by Jeff Dooley
by Jeff Dooley
For papers also published elsewhere references are cited: (scroll down to download)
"The Myth of Aikido Practice and off-the-mat Behavior Change"
In this short research note I take the position that claims that aikido training can be the source of robust new collaborative behavior production off the mat are largely false and mythical. Rather, I argue that while aikido can be helpful as a practice for instilling greater calmness in the face of everyday difficulties, what is required for robust production of wholesale new, more effective behavior is additional facilitated practice in techniques of principle-driven ways of speaking and listening in everyday situations of difficulty and stress. I suggest that more research into the limits of skill-transference across behavioral domains (on the mat to off the mat) would be helpful.
Click to download .pdf file: "The myth of aikido practice and off-the-mat behavior change" (read with Acrobat Reader 3.0 or later)
"Problem-Solving as a Double-Loop Learning System"
In this 1999 paper I attempt to organize and present a systemic approach to organizational problem-solving. Based on the cyclic, self-correcting mechanism of cybernetic systems, the general problem-solving model I present can be used to integrate inquiry into both work processes and the forces impinging on them from the human system, or culture. A multilayered sorting of skill sets is proposed for problem-solvers who must tackle especially complex and ambiguous organizational problems. Among these skill sets are:
- Analytical and systems tools for process control and improvement
- Tools and skills for managing and facilitating group decision processes
- Skills for effective speaking and listening
- Skills and practices of embodied awareness for inner mastery under stress
I suggest that we focus first upon the conversation we are having about problem-solving, and then turn that conversation, with application of appropriate tools and skills, to problems themselves. Appendices provide additional exercises and tools.
Click to download 215K .pdf file: "Problem-Solving as a Double-Loop Learning System" (read with Acrobat Reader 3.0 or later)
"Cultural Aspects of Systemic Change"
This paper seeks to surface the underlying scientific basis of a systems approach to integrating cultural and structural learning. It elaborates a way of understanding culture as a multi-layered pattern of actions, values, and beliefs. The paper argues for the importance of values as a driver of organizational behavior, and it proposes a systemic intervention method--Action Science--as an appropriate tool for driving and maintaining durable cultural change.
Click to download .pdf file: "Cultural Aspects of Systemic Change" (read with Acrobat Reader 2.1 or later)
"Being, Thinking, and Acting: Blending Approaches to Individual Transformation"
This paper examines two independent approaches to individual transformation in organization change and concludes that an expanded practice in which both are integrated is more effective than either approach is on its own. The two approaches are: (1) being-oriented self-reinvention, and (2) action science. The two approaches are found to be complimentary; the weaknesses of one are offset by strengths in the other. Obstacles to integration of these practices are found in the different coaching styles that have evolved in each tradition. The paper ends with a general model of systemic organization change in which the two approaches find a role.
Click to download .pdf file: "Being, Thinking, and Acting: Blending Approaches to Individual Transformation"
"Conversation, the New Sciences, and the Unlearning Organization"
What is the role of "conversation" in organizational learning? And how can insights from the new sciences help us create increasingly effective conversation? Finally, what is it about our current conversations that leads us away from the kind of learning we wish to do? This short paper addresses these questions with the assumption that it is what we already know about conversation, learning, and management that is our greatest obstacle to learning. Thus, if we wish to create learning organizations we may need to become disciplined in unlearning what we already know.
Click to download .pdf file: "Conversation, the New Sciences, and the Unlearning Organization"
"Bootstrapping Yourself into Reflection and Inquiry Skills"
Appearing in excerpted form in The Fifth Discipline Fieldbook, this paper is an expanded version of Jeff Dooley's personal learning path as he sought to acquire competence in conducting cultural and behavioral interventions.
Click to download .pdf file: "Bootstrapping Yourself into Reflection and Inquiry Skills"
"A Whole-Person/Systemic Approach to Organization Change Management"
A framework is proposed for designing organization change initiatives in a way that enables stakeholders to perform parallel (though connected) streams of inquiry and design in both cultural and structural systems simultaneously. Methodologies for performing these inquiry streams are sketched. Additionally, a model is examined which details four layers of key skills individuals will find useful in working with the uncertainties, ambiguities, and stresses that accompany change. These layers include:
Click to download .pdf file: "A Whole-Person/Systemic Approach to Organization Change Management"
The models listed here are all iThink models built with version 3.0.5 or later. They require appropriate software to view and simulate. Click to download models:
More models to come. . .
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Contact: phone 707-762-1460, or email: dooley@well.com
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