This newsletter is prepared monthly by volunteers of
the In2:InThinking Network. Content comes from
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Network by sharing this newsletter.Be a leader. Improve your thinking
settle for the prevailing style of
|Member Highlight - Lorraine Shallenberger
Meet Lorraine Shallenberger, a regular attendee of
Pratt & Whitney Rocketdyne's Thinking Roadmap
After 32 years and raising a family in Santa
Barbara, CA, we moved to Ventura County (love it!).
Retirement is in the wings, but the lure of
interesting projects keeps it at bay. I am adjunct
faculty at Santa Barbara City College in the
Professonal Development Department. We offer low
cost training classes to the community (industry,
city, etc.) such as team-building, interpersonal
communications, time management, etc. I also am on
faculty at The Employees' University-Santa Barbara
County. They offer a unique program of 1 day classes
(during the work day) to employees for college
credit. I am still pursuing my passion of decorative
painting, I've scaled back, but still teach an
occasional class to local painting chapters.
Just learned about the In2:IN Forum this year, but
hope to attend next year.
Tell us about a recent "a ha" moment.
Fresh from the 'Six
Thinking Hats' course, I
incorporated it in a decision-making class and my "a
ha" was seeing the participants "a ha" when they got
What book are you reading now?
Mapping: How To Turn Your Dreams Into
Realities", Brian Mayne
What recent book have you read that you
consider both beneficial and readable?
To Say When You Talk to Your Self", Shad
Helmstetter, Ph.D. It's not particularly recent, but
I read it recently and it's an eye-opener on the
impact of negative thinking.
What advice do you have for people new to the
Participate and take advantage of the excellent classes.
|Member Highlight - Dave Ciscel
Meet Dave Ciscel, a 2-time retiree (from the Air
Force and Boeing) who is seeking to redefine the
rapid manufacturing process.
I recently started CalRAM,
Inc. with John Wooten to make titanium parts from
powder - faster,
cheaper, etc. Now we need Blue Pen customers! I live in
Camarillo with my wife, bird dogs and have 3 kids, 5
grandkids, two surfboards, three horses, and two
mules. My main effort is to get CalRAM profitable
and avoid bankruptcy. Vacations are for hunting, any
time off is for surfing or playing with kids and
I attended in 2002 and 2004 and started speaking at
Bill Bellows' Understanding Variation
classes in December 1996.
Tell us about a recent "a ha" moment.
CalRAM Inc uses a technology called Electron Beam
Melting (EBM). It's new technology so it seems
there's an a ha moment every other day. I am forced to
learn software called Magics, similar to a CAD
drawing. The best aha moment in long time was when I
figured out how to tie a diamond hitch on my mule by
What book are you reading now?
"General McKinney Reports" about air war in Pacific
in WWII, Harry Flashman series about British empire
in 1800s & Biblical histories about the origins of
the war with Islam.
What recent book have you read that you consider
both beneficial and readable?
"Undying Hatred" by Hal Lindsey, about the roots of
animosity between Islam and the Jews, and later the
Christians. We win this war in Iraq or no women are
to come to the In2:IN Forums. For that matter there
be any Forums. Not even in burkas.
What advice do you have for people new to the
Pay attention and network. Don't drink too much the
first day or you'll have a hangover the second day
like someone whose initials are A... B...
Are there any questions that we should add to the
member profile? If so, please provide us with the
question(s) and your answer(s).
It might be
interesting to ask if the respondent
feels there has been progress made in their life, or
their work, as a result of these Forums or other
The answer for me is Yes!
I have a much better understanding of corporate
structure and what
it takes to change a culture, and starting a
business with a desired culture, instead of copying
the culture of previous work place.
|Program and Project Management Seminar Update
Welcome to the debut of our first week-long seminar
offering. This course differs from the conventional
courses on project and program management (PPM) in
that, whereas they work from the inside out, this
course works from the outside in. It takes a
systemic rather than an analytic approach to the
process. Rather than work on aspects of PPM taken
separately and then trying to synthesize them into
an overall approach to the process, this course
starts with the effect of the organizational context
within which PPM takes place. It shows that without
changes in this context, PPM is severely
handicapped. The problem then, for those who cannot
control the organizational context of PPM, but can
control such management itself, is how can they
approximate the types of context changes required to
make PPM effective? In this seminar, our aim is to
show you how to achieve these results.
Visit our website
for additional seminar details, including a
Schedule: November 13 - 17th, beginning at
noon on Monday and ending at noon on Friday.
Location: Los Angeles
Leadership Can Be Taught:
A Bold Approach for a Complex World
Author: Sharon Daloz Parks
Publisher: Harvard Business School Publishing Corp.
Length: 308 pages
Reviewer: Steve Byers
I was newly familiar with Ron Heifetz's work
Without Easy Answers" and "Leadership
on the Line: Staying Alive Through the Dangers
of Leading", with M. Linsky) when I turned to Parks'
new book, which is about Heifetz's approach to
teaching leadership at Harvard University. All of
these are excellent reading if you are interested in
innovative thinking about leadership, but this
review is of Parks' book. Sharon Parks, currently
the Director of Leadership
for the New Commons at
the Whidbey Institute, is an excellent writer and
her approach here is useful and refreshing.
Parks begins by explaining to us the nature of
adaptive challenges, the concept at the center of
Heifetz's approach. In our life, which includes our
work, we face different kinds of challenges and
problems. You may recall Russell Ackoff saying that
we don't usually have to deal with a single problem,
but rather a system of interrelated problems that he
called a "mess", as in one of the first things you
have to do is "formulate the mess". In Heifetz's
language, a technical challenge or problem is one
that we have faced before. Perhaps the current
challenge is not exactly like a preceding challenge,
and it can be very complex, but we basically have
the know how to address it. An adaptive challenge,
on the other hand, is complex and, more important,
something we haven't seen before. "Adaptive
challenges require new learning, innovation, and new
patterns of behavior. In this view, leadership is
the activity of mobilizing people to address
adaptive challenges - those challenges that cannot
be resolved by expert knowledge and routine
management alone". Parks says these kinds of
challenges call for changes of hearts and minds -
the transformation of long-standing habits and
deeply held assumptions and values. We get into
trouble when we fail to recognize the adaptive
challenge and default to our technical problem
She takes us through a semester with Ron Heifetz, a
journey that I found fascinating. I think she is
asking whether leadership can be learned (not so
much taught because much of the work is given back
to the students - learning is, after all, a complex
adaptive challenge). As we know, Dr. Ackoff is
quite vigorous in his view that since leadership is
an art, it cannot be taught. That is, leaders are
born rather than made. Dr. Heifetz has designed a
dynamic mode of learning called "case-in-point" that
utilizes the students' own experiences and the
classroom environment as a laboratory for working
through real challenges. The students not only learn
leadership, they live leadership.
Two chapters struck me in particular. Chapter 4,
"Learning from Failure in Public" is quite
incredible as we witness people identifying their
own failures in leading as case studies for their
learning groups. A vital feature of the practice of
adaptive leadership is the capacity to take
corrective action. It's painful, but each student
learns how to enter into a dialogue with failure.
Chapter 6 is called "What Endures" and is an
illuminating exploration of the power of language,
image, and metaphor in learning.
Parks ends her book with a chapter about the
strengths and limitations of Heifetz's approach, and
concludes "Leadership Can be Learned". When we
attempt to intervene in the incredibly complex
systems that are the world today, we continually
discover that a key feature of the "art of
leadership is the ability to give the work back to
the group so that it can learn and adapt to make
progress on our toughest challenges." This is, of
course, very different from the model of the single
heroic leader solving technical problems.
This is a book for anyone with an opportunity to
lead. You may not be heading off to Harvard, but you
can read this book and learn a lot about yourself.
|Thoughts on "Thinking Strategically" from Tony Hodgson
The span of a strategy relates to the intended
duration and extensiveness of the mission it serves.
In that sense strategy is not about the long term
but about the whole term, beginning now. Strategy
"on the hoof" is the art of revising battle plans
whilst continuing to spur the horse forward. There
is no longer time to stop at the Inn and think 'off
the horses' back'.
Michael Porter points out that we have to stay in
the saddle whilst doing strategy better. "Some
managers think, 'The world is changing, things are
going faster - so I've got to move faster. Having a
strategy seems to slow me down.' I argue no, no, no
- having a strategy actually speeds you up."
This approach is difficult to practice because of
the split between the executive brains and the
planning brains. The executives do without thinking
and the planners think without doing. Both extremes
lose the plot. Some of the mental traps that
perpetuate this state of affairs are:
- The momentum of immediate activity - We are in a
juggernaut hurtling down a highway, unable to see
more lucrative by-roads that lead to strategic success.
- Over-confident opinion - We have to be confident and
determined to take charge but then overshoot the
mark and fail to question our own assumptions.
- Unperceived assumptions collapse in the business
model. Many of those assumptions have not even
been articulated so the only way they get challenged
is when they reach the market place and by then we
have run out of lead time.
- Misread causes for actual performance - We have our
pet theories about what causes what. This
reinforces a tendency to defend the view in the best
traditions of flat-earthers.
- Misaligned intent - In the absence of strategy we
are at the mercy of the next critical thing, a
reactive pile of priorities and no one agreeing
where the crucial action needs to be.
- Rejection of creative improvement - We go for
operational efficiency and cost control rather than
strategies to grow the top line.
|Ongoing Discussion Preview
The Ongoing Discussion (OD) for September will
feature Sadruddin Boga. On Wednesday, September 27th
and Friday, September 29th, Sadruddin will engage us
in a dialogue on A Creative Rubric for the
Future of Humanity.
This month's OD announcement will be released on or
before Friday, September 22nd. For those readers not
already on the OD mailing list - click below.
|Making a Difference from Where We Are...
Many of our "Network Members" pride themselves in
making a positive difference in the world. Among
them is Ketan Varia, from Edgware, England, who is
working to improve the health care system in the
"I am currently engaged in working with Dr. Foster
International (a private public partnership) in
running workshops/consultancy work across health
economies so that :
Follow this link
for a glimpse of the headlines demonstrating the
current thinking in the UK health care system.
- Stakeholders better understand the end to end
flows of patient pathways and the issues across the
- Coaching in running drumbeat 'reviews' across
the pathway so that continuous improvement (PDCA) is
inherent in organisations.
- Ensuring commisioners (who are accountable for
pathway and their economics) are engaged in bringing
stakeholders together to ensure effectivness in
pathway improvement without sub optimisation
- Information present is better used via the
theory of variation."
|Forum 2007 Announcements
Mark your calendars to join us for our Sixth Annual
Forum, to be held in Los Angeles, beginning on
April 12th and ending on April 17th. Watch
this spot for Forum details.
|Partner Events and Resources
The August Ongoing Discussion Thought Leader, Anna
Maravelas, has a feature article in this month's
issue of O
Magazine. Read more on Anna's website here.
The W. Edward Deming Institute's 2006 Fall
Conference will be held at the
Marriott's Georgetown University Conference Center,
3800 Reservoir Road, NW,
Washington, DC 20057. Click here
for more information.
- Network member Margaret Morgan invites you to
the EarthShine Institute Annual Symposium featuring
the poetry of her aunt, "Anne Morrow Lindbergh: The
Woman, the Words, the Life and the Legacy". Find
additional symposium details here.
Glenda Turner, midwest In2:IN member, will discuss a
transformation model that points to the benefits and
practice of Value Network Analysis methodology in
helping managers view their organizations from a
systems viewpoint at the Innovation Forum Event -
Systems Thinking for Improving Organizational
Effectiveness. Check out the details here.
For the second year in a row, new AARP member :-) , Bill
Bellows, has been invited to share thoughts on Blue
Pen Companies at the Lean Six Sigma Summit in Las
Vegas, September 26 - 29th. Find additional details
Marcelo Espinosa, President of the Orange County
Chapter of the National Society of Hispanic MBAs
(NSHMBA) and new member
of In2:IN, invites you to Innovate the
Leader in You at the upcoming LEAD
conference. For details and a list of seminars visit
the LEAD website.
- The 16th Annual Pegasus
Conference, "Leading Beyond the Horizon -
Strategies for Bringing Tomorrow into Today's
Choices" to be held November 13-15, Waltham,
Participants in the Pegasus Conference often feel
that it is the most extraordinary learning
experience of their lives. Each year this gathering
of innovative, daring, like-minded people - from all
sectors - creates an energetic field of inquiry that
results in transformational insights and lifelong
connections. Bring your own questions and challenges
into this mix, and you and your organization may
never be the same.
|Ideas to Ponder...
Reflection from Shane Manning, a junior at
University High School in Orange County, California...
"Teamwork is good for the soul, man!"
|2006 Forum DVD Sales
Order a set of our 2006 Forum DVDs - "Daring to
Explore - Creating Possibilities Together." The
DVDs include all triple track sessions and keynotes;
a total of 12 presentations.
"Buy Now" button will take you to PayPal for order
|In2:InThinking Network 2006 Screensaver
Partners InThinking - Deming Learning Network
In this feature, we highlight a Partner
Organization of the In2:InThinking Network. We
believe the resources of these organizations will expand
your thinking about thinking... This month we are
featuring the Deming Learning Network, based in
Visit DLN on the web...
The aim of The Deming Learning Network is the
continual organisational improvement through the
application of learning.
How does your organization compliment the
The foundations of our thinking are based round the
teachings of W. Edwards Deming.
Tell us about your membership. What does it mean
to be a member of your organization and how does one
become a member?
We recognise two forms of learning - individual and
organisational - we believe they are different. So
we have two types of members. Individual members for
their own enlightenment and organisations to enable
the organisational learning process.
What resources does your organization offer its
We facilitate a range of learning
formats, from a
CEO group, to "Challenging our Paradigms"
presentations to "Member Evenings" discussing deeper
issues. We also do research projects to identify the
underpinning theories being used by an organisation.
Plus we run some training events. We alse provide
links into world-wide sources of knowledge such as
What exciting developments are on the horizon for
We are talking to the oil companies in Aberdeen in
context of doing a research project to examining the
underpinning theories that support their "safety"
function. And then to pose the question - "are there
more effective theories that if applied would reduce
the occurance of accidents?"
Thought of the Month for September
"To copy an example of success without
understanding it with the aid of theory may lead to
disaster" - W. Edwards Deming
The Justice System "Clean Stream" project in
Grampian, Scotland (with Vanguard as consultants)
addressed the time taken in summary cases from when
a person is charged to the conclusion of the court
The project identified that under the suite of
theories we call "command & control" the average was
248 days. By adopting enabling and systems theories
it reduced the average time to 35 days.
The prediction is that the Scottish National Justice
system will not learn from this project because it
has no concept of theory, and, therefore, has no
basis from which to challenge the enormous waste
engendered by "command & control" concepts.
"Without theory there is no learning"
- W. Edwards Deming
(The DLN has written an article reference this
project expanding the above argument - it can be
- take time to access the article - for a look
at the dramatic control chart if nothing else.)