Moving the thinking back upstream …  or, how to be clever without being too clever
“ The more advanced we become in our own field of practice the further we leave behind those who might benefit most from o...
Sometimes we walk right past the basics …. What are the things at the river’s source that will help drive better outcomes?
“ Organisations and communities are made of conversations, the virtual neurons that tie everything together.” It is the qu...
<ul><li>Progressive vs Regressive </li></ul><ul><li>Facilitator vs Inhibitor </li></ul><ul><li>Participative vs Autocratic...
We get intelligent people into the room but our meetings and time are dominated by strong personalities, rambling discussi...
A more constructive and creative approach to thinking during meetings, discussions & conversations. Parallel thinking allo...
Alternate Perspectives
 
CEO
CEO
Influence Knowledge of our processes Who are the  real  experts around here ?
The  real  gray power behind the throne
 
 
 
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Km For Experienced Practitioners

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presentation made to &quot;KM for Experienced Practitioners Conference&quot; (Feb \'09)

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  • INTRO What do you tell advanced practitioners - many of whom are probably better operators that you and more learned in many respects? Simply put a number of ideas and practices on display Primary analogy will be that of a river – if we move our thinking back up stream we will improves outcomes downstream i.e. “if we improve the quality of our thinking the quality of the actions that follow should correspondingly improve” Interesting to hear Mark make reference to Kurt Vonnegut ………..
  • Km For Experienced Practitioners

    1. 1. Moving the thinking back upstream … or, how to be clever without being too clever
    2. 2. “ The more advanced we become in our own field of practice the further we leave behind those who might benefit most from our know-how.” <ul><li>Thinking about Conversation </li></ul><ul><li>Thinking in Parallel </li></ul><ul><li>Thinking with Metaphor </li></ul>
    3. 3. Sometimes we walk right past the basics …. What are the things at the river’s source that will help drive better outcomes?
    4. 4. “ Organisations and communities are made of conversations, the virtual neurons that tie everything together.” It is the quality of the conversation that determines the success of the community.
    5. 5. <ul><li>Progressive vs Regressive </li></ul><ul><li>Facilitator vs Inhibitor </li></ul><ul><li>Participative vs Autocratic </li></ul><ul><li>Negotiation from interest and not position </li></ul><ul><li>Feedback loops </li></ul>Archetypes of conversation – a generally recognisable pattern of interaction that emerges over and over again in different settings. “ Organisational intelligence is an emergent consequence of the balance of progressive archetypes of interaction over regressive archetypes.”
    6. 6. We get intelligent people into the room but our meetings and time are dominated by strong personalities, rambling discussions and strongly held views. “Many brains make light work.” But how can we help them get them aligned to do so ? A show of hands please: Anyone who has sat in an unproductive meeting of late? Anyone who feels their organisation’s meetings all add value?
    7. 7. A more constructive and creative approach to thinking during meetings, discussions & conversations. Parallel thinking allows a group to consider an issue or an idea without the intervention of dispute or argument. This framework allows people to use their collective intelligence to approach an issue from the same perspective and allows the collective analysis of information, benefits, risks, & underlying potential of a concept or idea. There is a growing perception that traditional analysis and judgement are insufficient to deal with a constantly changing world. Our traditional thinking habits lack design and creative energy.
    8. 8. Alternate Perspectives
    9. 10. CEO
    10. 11. CEO
    11. 12. Influence Knowledge of our processes Who are the real experts around here ?
    12. 13. The real gray power behind the throne

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