|Member Highlight - Cathy Taylor
Meet Cathy Taylor, a future member of the
In2:InThinking Network Golf Team.
I live and work in Santa Barbara. Most of my waking
hours are spent working, but I do squeeze in a round
of golf each week and enjoy picnic dinners at the
beach. Best of all, my bike is my main transport.
For me commuting on my bike makes all the difference
in the world.
2003 & 2005
Tell us about a recent "a ha" moment.
Sorry, it has been awhile.
It seems like recently I have had way too many "duh"
What book are you reading now?
Shot Must Have a Purpose"
by Pia Nilsson (former coach of Annika Sorenstam)
and Lynn Mariott. Sure it is a golf book, but it is
easily transferred to everyday life.
What advice do you have for people new to the
It is good stuff.
|Member Highlight - Samuel Watson-Alvan
Meet Sam Watson-Alvan, a first-time attendee of the
In2:InThinking Forum in 2006.
Born in Lima, Peru. Currently a Manager for the
State of Washington
Department of Health. Also the Principal for
Telos Consulting focusing on systems change,
leadership, facilitation of dialogue, and
sustainability issues. I live in Olympia, Washington
with my wife and two sons. I try to spend as much
time as possible freediving in the Ocean, in the
woods, or writing poetry and short stories both in
English and Spanish.
Forum Attendance and What Inspired You to
I attended my first In2:IN Forum last year. I had a
wonderful time. What inspired me to attend were
repeated conversations I had with Steve Byers over
time and attending a talk by Bill Bellows that we
helped host here in Olympia.
Tell us about a recent "a ha" moment.
I was sitting in the woods, in a grove of giant
sequoia with my son waiting for deer to walk by
during archery season a few days ago when I realized
that there are more meaningful ways to spend one's
lifetime than trying to learn things we don't really
need to know in order to live meaningful lives.
Instead, there is so much that we already know and
that lays tucked away forgotten; yet these are the
essential things, not found in the good books but in
some meaningful way of taking ourselves "out into
the wilderness" in some true or metaphorical way. At
the end of the day my son said "I was in the zone,
my head was clear and everything fell away, it was
awsome, I was so focused, I was there, totally
ready." There in the woods had laid bare the
mysteries of leadership, responsibility, and all the
other essential qualities of character for
embellishment and doing the good, and my 14 year old
son "got it" without my saying a word.
What book are you reading now?
Human Purpose and the Field of the Future" by
Peter Senge, Otto C. Scharmer, Joseph Jaworski, and
Betty Sue Flowers.
What recent book have you read that you consider
both beneficial and readable?
Little Prince". Timeless and eternal.
What advice do you have for people new to the
Enjoy the ride and the wonderful company.
|Program and Project Management Seminar with Russell Ackoff
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: Monday, November 13th through
Friday, November 17th
Location: Los Angeles
The Five Dysfunctions of a Team:
A Leadership Fable
Author: Patrick M. Lencioni
Length: 229 pages
Reviewer: Dale Deardorff
The book is smart, easy to read, understand and is
meant to be a fictional story with current
situational relevance which can be shared with
others and easily translated to the organization.
Storytelling is a long lost art that most present
organizations fail to recognize for its importance
leading to knowledge transfer and learning
associated with management principles lessons.
A story allows sharing at a higher level because the
author has placed themselves in the position of
vulnerability, while the reader gets to participate
as a safe traveler in the events of the main
character (Kathryn) as she struggles to put together
a high performing Silicon Valley team at
DecisionTech which is in trouble.
She unveils one-by-one the Five Dysfunctions for her
team which are in order...
- Absence of Trust
- Fear of Conflict
- Lack of Commitment
- Avoidance of Accountability
- Inattention to Results
These dysfunctions are presented as human behavioral
tendencies that cause disruptive chaos and people
issues. They are illustrated as stepping stones to
success which need to be followed in a specific
order to get the desired results. The Model for them
is pyramid shape with the essential Trust component
as the base.
Anyone who has had the challenge of putting together
high performance teams understands the importance
and ranking of the skill sets provided in the story
and the investment in time and energy required.
Additionally, Organizational Development people will
acknowledge that each of the skills in the Journey
is critical and required for current business
enterprise success and building a healthy team.
Systems thinkers will appreciate the read as a mix
of organizational chaos and events that are typical
to the challenges faced daily while at the same time
understanding the need to move forward bringing some
sense of interconnected structure to the team.
Breaking down the "Five Dysfunctions" and
understanding the sequence necessary to prevent them
provides a roadmap to success which can be built
systemically over time.
As the story evolves the reader can find many
overlaps into their current team and the events that
may have happened previously to them. As the story
ends the book unveils a concise second section in
the end that provides crib notes and suggestions for
The book should be provided to all managers and
leaders who are looking to create a higher level of
extraordinary awareness and build teams that are
moving forward in a positive direction. It is the
first of three in a series that includes the Five
Temptations of a CEO &
Four Obsessions of an Extraordinary Executive.
|How Are Computers and Networks Changing How We Think?
by Haydn Shaughnessy
This is the first installment of Haydn's article.
The next installment will be published in November's
newsletter. If you would like to read the entire
article, click the link at the end of this section.
Every major transition in communications has an
effect on the way people think. Proof of the pudding
is easy to cook up. For example when people began to
write, they lessened their dependence on memory.
Imagine the early civilised human endlessly
reiterating directions, recipes, truisms and names,
just so nothing of value would be forgotten - well
we see that in rhymes, epic poems like the Iliad,
and the begot and begat lists of the Bible.
Language at that point is imbued with mnemonic
devices like alliteration and rhyme. That argument
was first presented by people like Eric Havelock
Muse Learns to Write) and Walter Ong
Once people learned to write - or at least when
writing became pervasive within a social group - the
purposeful inner dialogue changed.
The mind was released from its copious and
continuous memory tasks and began its slow
transition into the variegated potential we've seen
realised since classical antiquity: literature,
maths, objective science, philosophy, pragmatic
technology. A mind bedevilled by remembering cannot
spare the time for these activities.
But once you have a computer, which does all the
memory work for you, what then?
The question isn't just confined to how you and your
memory might possibly change when you are further
liberated from memory tasks.
Memory tasks are deeply social as well as personal.
Collective memories usually led to some form of
memorialisation, the Lest We Forget type symbols of
past struggles, sacrifices and heroism that are
dotted around cities, the countryside and Mount
Rushmore, among other places.
And they are social in the sense that oral uses of
language are generally pertinent to a society's
Shakespeare was a great writer in part because he
reflected the conflicts of the society of his day by
writing about old Denmark, Rome and Egypt. Language
used to be so allusive, symbolic and ambiguous and
therein lay its power. It had many masters to serve
and rarely has the task of exposing corrupt
political relationships been a welcome one.
A point that Havelock makes astutely is that epic
poetry was used to reveal corruption in oblique
ways. The pleasure of the Homeric performance was
seeing the well-to-do exposed, but discreetly.
A further feature of memory is creativity. Because
memory is so closely allied to traditional forms of
expression it has been viewed by many experts as the
seat of creativity (the thesis is explored in
various books by Stephen Bertman, particularly his
How does the memory-creativity link show itself? In
a world with no pervasive forms of recording, for
example, the quality of language is paramount as a
mnemonic device. You simply donít remember
Shakespeare not only wrote beautifully but also
memorably. His characters are larger than life Ė
which is a reasonable definition of any good
traditional drama. Many memorials are made exactly
like that: larger than life, so they will be
remembered. Memorability is both a criterion of
quality and a characteristic of art.
Creativity, traditionally, took us beyond ourselves
in these exaggerated ways, painting life in
caricatures in order that we remember the characters
and their relationships. The sculpture of Winston
Churchill outside the Houses of Parliament in London
is hardly realistic. It is huge. But then art is
never realistic because its purpose, like
Churchill's statue, used to be remembrance in all
And finally knowledge. It should go without saying
that in those days when recording was piecemeal and
when we relied largely on oral mnemonics -
remembering by what we say - when language and the
purpose of creative activity was deeply ambiguous
and difficult to arrest in time, we had a tenuous
grip on knowledge, as we define it now.
The corollary of this is that in a world of allusion
it is ok to know things intuitively. And since there
are few records it is ok to change your mind on
matters of apparent fact.
These are important differences with the formal life
of modern society. We tend to believe we know facts
and in so far as there are public records then there
is a documentary base for what we know. Nonetheless
the solidity of knowledge is over-rated. Even
written records are open to interpretation.
Unless you have written records knowledge is
somewhat in the mix, a fact that law courts are
often faced with. Even in the presence of written
records, what we know is not as safe as we would
like to believe.
The significant change is not that we are more
certain now - we are - but that we are more
concerned about certainty.
We should say that the past hundred years have been
marked by a degree of certainty that we wouldn't
previously have been bothered with.
So what's changing?
|Ongoing Discussion Preview
The Ongoing Discussion (OD) for November will
Phadke. On Tuesday, October 17th
and Thursday, October 19th, Madhav will engage us
in a dialogue on his thoughts on The Past,
Present, and Future
of Taguchi Methods.
This month's OD announcement will be released on or
before Thursday, October 12th. For those readers not
already on the OD mailing list - click below.
|Thoughts from the Deming Learning Network
Contributed by Gordon Hall of the Deming Learning
Network in Aberdeen, Scotland.
Most of our organisations present their data in
tabulated form - and do not use Statistical Process
Control (SPC) and control charts to secure a
balanced understanding from the information.
At the same time they develop decisive managers who
are encouraged to use their authority.
Is this a recipe for chaos - the desire to act
combined with poor analysis of data?
And how does this chaos manifest itself? - in such
areas as targets, incentives, accountability,
appraisals and the resulting distorted data that is
fed into the system?
"There is no substitute for knowledge" - W.
|Making a Difference from Where We Are...
Many of our "Network Members" pride themselves in
making a positive difference in the world.
Check out a new article
titled "Management: The more we manage, the
worse we make things" featuring a quote from Russell
Read David Train's latest letter to Parliament here.
Visit Haydn Shaugnessy's blog.
|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.
Confirmed conference speakers include Diane Beakey,
Micah Fierstein, Ann Majchrzak, Paul Morgan, Joseph
Parent, Bob Pratt, Sheldon Rovin, and Lyn Wiltse.
Watch this spot for coming Forum details.
|Partner Events and Resources
- The Deming Learning Network is offering a
six-session course on Breaking Down Barriers to
Higher Performance To Align and Enable staff
from November 7th to December 12th. The
Course Leader is Dr. Tony Miller of Robert Gordon
University. See more information here.
- The August Ongoing Discussion Thought Leader, Anna
Maravelas, has a feature article in the October
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.
- 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...
Reflections from new member Mike Lipsett on a
memorable interview with Mahatma Gandhi...
Reporter: What do you think of western civilization?
Gandhi: I think it would be a good idea.
In2:IN: What do you think of teamwork?
Gandhi may reply: I think it would be a good idea.
Partners InThinking - Organization Systems Renewal Graduate Program
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 Organization Systems Renewal Graduate
Visit OSR on the web...
Organization Systems Renewal (OSR) is a graduate
level program in the design and leadership of
Organizational Change. The OSR program was
established in 1979 and is affiliated with Seattle
University. It is a unique program that provides
the opportunity for students to achieve excellence
as designers and leaders of change within their
organizations and communities. The OSR program is
interdisciplinary, combining academic knowledge in
the areas of systems, organizations, design, change,
intervention, leadership, group dynamics, inquiry,
global and multicultural perspectives.
How does your organization compliment the
Students in the OSR program learn to understand and
address organizational challenges from a systems
perspective. The program emphasizes the
interconnections between personal, social, business,
government, ecological, and global challenges. The
systems perspective that is that is woven throughout
the program is a compliment to the mission of the
Tell us about your membership. What does it mean
to be a member of your organization and how does one
become a member?
Our program is a graduate level masters program at
Seattle University. One must apply through Seattle
University for admission into the program. We do
invite our greater community to attend Open Houses
or conferences with some of our guest visiting
What resources does your organization offer its
Students attain a Master of Arts in Organizational
Design and Renewal as a result of completion of our
2 year program. Other resources would include
informational resources from having attended one of
our conferences or Open Houses.
What exciting developments are on the horizon for
Our alumni association has recently become quite
active and just hosted our first annual conference
this past June. The conference name was, "Creating
the Change You Want to See in the World." It
featured Betty Sue Flowers, author of
Human Purpose and the Field of the Future." It
also featured several of our graduates teaching
workshops - Accessing the Power of Love to Create
the Change You Wish to See and The Power of Inquiry
were just two of the Conference workshop titles. We
plan to hold our second annual conference next June
2, 2007. The conference theme and title are still to
be determined but we are very excited and encouraged
by the success of our first conference.