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.