Delivery – it’s just about ‘getting it done’, isnt it?

No, I don’t think so. It can be so much more than that.

My approach is a creative interpretation of Stafford Beer’s viable system model. The way I work with it is to focus on what human beings actually do and I harness the potential of every person. The focus of this blog is delivery, or what those who know the viable system model call System 3.

Here is an extract from my booklet (this is a booklet that is given to attendees of my workshop, as part of the workshop kit):

‘This area of focus is about supporting the internal system to work effectively. We don’t just talk about resources and expected performance, though. We also aim to bring the humanity back into the work. One of the things we consider here is ensuring as many people as feasibly possible have been involved in decisions about how things will work and in setting goals, to prevent them feeling coerced. Remember that many people will also want their own professional values reflected in the work that they do. It is also important that once decisions have been made, you gain commitment to them.

Do not overload staff, though. They will never work at their best if they are in a state of frantic panic all day, every day. Aim for meaningful work for people. Make them feel good about themselves and make sure you consider their wellbeing. Trust your teams. Do not micro-manage. Remain hands off. Allow people to have their own peer to peer performance meetings. Let peers hold each other to account. Encourage them to share ideas to help the teams that are falling behind. Have a rolling host for the meetings, so no-one assumes ultimate power and/ or control. Give the teams the structure within which they can collaborate to enhance performance. Lead by example by demonstrating different behaviours and think about the language you use. Use language of encouragement that pushes people out of their comfort zone in a supportive way. Allow them to fail (within reason) and learn without embarrassment and punishment. Promote joint decision making throughout the system, so that effective prioritisation can occur. If you do have conflicts – and you are bound to have them – do not avoid them. Help people to use conflict creatively to listen to others’ points of view. Hold exploratory conversations, facilitate participation and listening.

Identify where there is confusion, conflict, disruption or chaos. These are not bad things but powerful indicators of places where you can intervene to make positive changes. They are opportunities. Do not complain about them, monopolise on them’.

The action cards

There are a number of action cards relating to this section. These are things we can do to enact this area of focus in reality. Here is an example of a few of them:

The skills required

My approach also outlines skills that are useful in enacting this section of my Systems Thinking Change Wheel. These are skills we could and should be advocating for and supporting in our organisations. Here is a taster of a few:

  • Coach
  • Supporter
  • Recruiter
  • Motivator
  • Prototyper
  • Trainer

Each section of my wheel goes through a similar format to the above. I outline important areas of focus and the questions we can ask ourselves about those areas. I go on, in the booklet, to talk about these key points, giving rationale for why they are important. My suggestions, which have been part of my copyrighted workshop kit for a number of years, have come from over 10 years of working with the viable system model in practice and the learning I have gained along the way. The key focus is on the development and support of each individual and harnessing their skills and talents to the full, encouraging them to work authentically and without fear.

The action cards tell us the things we can actually do, at each systemic level of our system (person, team, service, department, organisation, place) to enact the points mentioned.

Putting all six areas together gives a very powerful way of Creating the Conditions for Change in our working ecosystems. The focus is on what we can actually do to make a difference.

All materials are copyrighted and part of my consultancy and training kit. If you build on any of my ideas, please act with integrity and reference them appropriately.

Are you co-ordinating to bring about a paradigm shift?

My approach is a creative interpretation of Stafford Beer’s viable system model. The way I work with it is to focus on what human beings actually do and I aim to harness the potential of every person. The focus of this blog is co-ordination, or what those who know the viable system model call System 2.

Here is an extract from my booklet (this is a booklet that is given to attendees of my workshop, as part of the workshop kit)

‘Co-ordination is the vitally important, yet often-overlooked element of systems. It needs to be considered explicitly and not just expected to happen. I like to call it the ‘invisible glue’ – the things that hold everything together in a coherent way. This area of focus is about enabling feedback and information exchanges and effectively supporting interdependencies and interconnections. Ignore it at your peril! Get it right and it can significantly enhance your capacity and capability, often at very little or no cost. Do not under-estimate the value that getting this element right can bring.

One thing I have found to be extremely important in my work is something I have called ‘relationship-enablers’. These are the things you can put in place and/ or the mindset you can adopt that supports the dynamic connectedness in the system. The other extremely important thing here is what I call ‘interaction channels’ to enable collaboration. So, what are these things?

Relationship enablers are exactly how they sound. They are things that enable relationships. This can be as simple as a clause in a joint protocol that considers something from more than one point of view to something more elaborate, like a process for discussing and agreeing difficult decisions between a number of stakeholders. They are the things that give permission for the collaboration to occur. They can help to enable proactive dialogue, negotiation and agreements and enable relationships in the longer term.

Interaction channels might be mechanisms created to enable reflective conversations – do you ever have a joint meeting with another team/ department/ organisation specifically to reflect and learn from the work you do? Do you discuss problems and issues and seek to implement improvements together? Do you have a culture of positive challenge and learning? You can develop your internal structures so that people have enough freedom to enable collaborative working. Shadowing another team, for example, should not be seen as wasting time, but a valuable interaction channel and relationship enabler that can open up the support for ongoing collaboration and learning’.

The action cards

There are a number of action cards relating to this section. These are things we can do to enact this area of focus in reality. Here is an example of a few of them:

The skills required

My approach also outlines skills that are useful in enacting this section of my Systems Thinking Change Wheel. These are skills we could and should be advocating for and supporting in our organisations. Here is a taster of a few:

  • Storyteller
  • Information sharer
  • Facilitator
  • Relationship builder
  • Innovator
  • Networker
  • Enabler

Each section of my wheel goes through a similar format to the above. I outline important areas of focus and the questions we can ask ourselves about those areas. I go on, in the booklet, to talk about these key points, giving rationale for why they are important. My suggestions, which have been part of my copyrighted workshop kit for a number of years, have come from over 10 years of working with the viable system model in practice and the learning I have gained along the way. The key focus is on development and support of each individual and harnessing their skills and talents to the full, encouraging them to work authentically and without fear.

The action cards tell us the things we can actually do, at each systemic level of our system (person, team, service, department, organisation, place) to enact the points mentioned.

Putting all six areas together gives a very powerful way of Creating the Conditions for Change in our working ecosystems. The focus is on what we can actually do to make a difference.

All materials are copyrighted and part of my consultancy and training kit. If you build on any of my ideas, please act with integrity and reference them appropriately.

Creating the Conditions for Change – why monitoring, not measuring?

My approach is a creative interpretation of Stafford Beer’s viable system model. I have previously blogged about the importance I put on monitoring, or as those who know the viable system model, sub system 3*. The situations I work with are not always single organisations. More often than not, I work with situations that have input from many organisations. In these situations, my focus is on what I perceive to be ‘the system’ – a concept that I apply to the bounded situation I have identified.

From my booklet, in my Creating the Conditions for Change approach, I state that,

‘This area of focus is about monitoring your system, making it visible to itself and being able to see, understand and change the things that make the system work in a more innovative way. Traditionally, organisations use things like key performance indicators or operational targets. You might keep some element of those, or you may not be able to get rid of them completely. However, they are not the things that will tell you how healthy your system is. The trick here is to monitor the internal context for the advocated system characteristics and monitor for high quality’.

The monitoring I encourage has a specific focus. I do not only monitor to see how work activities are working. I monitor to see how healthy the work ecosystem is. Is there congruence between the system’s actual purposes and its vision? Is the system able to adapt, flex, pivot and respond to a changing environment quickly enough? Is new information being used as nourishment, rather than power? Is co-production happening as an ongoing process, rather than a one-off activity? Is the system able to reciprocate –  between people, between teams and  between organisations? Is the requirement for reciprocation written into any formal policies and is it actually happening? Are structures facilitating, rather than interfering?

I advocate for monitoring rather than measuring, initially. I take the meaning of monitoring to be that of observing. I take the meaning of measuring as assessing the importance or value of something. In my experience, it is when we jump to measuring that we do not engage fully enough in observation and, as a result, we can easily miss things. Measuring comes later for me. It comes when I gather together the information from other elements of the system also, and then consider importance and value.

A key skill that I advocate for here is that of the ‘system health check monitor’. It takes a skilled individual to be able to observe for system health.

Please note that materials are covered by copyright. Please act with integrity if you build on them and reference them appropriately.

The systemic levels of my ‘Creating the Conditions for Change’ approach

As you will have gathered by now, the approach I use, which has been the staple of my systems thinking and my business for a number of years is ‘Creating the Conditions for Change’. It is a creative interpretation of Stafford Beer’s viable system model, focussed on people and supporting the skills, talents and potential of every human being to flourish. The central strategy of my approach is learning and adaptability. Like the viable system model, I scale by repeating my approach at every systemic level (a person, a team, a service, an organisation, across organisations). I do not focus on ‘making a change’ but on creating a more supportive ecosystem from which change can emerge.

The 2 over overarching diagrams representing my approach are as follows:

Here are some more insights from my Creating the Conditions for Change action cards, which are heavily used in my workshops.

If you are interested in my materials, do contact me directly.

At the level of the individual

  • Informal reciprocation arrangements between individuals
  • Building personal relationships with those outside of your immediate area of work
  • Learning how to self-reference and supporting each other’s abilities to self-reference
  • Let others know how you like to work and how you might work best with others
  • Peer support each other and engage in reflective conversations and learning together, rather than competing with each other
  • Be the system health check monitor
  • Consider your identity – is it aligned with the purpose of your role and your organisation?
  • Consider how the insights you bring can enhance the working environment

At the level of the team/ service/ organisation

  • Purposefully creating reciprocation arrangements between teams
  • Purposefully building relationships with teams with whom you could work in a complimentary way
  • Supporting teams to self-reference or, where appropriate, self-organise
  • Have an appropriate balance of specialist and generalist roles that give flexibility so that the team or service can be adaptable to change
  • Purposefully build into your daily routines ways to engage in reflective conversations, positive challenge and learning
  • Ensure appraisals of staff praise for flexibility, sharing, helping others, forming relationships and reflective practices
  • Instigate monitoring practices that monitor for effective system characteristics
  • Develop rotas/ work plans etc that bring humanity back into working practices
  • Check your protocols do not disempower but support people if they want to empower themselves to take action
  • Devolve decision making to the appropriate people

At the multi-organisation level

  • Purposefully creating strategic reciprocation strategies across organisational boundaries
  • Purposefully building mutually beneficial relationships with other organisations
  • Developing structures that support departments, teams, cross organisational groups to self-reference and/ or self-organise
  • Support those who understand and implement systemic leadership practices
  • Monitor across organisational boundaries for system health
  • Bring a level of humanity back into expected performance levels
  • Ensure your policies do not hinder those who want to empower themselves to take action
  • Devolve decision making to the appropriate service/ department/ team

Skills for some of the above are that of coach, learner, supporter, activist, prototyper, contextualiser and  innovator.

The more we create the conditions for change at each systemic level, the more adaptability we might have when we do identify a change we want to make.

This is a small snapshot from only 10 of my 120 action cards that cover my approach. It took over 10 years of learning from using the viable system model in my work to convert elements of the model into ‘what people actually do when they enact this’. It is detailed, specific and my style is highly recognisable and appreciated by those with whom I use this approach.

I work both on site with groups to help them apply this approach to their own situation and I run workshops using a case study scenario to show how to apply the approach in detail.

This work is covered by UK copyright. Please act with integrity and do not copy my materials without permission

Creating the Conditions for Change – the action cards

There are around 120 actions that go with my Creating the Conditions for Change approach. A note to those in the world of complexity, these actions are not ‘things you should do that will definitely make your system work better’. They are areas for consideration that can help you create the conditions for change that may support you in taking your identified next steps effectively.

The action cards are part of a copyrighted kit that I have used both for consultancy and in my Creating the Conditions for Change workshops for a number of years now.  They cover all sections of my Systems Thinking Change Wheel

Here are some examples from the kit:

Co-creating, considering self-organising/ self-referencing teams, peer to peer accountability and investigating and implementing change within the span of your autonomy

  • Explore, experiment, fail and learn using small-scale prototyping to enable a learning process
  • Make sure people know how to innovate if they want to
  • Consider purposes and how the world can be different because of you and your role
  • Align personal purposes with purposes of the wider system (where appropriate)
  • Connect through vulnerability and bring the humanity back into the work
  • Actively engage in reflective conversations to learn
  • Purposefully create reciprocation strategies with others

Co-ordinating, collaborating and supporting. Building communities, networks and collaborative relationships. Create internal system coherence.

  • Have open access to information (where relevant) and make sure information is nurturing, not being used for power
  • Understand and actively work with feedback loops
  • Ensure structures enable the ability to work collaboratively
  • Build in mechanisms to enable reflective conversations, positive challenge and learning
  • Implement relationship enablers and interaction channels
  • Use stories as benchmarks about how your system is working

Deliver – bargaining for resources and managing performance. Bringing humanity and balance back into working relationships. Making joint decisions and goal setting around resources, performance and goals

  • Instigate different models of power and control so that operational staff feel empowered to act
  • Support others to enable themselves
  • Aim for meaningful work and wellbeing for all
  • Help people to push outside of their comfort zone
  • Allow autonomy, within relevant boundaries
  • Do not fight power imbalances. Turn them into something else
  • Change the nature of relationships
  • Purposefully build strategies of reciprocation
  • Form a culture of honesty and trust
  • Instigate positively orientated peer to peer performance management  and share ideas with anyone falling behind
  • Appraise for sharing, collaboration, supporting others and forming relationships

Monitoring – conducting system health check. Monitoring for signs of effective system characteristics. Monitoring for congruence between the systems and its vision.

  • If the system is suffering, look too see if it is lacking information about itself
  • Monitor the system’s ability to reciprocate. Build reciprocation strategies into protocols and strategies
  • Monitor the ability to flex, change, pivot and adapt over time
  • Monitor for congruence between the actual purposes of the system and its proposed vision

Adapt – trend spotting and fitting with a changing environment. Enabling pivoting. Building external relationships and gathering intelligence about the environment

  • Understand and purposefully use structural couplings
  • Scan the environment for new models of doing and bring the relevant elements back into your system
  • Make explicit external relationships and strategies of reciprocation

Shifting power, creating new structures and identifying identity. Identifying elements of joint vision, meaning, identity, purposes and goals. Devolving accountability and allowing autonomy. Seeking to ensure the old paradigm does not hinder the new

  • Ensure a sense of curiosity and innovation is fostered throughout the system
  • Check if the system is achieving intended purposes
  • Ensuring sharing of knowledge is inherent in the system
  • Critique system boundaries
  • Ensure a strong and appropriate identity
  • Actively critique your structure to make sure it is designed to create the conditions for change
  • Ensure there are policies to allow people to empower themselves, collaborate and build relationships and learn from each other
  • Instigate different power structures
  • Ensure no selfish goals predominate

These and many others are part of the Creating the Conditions for Change suite of materials and my own personal approach.

All materials are covered by UK copyright. They should not be replicated in commercial approaches. If you use them, please act with integrity and reference appropriately.

Creating the conditions for change – VSM system 1 or co-creating?

To support my Creating the Conditions for Change workshop, a small booklet is available for attendees giving further insights into the suggestions given in the approach. It covers every section of the Systems Thinking Change Wheel, a graphic designed to show the six areas of focus that are important for us to consider.

The Wheel does not tell you specifically ‘how to do’ but it prompts you to ask questions about certain things. This can help you consider what moves you might want to take next to ‘Create the Conditions for Change’ in your work ecosystem. The same areas of focus are applied at multiple systemic levels – individual, team, department, organisation, cross organisation etc. I take my inspiration from Stafford Beer’s viable system model and my Creating the Conditions for Change approach is my creative interpretation of the viable system model and what it has taught me whilst using it for over ten years. (I started using in back in 2007) To note here is that I do not use it like a model to copy to make things better, but a model that points out things that we can focus on that can help us to Create the Conditions for Change.

One thing I always found lacking with the VSM was the focus on human behaviour and what we actually do, and this has been the main focus in my approach for many years, as a result. I have blogged about my journey with the viable system model many times over the years and a book is in progress to bring it all together into one place, to show the journey in detail.

The first area of focus is where we consider the operational things that we do and how we work together with others, both as individuals and as team. It is focussed on how we co-create together, with learning and adaptability as central important factors in the approach. There is a focus on triple loop learning throughout.

It is here where the approach tells us to consider whether self-organising or self-referencing teams are relevant to us. There is a reason for considering this. The following extract from the booklet tells us,

‘In operational teams there is a fine balance between allowing autonomy and having control. This is one area that needs exploring and an appropriate balance found. Teams should be able to make decisions, within reason, to enable them to respond to the complexity they face, without having to constantly consult with higher management. Devolved decision making, autonomy, authority to act and accountability are key things to consider here.

Teams should be allowed to, and able to, investigate and implement appropriate changes, within the boundaries of their autonomy. They should be able to engage in small scale prototyping of potential changes and be encouraged to be innovative.

One downfall of teams is that they can end up in competition with each other, which sometimes does not help but hinders the performance of the whole. Collaboration should be understood as being more valuable than competition (where appropriate) and peer to peer collaboration, particularly across traditional boundaries, should be encouraged.’

A longer summary is given in the booklet with further insights and participants also use a set of around 120 action cards which give further depth of suggestions that they might want to consider to ‘Create the Conditions for Change’. Actions focus on how we can push outside of our emotional comfort zones and support others to do the same. How we might engage in reflective conversations and change the nature of the relationships we have. This is where I bring my insights in from my case studies and share how I and others have worked on these things in the past. Considering our purposes and especially creating and re-creating our identity in line with our own ethics and values links particularly to my use of the viable system model at an individual level, a process I started doing in 2011 as part of an Open University course and have been sharing with others lately. I have been refining it when focussing on my own personal development ever since and it is a key element of enacting the ‘Creating the Conditions for Change’ approach. In the book I am writing I share how I did this bit by bit, year by year and the reasons why.

My suggestions do not just come from the case studies I have, although the thinking has often originated there. They also come from my own application of the viable system model and what that has taught me about making change. I have blogged about this area of focus many times. Most importantly, it has taught me about how human beings behave and what we might need to focus on to enable change, particularly in ourselves.

Please note that all materials on this website are copyrighted. Please act with integrity if you use anything and reference appropriately

Why I believe sub-system 3* monitoring, from the viable system model, should get more emphasis

System 3* monitoring

We tend to hear about system 3* as a monitoring system in viable systems. Done effectively by ad hoc audit and not part of the performance management process or communication. We rarely hear about its true power.

When developing my materials for my ‘Creating the Conditions for Change’ suite a number of years ago, system 3* was an essential element of the work. My booklet urges people to monitor for effective system characteristics and also for congruence between how the system is truly working and how it says it is working.

Creating the conditions for change – Monitoring

Making the system work in a more innovative way, means we have to monitor different things. We are likely never to get rid of performance management and reporting and might always have to submit things like KPIs but system 3* is different. I encourage people to enact it by looking at how healthy the system is, monitoring the internal context for the advocated system characteristics and for the presence of happy and fulfilled people.

My booklet encourages people to check if internal structures are supporting or hindering the work, rather than interfering with it. I also encourage people to check if information is being used as a power tool, rather than nourishment.  To look to see if reciprocation is happening and that co-creation is happening across traditional boundaries.

I monitor to see how flexible processes and people are, whether they can adapt, pivot and make change in appropriate timescales. I monitor for the ability to ‘deep dive’ quickly if required. My accompanying action cards give options for all levels of the system from the individual to the multi organisation/ systems change levels.

My booklet also outlines skills that are useful to have in this kind of function. In particular, being a system health check monitor. It was examination of what system 3* monitoring could look like, over the course of 10+ years of using the viable system model in my work that prompted me to develop it quite far in my ‘Creating the Conditions for Change’ suite of materials and in my own systems thinking approach.

Creating the Conditions for Change – action cards with actions for monitoring functions

I am now heavily using system 3* monitoring in a piece of evaluation work, which has been ongoing for the last year and looking promising.

If you are interested in my ‘Creating the Conditions for Change’ materials, consultancy and training, please contact pauline@systemspractitioner.com

Please note that this text is from my copyrighted consultancy suite of materials and must be referenced appropriately if replicated. Please act with integrity if using any of my work.

‘Creating the Conditions for Change’ for public services and beyond – working at multiple levels of the system

I have been blogging over the years about the gradual development of my Creating the Conditions for Change kit for those in public services and beyond. My suite of materials, both workshop materials and consultancy materials have seen many iterations and are based on my work since 2007 with the viable system model, other systems thinking approaches and some of it is from my days of transformation and improvement before then.

The kit is multi-faceted, consisting of my approach to systemic inquiry, using a blended systems thinking approach (below)

Systemic Inquiry Using a Blended Systems Thinking Approach

and my application of the viable system model and other systems thinking. It includes a suite of materials to support identification of patterns of system behaviour that may be harming your team/ service/ department/ organisation/ cross organisation working (viable system model system archetypes).

I have also turned my work with the viable system model into a human focussed suite of materials, based on Creating the Conditions for Change at each fractal level of the system and bringing humanity back into the work by focussing on what we, as human beings, need and want to feel nourished in our working ecosystem. This work stemmed from me revisiting my viable system model work and realising that whenever it worked well was when I used it to ‘create the conditions for change’ for a happy, nurturing and effective working ecosystem.

My workshop materials consist of the Systems Thinking Change Wheel

Systems Thinking Change Wheel (from Creating the Conditions for Change)

The wheel gives us the areas of focus for each fractal later in the system. Sitting under the wheel is a booklet summarising how and why we need to Create the Conditions for Change, relating to each area of the wheel.

Creating the Conditions for Change booklet

The real power lies in the action cards, which accompany the booklet. There are around 120 actions that help you to consider what to put in place, at each level of the system to create a healthier, more human centred, work ecosystem. Learning, adaptability, and how we make change are central. Bringing humanity back into the work is a key element and exists both as an area of focus in the wheel and in the actions throughout. There is also a big focus on creating relationship enablers and developing interaction channels, again stemming from my work with the viable system model.

Creating the Conditions for Change action cards

Starting with the individual – how we can use insights from the viable system model to look at ourselves and our own development. In any situation, we need to look at ourselves as much as anyone else. The Creating the Conditions for change kit can be used on ourselves, at a personal level, to create our own learning system and support our development. It considers how can we become more self-referencing, embrace our autonomy and peer support each other. The action cards include suggestions for this and many other things.

At a team level – we apply the same thinking at a team level. The focus here is not just on your own team but forging relationships across teams. Sharing resources, re-imagining roles, how we communicate and make decisions differently are a key area of focus in the actions at this level. They seek not only to make the team effective but to support the learning and development of the individual, in line with their own professional identity and purposes.

At a service level – again, it is the same thinking here but with slightly different actions. Collaborating, seeing wider than your own service, promoting joint decision making and reviewing your system for signs of system ‘sickness’ come into play here, as well as many other actions. Collaborations at a service level, set the ethos of collaboration at the team level below.

At an organisational level – here we start thinking about deliberate reciprocation strategies and acknowledgement of the benefits of cross organisational working. These reciprocations strategies enable collaborations at a service level below.

Multi-organisational level – we have many actions relating to the level of multiple organisations working together. Not least, undertaking system health checks to expose whether policies, procedures, funding etc are helping or hindering and whether power and information is nurturing the system or harming it. Co-creating together, enabled by deliberate reciprocation strategies is key and link to the enablement of such reciprocation strategies at an organisational level below.

Systems change – we then flow into the area of system change and this is where it gets really interesting.

Exploring and Enabling Systems Change

What I have found in my work on systems change is that nurturing people and bolstering their confidence is a critical factor, as is harnessing the collective power of those at every level of the system. Co-creating, using small scale prototyping is something I have brough in from my days back in improvement, pre systems thinking. Specifically, from my days in pharmaceutical specials manufacturing.

The power in all of this is that insights are shared at multiple levels of the system. When we take action at multiple levels, concurrently, powerful change can come from something seemingly very small.

This kit and my approach is developing all of the time.  A new iteration with even more insights is underway….who knows where it will go next……

Services

Services are available in using this kit to help you understand your system, consultancy services, workshops and training in the approach and in systems thinking in general. The kit has been used in multiple contexts, both public and private sector.

For further information for your organisation contact: pauline@systemspractitioner.com

Please note that all materials are copyrighted. If you build on them, please act with integrity and reference them appropriately.

Insights from the Viable System Model for Personal Development, Coaching and Creating the Conditions for Change

In my Creating the Conditions for Change work, we focus on the individual as much as the wider system. Learning and development starts with ourselves, and this is where exploration of our fractal layers in the system starts.

I started using the viable system model for my own learning and development back in 2011 as part of an Open University course, U810 Continuing Professional Development in Practice. Its value was immediately obvious to me and it became not just part of my own CPD but the first area of focus in my consulting and coaching practices. If a person can master their own learning and development, they can then use the same techniques on the team, department, organisation, place, can’t they? Yes, they can, and it is often how I help others to embed the thinking of the viable system model without ever mentioning its name.

A number of people have asked me about this lately and in my Creating the Conditions for Change work, every area I work on is firstly focussed on the individual – how do we learn, change and adapt? How do we develop our skills and talents for self-referencing and self organisation? How do we enable ourselves to instigate and make change? How do we create connections with others, build our networks, collaborate, reciprocate and encourage our own human system coherence? How do we allow ourselves humanity and healing in our everyday lives? How do we ensure that what we are doing this in line with our identity and our own stated purposes? How do we make sense of the world around us and pivot when we need to? How do we accept our responsibilities, be accountable to ourselves and develop our own identity, purposes and goals? If we can’t start with ourselves, then we are going nowhere.

The viable system model was initially useful for me personally for clearly setting out the configuration of my own development, so that I could see how it fit together as a viable system. I was able to identify how my cyclical second order thinking and co-creation of knowledge and insight were acting to co-ordinate and performance manage my own development as a learning system. This is something I might not have otherwise recognised. This is one of the reasons that learning became a central element of my Systems Thinking Change Wheel, a key diagram in my Creating the Conditions for Change suite of materials. If we master how we learn, then we can master how the system in which we are embedded learns and the system in which that sits and so on.

The viable system model enabled me to identify areas I needed to strengthen in my own learning and development system. System 3, where I needed to strengthen how quickly I could bring new thinking into my everyday practices, giving sufficient time to both personal, work and development aspects of my system. System 5, where I needed to better govern the balance between looking forward and dealing with the everyday and refine what my identity was and would be going forward.

The viable system model was also a useful framework that enabled me to understand that strengthening the capability of the control function of my learning system in future would develop requisite variety and would keep my system under control.

It also enabled me to make explicit the value of my intellectual capital and enabled me to identify risks to my learning and development system. This is something I see people almost ‘throw away’ in practice as they hand their power to others and hide their skills and talents.

It encouraged me to use my own autonomy in future and take control over my learning and development activities to mitigate against risk to me as a system and strengthen my personal viability, rather than undertaking learning and development activities to please the agendas of others.

After using the viable system model on myself and realising its value, it became a staple in my consulting and coaching practices. My aim – to enable others to do the same for themselves and then, in turn, for others they encounter on their life journey.

Joe Navarro explains it beautifully in his new book, ‘Be Exceptional’ when he says these three things, ‘self-mentorship is a gift you give yourself’,  ‘luck is the residue of the hard work we put into our self apprenticeship’ and ‘delight in where you learning quest takes you’.

Note: this work is part of my Creating the Conditions for Change consultancy, training and coaching kit. If you build directly on it, do remember to act with integrity and reference it appropriately.

Slithering snakes in the world of systems

Do you work with ethical integrity, or are you a slithering snake? Most slithering snakes do everything they can to convince themselves that their actions are legitimate. They very rarely are.

This week, I saw my Creating the Conditions for Change work exploited. I know exactly by whom and why.

Creating the Conditions for Change was developed over the course of 10+ years. It was an iterative process that stemmed from the early days of my work with the viable system model. I have several iterations showing its development and where that development came from. What I realised I was doing was not ‘making change’ per se but creating the conditions for more healthy work ecosystems to thrive. The central element was learning, as you can see in the diagram below.

The change happens as an emergent property of creating the right conditions. Conditions that support empathy, sharing, nurturing, humanity. Adaptability is key as we synthesise together and co-create using small scale prototyping. Nurturing each other via peer to peer collaboration, developing the right system conditions, monitoring for system health and co-creating our way forward in a more human centred way.

Creating the conditions for change for more healthy work ecosystems became my brand. It is on my LinkedIn profile, my website and penetrates every element of my blog posts over years. Using systems and complexity thinking to explore and immerse ourselves in the context of the situation, working with people in a way that bolsters their confidence, nurtures them and encourages them to nurture each other, harnessing their collective power, considering the situation from a position of empathy, co-creating with cycles of prototyping and then embedding this, using my knowledge of fractal structures, at every level has become my UK registered copyrighted work. Work that I have developed over many years, with lots of action research and incremental improvement. This has become my theory of change.

Just because you have seen my work, doesn’t mean its yours. Just because you like the sound of it, doesn’t mean you created it. If someone gives you a drive in their car, you don’t suddenly expect to own their car, do you? If you build on my work, at least have the decency to reference it.