This document discusses several theories, models, and ideas that inform the author's work: dialogue, open space, appreciative inquiry, self-organization, systems thinking, and emotional intelligence. For each concept, a brief definition or description is provided along with one or more relevant references for further information.

1. Theories, Models and Ideas
What informs my work?

2. Dialogue
• A free flow of meaning between people in communication, in the sense of a
stream that flows between banks.
These “banks” are understood as representing the various points of view of the
participants.
"...it may turn out that such a form of free exchange of ideas and information is
of fundamental relevance for transforming culture and freeing it of destructive
misinformation, so that creativity can be liberated." David Bohm
•Models that support
•David Kantor – Four player model
•Chris Argyris – Ladder of inference
•David Bohm – On Dialogue
•Bill Isaacs – Dialogue design
•http://innovationwatch.com/dialogue-and-the-art-of-thinking-together-by-william-isaa

3. Open Space
• Open Space Technology is one way to enable all kinds of people, in any
kind of organization, to create inspired meetings and events.
•Participants create and manage their own agenda of parallel working
sessions around a central theme of strategic importance
•With groups of 5 to 2000+ people, the common result is a powerful, effective
connecting and strengthening of what's already happening in the
organization: planning and action, learning and doing, passion and
responsibility, participation and performance.
http://www.openspaceworld.org/

4. Appreciative Inquiry
•Ap-pre’ci-ate, v.,
valuing; the act of recognising the best in people or the world around us; affirming past and
present strengths, successes and potentials; to perceive those things that give life (health, vitality and
excellence) to living systems
To increase in value, e.g. the economy has appreciated in value
In-quire’ (kwir), v.,
The act of exploration and discovery
To ask questions; to be open to seeing new potentials and possibilities
•Building on strengths – what is working - what gives life to a system
•Asking questions that focus on potential
•http://appreciativeinquiry.case.edu/intro/whatisai.cfm

5. Self Organisation
• Ability of a system to spontaneously arrange its components or
elements in a purposeful (non-random) manner, under appropriate
conditions but without the help of an external agency. It is as if the
system knows how to 'do its own thing.' Many natural systems such
as cells, chemical compounds, galaxies, organisms and planets show
this property. Animal and human communities too display self
organization: in every group a member emerges as the leader (who
establishes order and rules) and everybody else follows him or her,
usually willingly
http://www.slideshare.net/jurgenappelo/the-dolts-guide-to-selforganization

6. Systems Thinking
• Process of understanding how things, regarded as systems, influence
one another within a whole.
•In organizations, systems consist of people, structures, and processes
that work together to make an organization "healthy" or "unhealthy“
•An approach to problem solving, by viewing "problems" as parts of an
overall system, rather than reacting to specific parts, outcomes or events
and potentially contributing to further development of unintended
consequences.
•Focuses on cyclical rather than linear cause and effect.
•http://www.systemicleadershipinstitute.org/

7. Emotional Intelligence
• “The capacity for recognising our own feelings and those of
others, for motivating ourselves, for managing emotions well in
ourselves and in our relationships.” Daniel Goleman
•Self awareness
•Self management
•Social awareness
•Relationship management
•http://psychology.about.com/od/personalitydevelopment/a/emotion
alintell.htm