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Using logic for productive presentations and reports | Mark Buckwell | Jan. 31 2013 | buckwem.wordpress.com

The style of reports in the original IBM Consulting Group style is explained well by @buckwem, with presentation slides in landscape format following Minto’s pyramid principle structured with horizontal logic and vertical logic.  I never met Mark Buckwell during my IBM career, but he’s been there since 1993, so we “went to the same school”.  If I’m not using this style in a presentations, it’s for a conscious reason, as this way of writing and presenting is always in the back of my mind.

On Slideshare, Mark has shared Using logic for productive presentations and reports 31-jan-2013 – speakerdeck in the series http://www.slideshare.net/markbuckwell

Mark first surfaced Using Logic for Productive Presentations and Reports while teaching a chemical engineering course at Birmingham University, on a blog post at http://buckwem.wordpress.com/2013/01/31/using-logic-for-productivepresentations-and-reports/.

The Pyramid Principle from Barbara Minto was first written over forty years ago and defines a logical way of writing reports and presentations. The technique first came from McKinsey and Company but it is now used by many management consulting companies including IBM Global Business Services.

On a subsequent blog post, he provides a rigourous “Checklist for Presentation Logic” at http://buckwem.wordpress.com/2013/02/03/checklist-for-presentation-logic/ .  This knowledge is normally imparted situationally by experienced engagement managers, so the checklist could seem intimidating for individuals coming up the learning curve.

A 90-year evolution: beliefs and values at IBM

In the IBM Archives, there’s a “IBM Management Principles & Practices” document that reflects the culture of an organization where I spent 28 years.  The 19 pages includes articles by seven IBM chairmen over a span of 90 years (published in 2002):

# Article Author Date
01. Basic Beliefs and Management Principles Thomas J. Watson, Jr. April 1969
02. Basic Management Responsibilities Thomas J. Watson, Jr July 1960
03. Be Yourself Frank Cary September 1975
04. Community Education Thomas J. Watson, Jr. August 1961
05. Community Service T. Vincent Larson December 1971
06. Conformity Frank Cary August 1973
07. Decision-Making Thomas J. Watson, Jr. October 1963
08. Equal Opportunity Frank Cary February 1974
09. Ethical Conduct Thomas J. Watson, Jr. June 1961
10. Gobbledygook Thomas J. Watson, Jr. February 1970
11. Human Relations Frank Cary December 1975
12. Managing People Thomas J. Watson, Jr. October 1964
13. Moves Thomas J. Watson, Jr. May 1968
14. Provincialism Thomas J. Watson, Jr. June 1962
15. Quality John R. Opel December 1981
16. Recognition Thomas J. Watson, Jr. March 1970
17. Thinking Thomas J. Watson, Sr. February 1930
18. Trust John F. Akers June 1986
19. Why Thomas J. Watson, Jr. May 1963
20. Women T. Vincent Learson August 1970
21. Win, Execute and Team Louis V. Gerstner, Jr. 1998

The article that led my interest was “Basic Beliefs and Management Principles”, which alphabetically happens to be first.  The “codification of the basic beliefs” is placed in the year 1962 by the IBM Archives, so the 1969 restatement by Thomas J.Read more (in a new tab)

Systems Thinking and the Learning Aesthetic (Systems Thinking Ontario, 2013-03-21)

When can learning about system thinking be fun (and when can’t it be)?  This was the focus question for the third Systems Thinking Ontario meeting. We had a slight change in format from the reading-oriented prior agendas, as Steve Easterbrook led us through a more experiential approach to systems thinking.  As usual, participants were provided with pre-readings, this time from Linda Booth Sweeney.  As a change for the in-person meeting, Steve went directly to exercises from the Systems Thinking Playbook, which he has been using in classes such as Systems Thinking for Global Problems.  While the exercises are appropriate for students down into the primary school level, Steve has found that graduate students also enjoy and learn from them.  In the short time available, we played through two exercises and then broke out into discussion subgroups.

The first exercise was called “Frames”.  Steve provided each of us with a piece of paper with a small aperture cut out of the centre.

di_20130321_174830_st-on_sme_frame.jpg

The playbook gives the following directions.

Geographic Framing

Step 1:  Ask all participants to hold their viewing holes out at arm’s length.

Ask them to look through the holes and focus on a specific object; for example, a cluster of tennis balls on a table, a poster, you, or whatever object you choose.  [….]

Step 2:  Ask the following questions, pausing for 10-20 seconds after each, so participants have time to ponder their answer.

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Full version: “Rethinking Systems Thinking: Learning and coevolving with the world”, Aalto University, 2012/11/26

A guest lecture on systems thinking for the Creativity Sustainability program at Aalto University provided an opportunity to stretch out on the plenary presentation that I had given at ISSS 2012.  In San Jose last July, plenary speakers (including myself) were constrained to 45 minute slots preceding dialectic panelists.  In Helsinki in November, the luxury of time allowed me to explain the ideas more fully.  The lecture took 85 minutes, and was then followed by a question and answer session.

Rehinking Systems Thinking

Versions of the web video can be viewed on Youtube, or viewed or downloaded at http://media.isss.org , at 480x272p, 720x400p, and 1280x720p.  The video shoot and post-production editing of the lecture was done by Seungho Lee, on behalf of the Creative Sustainability program.

The presentation on “Rethinking Systems Thinking” is probably the most comprehensive talk that I’ve given (and may ever give).  It is a personal perspective on systems, gained since the attending my first ISSS meeting in 1998 — that’s 14 years with the society.  My focus has recently shifted from the international audience to the local audience around Toronto, with Systems Thinking Ontario.  Systems thinking can be doled out in smaller chunks.  Over the Internet, viewers may choose to use the pause button.

Systems Thinking and Futures Studies (Systems Thinking Ontario, 2013-02-21)

The pre-reading of Emery (1967), “The Next Thirty Years: Concepts, Methods and Anticipations” was introduced as a challenging article for the second meeting of Systems Thinking Ontario on Feb. 21, 2013.  The theme for the evening was “Systems Thinking and Future Studies”, so there was some irony in looking backwards to 1967 to have a discussion on looking forward.

In my role as reviewer in Systems Thinking Ontario sessions, I would prefer to try to stick to the text rather than adding editorializing.  However, since this Emery (1967) article is particular rich, I tried to provide some additional context to make the reading easier.

Fred Emery is especially known for his work with the Tavistock Institute for Human Relations, as one of the pioneers of the field we know today as organization science, including organization development and organization design.  In 1967, systems thinking was new:  The Systems Approach would be published by West Churchman in 1968, and On Purposeful Systems by Ackoff and Emery would follow years later in 1972.  The Club of Rome was founded in 1968.  In this article, Emery was thinking about how systems thinking frames viewing the future.

I. Prediction and Planning; II. Conceptual Bases for Predicting the Future

In I. Prediction and Planning, the systems of interest are in the social sciences.  The longer history of systems thinking prior to 1967 would have been a stronger cybernetics orientation.  The research from the Tavistock Institute on the socio-psychological, socio-technical and socio-ecological systems perspectives would have been fresh.  … Read more (in a new tab)

Systems Thinking and Science, (Systems Thinking Ontario, 2013-01-17)

The inaugural meeting of Systems Thinking Ontario convened in the Lambert Lounge at OCAD U. on the evening of January 17.  The theme for the meeting was “Systems Thinking and Science”, with the focus question for the evening as: “Is the function of systems thinking to be (i) a science or (ii) a complement to science?”

The suggested pre-reading for the session was a rather old (1956) foundational article:

After a preamble on the role of Kenneth Boulding in the founding of the Society for General Systems Research (now known as the International Society for the Systems Sciences), some slides with the major points of the article were provided by attendees.

Towards a goal of organizing general systems theory, Boulding suggested two approaches:  (i) looking empirically for general phenomena across disciplines, and building up general theoretical models, or (ii) arranging the empirical fields into a hierarchy of complexity of organization, while trying to develop an abstraction appropriate to each.

Examples of the first approach included the interactions of populations, behaviours of individuals, growth, and communication and information processes.  Boulding saw that such an approach could lead to a general theory (of dynamics and interaction), but thought that this would be “a long way ahead”.

In the second approach, Boulding proposed a hierarchy of complexity — of (i) frameworks, (ii) clockworks, (iii) thermostat, (iv) cell, (v) plant, (vi) animal, (vii) human, (viii) social organization, and (ix) transcendental systems — that was more systematic.  … Read more (in a new tab)

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