insurance company, Zenith Life. Background information on their strengths and weaknesses, families, career history, skills, and so on, is given for all four, although we do not receive the same information for each of them. Thus, we know more about one candidate in one category than we do about another. Also, the history and current nature of Zenith Life itself, its prospects and problems, its opportunities as well as threats, are described. The central question of the case is, “Which of the four candidates is best qualified to head Zenith Life, given both its past history and its current condition?” [pp. 41-42]
 Abraham T. Collier, “Decision at Zenith Life,” Harvard Business Review, January-February 1962, Vol. 40, No. 1, pp. 139-157
In all the years that we have given this seemingly “simple case” to scores of students and executives, the typical response has remained remarkably the same. Almost every student and executive — whether they worked individually on the case or in small groups — built a single, simple model that selects one and only one of the candidates as best for Zenith Life. The models are virtually the embodiment of Analytic-Deductive reasoning whether the students and executives were aware of this or not; in most cases, they were not.
The models essentially work as follows. A set of attributes that are characteristic of leadership is determined or specified: for instance, how charismatic each of the candidates is; their capacity to inspire others; the ability to formulate a vision of what Zenith Life needs to be in the coming decade; to present one’s ideas in a direct and persuasive manner so that others will want to join on; a clear sense of ethics and the ability to make decisions that are ethical and moral; their past job performance — job history, personality, and so on. Other variables such as”family support” were also included. Each candidate is then scaled on each attribute to the degree that the individual either embodies or possesses it. Typically, a score of “1” represents the absence of a particular attribute or poor performance on it, whereas “10” indicates the complete possession of an attribute or high performance. On more sophisticated models, the attributes are weighted differently so that, for example, the category “ethics” might be rated three times more important than one’s score in the area of “past job performance.” The “best candidate” to run Zenith Life is then selected on the basis of who has the highest score on all the attributes and their weightings. [p. 42]
So, the scorecard would look something like this: Read more...(2062 words, 1 image, estimated 8:15 mins reading time)
Should we do, or not-do? Russell Ackoff, over many years, wrote about (negative) potential consequences:
There are two possible types of decision-making mistakes, which are not equally easy to identify.
(1) Errors of commission: doing something that should not have been done.
(2) Errors of omission: not doing something that should have been done.
For example, acquiring a company that reduces a corporation’s overall performance is an error of commission, as is coming out with a product that fails to break even. Failure to acquire a company that could have been acquired and that would have increased the value of the corporation or failure to introduce a product that would have been very profitable is an error of omission [Ackoff 1994, pp. 3-4].
Ackoff has always been great with turns of phrases such as these. Some deeper reading evokes three ideas that may be worth further exploration:
1. Doing or not-doing may or may not invoke learning.
2. Doing or not-doing invokes implicit orientations on time.
3. Doing or not-doing raises question of (i) changes via systems of willful action, and/or (ii) changes via systems of non-intrusive action.
These three ideas, explored in sections below, lead us from the management of human affairs, beyond questions of science, and into question of philosophy.
For those interested in the history of philosophy and science, the three ideas above are followed by an extra section:
Appendix. Doing or not-doing in management can be placed philosophically in American pragmatism.
1. Doing or not-doing may or may not invoke learning
One way of framing doing and not-doing is around decision-making mistakes. In 1994, Ackoff was advocating strongly for organizational learning. He criticized executives who suppress the surfacing of prior errors that might preclude the recurrence of mistakes. Read more...(4736 words, 2 images, estimated 18:57 mins reading time)
Research can take some time to wend through reflection, reviews and revisions. An article coauthored with Susu Nousala and Peter Jones took about 2 years to formal publication.
In October 2016, we convened a preconference workshop on “Some Future Paths for Design Professionals: DesignX and Systemic Design” at the Relating Systems Thinking and Design Symposium (quickly blogged as observations in the week following).
While a working paper can be more open-ended, a scientific publication seeks greater closure. From the conclusion, here’s a paragraph that wasn’t in our original 2016-2017 writing.
The RSD5 DesignX workshop provided for continuity and discourse building between members of various design programmes, practices and allegiances. It was a not intended as a venue for specifically articulating and defining the design research agendas linking DesignX with systemic design studies or with these agendas. Further development of these enquiries through other workshops and discourses will extend the continuity of the discussion and evolve something of a common language, if not a corpus, to better fulfil the potential of design research agendas in systemic design. Read more...(399 words, 1 image, estimated 1:36 mins reading time)
In 2014, I had installed a federated wiki site on Openshift, but then didn’t maintain it as other priorities surfaced. The site is now available at http://wiki.coevolving.com, and the prior content has been restored.
The installation isn’t a one-button procedure. However, an administator comfortable with opening an SSH terminal onto your shared hosting account should be able to follow the steps below. (If you have problems, the federated wiki community hangs out in a room on matrix.org).
A. Creating a Subdomain
(1) Through your browser, from cPanel … Domains … , create a Subdomain.
As an example, I can create a Subdomain wiki in the Domain coevolving.com, that will actually be stored in my Home (Document Root) as a wiki.coevolving.com directory.
B. Installing Federated Wiki
(2) From cPanel … Software … Setup Node.js App.
Read more...(1009 words, 8 images, estimated 4:02 mins reading time)
In the Web Applications list, Create Application. As an example, set:
In my first cycle of doctoral studies, I was guided at UBC by my supervisor Ken MacCrimmon into a PSYC546 “Seminar in Psychology Problems”, which was led by Danny Kahneman. This course was offered shortly after the 1982 publication of the book Judgment under uncertainty: Heuristics and biases, edited by Daniel Kahneman, Paul Slovic, and Amos Tversky. With Kahneman at UBC in Vancouver, and Tversky at Stanford University in the San Francisco Bay Area, the back-and-forth flights to visit each other was frequent. I uncovered more about the relationship between the two psychology professors in reading The Undoing Project. That book describes a difficult history of university faculty offers, not only around the two collaborators, but also the accommodation of wives Barbara Gans Tversky and Anne Treisman. Read more...(2049 words, 1 image, estimated 8:12 mins reading time)
Fit the people around an organization; or an organization around the people? Working backwards, say @MitroffCrisis + #HaroldLinstone, from current concrete choices to uncertain futures, surfaces strategic assumptions in a collective decision, better than starting with an abstract scorecard to rank candidates. The Unbounded Mind is an easier-reading follow-on to The Design of Inquiry Systems […]
Our house is on the edge of a flood plain. We know this, because the end of our street in Toronto Riverside was at Lake Ontario, before landfill in the early 1900s. Not everyone knows about what's under the place where they live. "Poor flood-risk maps, or none at all, are keeping Canadian communities in […]
An open education system encourages scholarship that embraces perspectives from around the world. The Scholar Rescue Fund is a hopeful initiative that, in a perfect world, wouldn't have to exist. "Canada playing major role as safe haven for at-risk academics from strife-torn countries" | Danielle Edwards | April 23, 2019 | Globe & Mail at […]
Moving from coal to green energy for Dong (nee Danish Oil and Natural Gas) started in 2008, leading to an CEO change in 2012, to a 2017 divestment of fossil-fuel bases businesses. Perseverance can pay off, but patience goes through trials. "A tale of transformation: the Danish company that went from black to green energy" […]
Public libraries can become hubs for peer-to-peer learning. In the Let's Learn Teach Online program, #TorontoLibrary has partnered with #P2PU, #CiscoNetAcad, #TorontoESS, and #GBCollege to facilitate "Linux Unhatched" and "Introduction to IoT". Larysa Essex shared their experiences at the @gtalug meeting on April 9, 2019. https://daviding.wordpress.com/2019/04/20/2019-04-09-larysa-essex-linux-unhatched-learning-circles-at-toronto-public-library-web-video/
In deciphering Yin-Yang and Five Elements (Five Phases) thinking, #Kaptchuk (1983) has a footnote and then an appendix that clarifies the way forward for appreciating foundations of Chinese medicine favouring the former.
The field theory in psychology by #KurtLewin 1943 derives from classical field theory (viz. electromagnetism and gravitation), predating quantum field theory (viz. subatomic particles). For psychology, Lewin wrote in 1943 how history (and a subjective view of the future) matters. It is correct that field theory emphasizes the importance of the fact that any event […]
Many who cite #KurtLewin haven't read the original 1947/1951 writings, say @strategybuild @ToddBridgman @kgbphd with the "refreezing" part of "unfreezing → changing → refreezing" emerging in a subsequent career of an idea that can be traced genealogically and archaeologically.
Human organizations may learn from wolves, with groups of 2 to 6 taking down elk, and cooperative expert groups of 9 to 13+ taking down larger bison. #DanielMacNulty, #AimeeTallian #DanielRStahler #DouglasWSmith (2014).
Meeting effectiveness is reduced after 7 people are involved, say @BainInsights consultants #Blenko, #Mankins, #Rogers. Follow the Rule of Seven for meetings. Who should come to a meeting is always a sensitive issue, and the basic precept is often “The more the merrier.” But more is rarely better when it comes to making decisions. Our […]
The story of #JosephNeedham by @simonwwriter, about the scholar behind the 27-volume Science and Civilisation in China starting in 1954 and continuing after his death in 1995. Arriving in China in 1942, Needham discovered gunpowder, printing and the magnetic compass…Read more ›
Talk at @gtalug on Let’s Learn Tech Online @torontolibrary with @p2pu @CiscoNetAcad @TorontoESS. Linux Unhatched online course conducted in groups of 8 to 12, meetings twice per week in person. Non-technical facilitator encourages peers to work out understanding together. Found…Read more ›
The WordPress O2 plugin with P2-Breathe theme results in a Facebook-like or Twitter-like streaming interface. The idea was first presented in 2013, evolving from the P2 theme in 2009 (originally launched as Prologue in 2008) when hosted on wordpress.com. “Beau…Read more ›
Talk at the Centre for Human Ecology, Glasgow, announced at http://www.che.ac.uk/tim-ingold-talks-about-the-sustainability-of-everything-10th-sept-2016/ Video posted at https://www.youtube.com/watch?v=ncLv9Gk7XrI and https://vimeo.com/182572764 This digest was created by editing the text transcript generated by Youtube. View the video yourself for a more authentic reproduction. Lapses, grammatical…Read more ›
Plenary presentation by Tim Ingold, at the 2nd @AIBR_ International Conference of Anthropology. The 2nd AIBR International Conference of Anthropology brings together anthropologists from different parts of the world under the theme “Identity: Bridges, Thresholds, and Barriers.” [….] [6:58] So…Read more ›