Action ScienceHelping to build better relationships at work

• Remove barriers of change caused by defensive interpersonal and organisational relations thus reducing ineffectiveness

• Improve problem-solving skills and make incremental changes to external environment, but not exclusively

• Primarily focus on looking inward, learning new frameworks and establishing new routines

Aims

Points for Reflection on LearningBusiness success is highly dependant on the ability to learn.

Argyris, C.

Effectiveness was evident in the interrelationship between organisational learning and a balanced score card.

Deem, J.

Organisations can reverse the cycle and learn to understand the difference between their espoused and

actual theories of action.

‘They can face up to the fact that they unconsciously design and implement actions.’ Argyris

New Ways of Working

Leaders fail to reflect on their own behaviour

Single Loop vs Double Loop

Espoused theory vs Theory-in-Use

Leaders do not know how to learn

Some Learning Barriers

Action Science is about Theories of Action

Theories of action are the master programs, pattens, designs, sets of rules or propositions that people use

to design or carry out their actions

Underlying actions are the governing variables, values, theories, beliefs, concepts, rules, attitudes, routines,

policies, practices, norms or skills

Theories of Action help us to develop skills of inquiry and reflection

Theories of ActionMoving from Model 1 to Model 11 reduces ineffectiveness

in resolving difficult problems Theory-in-Use Model 1

Governing Variables

1. Define goals to achieve unilaterally2. Maximise winning, minimise losing3. Minimise expressing or generating negative4. Be rational and minimize emotionality

Theory-in-Use Model 11Governing Variables

1. Maximize valid information2. Have free and informed choice for all concerned3. Have high internal commitment to the choice and constant monitoring of

its implementation

Single Loop vs Double Loop

Single loop - a very defensive chicken not prepared to look at how it contributed to the problem

Single loop - not your fault, not my fault

Double loop - the monkey at least challenged its own process

• To remain in unilateral control

• To maximise ‘winning’ and minimise ‘losing’

• To suppress negative feelings

• To be as rational as possible by defining clear

objectives and evaluating their behaviour in

terms of whether they achieved them

Espoused Theory vs Theory-in-Use

Argyris posits that most theories in use rest on the same set of governing values:

Tools to implement change

Analysis of actions must be data driven as seen in theory-in-use model 2

Theory-in-Use Model 11Governing Variables

1. Maximize valid information2. Have free and informed choice for all concerned3. Have high internal commitment to the choice and

constant monitoring of its implementation

Productive Reasoning

Data comes from Personal Dialogue

For more information see www.actiondesign.com

How to write a case for personal dialogue, 2 columns.

1. The challenge or theme illustrated by this episode

2. Brief statement of context

3.What actually happened

My thoughts & feelings What we said

4. Results from this conversation that I would want to change.

5.Questions I would like to address when we discuss this case.

Change Starts at the Top

Ryan and Oestreich agree with Argyris:Behaviour change must start with self awareness by

senior management.

A simple approach to learn technique:Connect learning with real life experience

• Include all the possible outcomes

• Allow participants to discuss the case study

• Reason a way through it

• Apply back to themselves in a safe atmosphere

• Productive reasoning and self analysis lead to personal

and organisational effectiveness

• Real causes of problems can be addressed and overcome

Write a Live Case Study

Example of a Case Study

$1.5 million loss

360º Review

Key Stakeholders

Result - Glossy Weekly

Please look visit Methods in Action on website for more examples.

Action Design Reflection

Time & Will

Thanks for listening

References

Arygris,C. (1991) Teaching Smart people how to learn, Harvard Business Review, 69 (3), 99-109.

D. Oestreich, K. R. A. (1998) Driving Fear out of the Workplace - Creating the High Trust, High Performance Organisation, San Franciso, Jossey-Bass Inc.

Deem, J. (2009), The relationship of organizational culture to Balanced Scorecard effectiveness, Dissertations & Theses: Full Text.

Sostrin, J. (2008) Establishing and validating a conceptual framework of barriers to workplace learning and performance: A Q-method study. Dissertations & Theses.

Action Science, <http://www.actionscience.com/actinq.htm>, viewed on August 12, 2009.