Archive for Lisa Christie

On the nature of transformation

More gems from Carman de voer. I hope to respond to these excellent posts this weekend…

Hi Lisa,  How do we define “transformation”? Dictionary definitions are nebulous at best. Here is one example from the Free Dictionary:

transform – change or alter in form, appearance, or nature; “This experience transformed her completely”; “She transformed the clay into a beautiful sculpture”; “transubstantiate one element into another”–
http://www.thefreedictionary.com/transform

Among adult educators, however, there seems to be a consensus that “information” changes “what” we know, whereas “transformation” changes “how” we know. Change thus appears to involve the re-perception of reality.

Tennant and Pogson suggest that transformation involves the “deconstruction of a given world-view and its replacement by a new world view” (p.114).

I believe it is superfluous to talk about collective (organizational) transformation without first clarifying individual transformation. Lisa, how would you define transformation?

Bye for now!

Reference

Learning and Change in the Adult Years, A Developmental Perspective

From Ways of thinking about learning and change (from Carman), 2009/01/20 at 6:15 AM

Vision and Limits: Creating a Space for Learning and Innovation

Carman writes: Hi Lisa,  I’ll try to paraphrase your questions:

1. Is emergent (bottom-up) organization compatible with goals and direction (top-down)?

2. When is the imposition of limits appropriate?

Morgan explains that “the intelligence of the human brain is not predetermined, predesigned, or  preplanned. Indeed, it is not centrally driven in any way. It is a decentralized emergent phenomenon. Intelligence evolves.” (p.94)

Morgan calls vision, norms, values or limits “cybernetic reference points.” Though they guide behavior and prevent complete randomness they also create a valuable space “in which learning and innovation can occur.”

To return to the example of the trainees:

Managers seem to have slain the goose to get the golden egg (forgive the worn-out analogy). Conversely, by referring to the philosophy (vision and values) of the organization they might have avoided short-term thinking (and the tyranny of targets!) and encouraged the emergence of new behaviours.

For example, might trainees eventually have fostered more effective ways of serving clients (and accomplishing goals)? Might such behaviour have enabled new insights and learning for managers? In short, could managers have learned from learners?

Tomorrow we can discuss single-loop versus double-loop learning if you like Lisa. Once we have beggared the brain metaphor perhaps you would like to select the Morgan metaphor that especially interests you.

Well, I’m off to the Stanley Park seawall, which I love to walk each weekend. Sometimes I see seals and sometimes they see me. Heavy fog in Vancouver today. Reminds me of a Conan Doyle novel. Sweet symphony from KUWY (on computer) without and Starbucks coffee within–the Lark is ascending!

Bye for now!

Carman,  It’s such a treat to read your posts!  Yes, I look forward to your thoughts on single-loop and double-loop learning.  Are you familiar with Robert Hargrove’s triple-loop learning model?  It heavily inspired my (current) transformative-holistic learning model: 

http://creativeleadercoach.com/wp-content/uploads/2009/model.gif

Your day sounds very pleasant! We’ve had a taste of summer-like weather here the past few days in Southern California, and it makes me look forward to the long, warm days, again.

Talk soon, Lisa

Unleashing Collaborative Power in the Workplace

If you are interested in how Partnership approaches to leadership can unleash collaborative power in the workplace, I encourage you to check out Cynthia King’s Creating Partnerships: Unleashing Collaborative Power in the Workplace (2005).   

See more at: http://www.creating-partnerships.com/

Reply to Carman re: Organization as Brain – Avoiding Noxious States

Carman,
Morgan’s description of  a “space of acceptable behavior within which individuals can act, innovate, or self-organize as they please” (pp. 98-99) is intriguing and appealing. Would you like to explore this further?

Some other questons that your post raises (for me) are:
1. Does Morgan, or do you, also see vision, direction, and/or goals as having a role?

2. I notice that Morgan defines guidelines by emphasizing the negative space, rather than the positive space. Do you understand this as a metaphorical device, or does he think that “do nots” optimally shape human behavior?

Thanks for your posts!

Lisa

Organization as brain, intelligent creative energy

Carman, regarding: your post: http://www.creativeleadercoach.com/2009/01/07/metaphors-of-organization-organization-as-brain/ I completely agree.

This is a good example of how our metaphors can limit our thinking. The mind-body dichotomy, in which mind is usually seen as separate from and superior to the body, has been a fundamental cultural metaphor. Related metaphors include: God-World, spirit-flesh, and the misogynist male-female dichotomy in which men were considered rational and transcendent, and women more “bodily” and immanent. According to this pattern (or guiding metaphors), the World, the organization, the body … are all viewed as machines, controlled by an intelligent external force. These ideas were also applied to social organization.

Although the machine analogy has some uses, the metaphor is based on the faulty assumption that the world (including our bodies) are machine like. To the degree that we operate with this assumption, we behave in ways that actually suppress organizational intelligence and creativity. (For an example of how perception can create reality, see Jane Elliott’s social experiment http://www.creativeleadercoach.com/2008/07/08/how-perspective-draws-out-or-diminishes-human-potential/)

In addition to the one you mentioned, a great source on the intelligent body is Dr. Candace Pert’s, Your Body is Your Subconscious Mind. It also supports somatic approaches to psychology.

I like your proposal to consider the entire organization as “brain”; it is more realistic and as a guiding assumption would tend to lead us towards behaving in ways that cultivate organizational intelligence and creativity.  Or a related analogy might be “body-mind.” 

I wonder what it would do for us to consider organizations as creative, intelligent energy?  Might it lead us to open up to these qualities, to the creative intelligent energy of others? (Thinking about it, this is a process view of organizations …)

Lisa
Some related posts:

The brain as a metaphor for organization


http://www.creativeleadercoach.com/2008/05/09/organization-as-organism-machine/

Metaphors of Organization

Carman in Vancouver, BC writes, “I’m very interested in Gareth Morgan’s metaphors of organization: 1) machine 2) organism 3) brain 5) culture 6) political system 6)  psychic prison 7) instrument of domination 8) Flux and Tranformation.  Each metaphor has enormous explanatory utility and each is worth discussing in some detail, if you like.”

That sounds very interesting! Let’s use this thread to discuss further.  Which metaphor would you like to explore first?

Lisa

Power of Authenticity

Recently, I completed a course in Spirited Facilitation, which applies leading-edge principles and practices to group facilitation. Spirited Facilitation was developed by coach and trainer, Karen Capello, based on the inspired learning model (see www.inspiredlearning.org/model.php). I look forward to sharing more of this model with you in the future entries.

One of the key elements of the spirited facilitation model is learning to connect at will to the feeling of being fully alive, which is also when we are most fully our selves. Ms. Capello calls this state of being, our “essence energy.” Coach Rhonda Britten calls it, “our essential nature.” It is our physical, mental, emotional and spiritual state of being, when we are being self-actualizing, when we are living according to our highest purpose. It feels pretty good!

Each of us would describe this state of being differently. For example, for me, it would be something like, “inspired, insightful, co-creativity.” I am happiest and most inspired when I am finding new perspectives and making useful connections — especially in interesting conversations with others, and creating something new that adds to the quaity of our experience. For others, this peak experience may be “calm radiance” or something very different.

Whatever it may be, Ms. Britten points out that claiming (or reclaiming) our essential nature is key to to jumping off our “wheel of fear.” In an earlier post, I shared a story about witnessing a demonstration by hypnotherapist Monica Justice, in which she demonstrated that speaking the truth makes us physically stronger  (http://www.creativeleadercoach.com/2008/10/10/cultivating-strengthcultivating-strength/)

Could it be that we gain strength — perhaps connect to our personal power — by being and expressing our authentic selves? For me, these are provocative questions which raise some big issues, which, of course, we will discuss here 🙂

What blocks our fulfilling success?

Earlier in this blog we talked about the hamster “wheel of fear,” that self-perpetuating spiral of fear and reaction that tends to lead us precisely where we don’t want to go.  We’ve been discussing some concepts and tools to help us live and work more consciously, proactively, and creatively, towards the goals we really want — our visions.

However, it is very common for people to feel blocked or stuck with repect to achieving their goals. It’s not that they don’t want them, it’s just that they don’t quite seem to ever move forward or achieve them. As the field of coaching has arisen to help people achieve their goals (whether it is to win a baseball game or lead a successful change initiative), it has developed some tools for helping people achieve them.

There are four basic reasons that people become blocked with respect to achieving goals (or in the process-oriented language that I prefer, “in living towards their goals and enjoying the moment — which is really all that we have”):

1. They aren’t motivated enough. They don’t really want the goal or are out of touch with the reasons they want it.  Perhaps the goal is a “should” for them.  For example, “I should exercise more.”  Or, they may want the goal but not be tuned into their motivation, their reasons and compelling emotions around the outcome.

2. They don’t know how to move forward. On a related note, they may lack the structures (situational cues) to support the actions they need to take.

3.  Circumstances are such that the goals could never be achieved.  Although this explanation is very common, it is very rarely true.  Rather, like the lab rats that, having repeatedly received a shock when they approached their food, later avoided it, even after the shocks were removed, many of our barriers are the result of our own, faulty beliefs (See #4).

4. They have conflicting beliefs and commitments — often below the level of conscious awarneness — that generate resistance and sabotage their progress. (See my upcoming post: “Why rational people do seemingly irrational things…”)

How do we determine the reason we are stuck? Sometimes it’s clear to us that we are missing needed information, for example, or we may be able to rule out some possibilities. For example, “there are no clear barriers, and I know what to do, I just can’t get started…” 

A nice tool for dealing with a lack of clarity on how to move forward is the “plan for a plan” — what do I need to know and how can I get the information. (Sometimes, when we are being truly creative, the project might entail multiple cycles of learning and doing — sometimes called the spiral model).

In contrast, “shoulds” and conflicting beliefs and commitments often have their roots in the subconscious. For me, one of the most juicy and interesting parts of coaching is surfacing these beliefs and holding them up to the light of day, as it is a very liberating process …

Success is a verb

In Western culture, we tend to be inclined to believe in and aim towards static and desireable future. In myths and fairy tailes, our heroes’ and heroines’ journies end in a static, experientially eternal state of bliss or pain. This is also a theme of monotheistic religions, which have shaped our worldview over the past several thousand years: life is often viewed as a journey to an eternity which is often painted as either homogenously wonderful or awful.

Such stories often shape our deepest and oldest beliefs and expectations of life. For example, I’ve known never-married women and men who believe that, if they find and marry the right person, that their lives will be happy and fulfilled ever after. Similarly, many Americans dream of a good retirement in which we will be passed all of the travails of our lives, and live our golden years in health, safety and fulfillment. Heaven is a place where we can lean back, wipe our brow, and finally exclaim, “We made it!”

As a result, we may be tempted to live for and in the future — for “someday.”

Intellectually, however, we know that it is never “someday”; it is always today. When we reach the top of the mountain, there is a new vista, and from that vista we set new goals. Life, in other words, is an ongoing process.  Myths and fairy tales are only able to maintain the illusion of future permanence by drawing a curtain at the end of the tale. If they continued to follow the characters through the remainder of their lives, we would find that life is characterized by change. When a biological organism stops changing, we can be sure that it is dead. Similarly, in the bigger picture, our cosmos also continues to change and evolve.

Along the same lines, we might observe that life isn’t composed of two parts, non-eternity and eternity: Logically, infinity plus 100 years (a nice, long human lifespan) still equals infinity. Therefore, to the degree that we acknowledge eternity, we might notice that eternity doesn’t start “later”; rather, here we are ….

It is human nature (and no doubt the nature of life in general) to move towards greater fulfillment. Studies have shown that the happiest people are those who feel they are making progress towards a goal. Imagining and living in the present, towards a desireable future is a necessary and fulfilling part of life.

However, our old, deep rooted belief in “ever after” can lead us, instead, to live “for the future,” effectively postponing our lives and preventing us from living fully in the present.

One manifestation of living for the future is an over-reliance on “left-brain” intellectual busyness and/or will power. Aside from draining the joy and vitality from life, this posture makes us less effective in the present. For example, we may become less aware of opportunities in the here and now, and also less creative.

Therefore, I submit that it would be a lot more fruitful if we began to think of success as a verb. Certainly there are goals to achieve, but if we think of success as a process, we open up more possibilities for effectiveness, creativity and enjoyment in the now. And, if as leaders, we can create environments in which success is a verb, we will increase intrinsic motivation (which we know is far superior than extrinsic motivation) for  ourselves and others.

Our cultural belief in “ever after” is an example of a subterranean belief — a belief that tends to exist and operate below that level of our conscious awareness. These beliefs can either support us in living towards our desireable future or they may block us. Because, as a coach, I’m interested in helping people achieve their fulfilling success, we will talk in much greater depth in this blog about these subterranian beliefs and how they shape our present (including how they can keep us on our “wheel of fear”).

For today, we might ask consider the question, what is our idea of success? Is it a static place defined by certain accomplishments or acquisitions, at which we hope to someday arrive (only to notice that that line and place keeps moving)? Or is it an attitude of living fully in the present, while continually moving in the direction of our heart’s desire?

Reflection

* Imagine success as a destination in the future. What emotions does that concept bring up for you? How present do you feel in your body? How present are you to your immediate surroundings and possibilities?

* Now imagine success as an orientation, a way of being in the present towards fulfilling goals. How would you live differently? How would your quality of life differ?

To your fulfilling success

One of my mentor-coaches, Lou D’Alo www.powerupcoaching.com signs his emails with the phrase, “To your fulfilling success.” I really appreciate this phrase, because it expresses a Partnership approach to success that encompasses both our qualititative experience — happiness and fulfillment  — and our quantitiative results. It feels richer and more complete.

An activity or state of being is especially fulfilling when we are living according to our inspired purpose, which encompasses our special gifts — those activities that give us joy. 

Whereas the term success has come to mean a kind of material and social status, a kind of cultural goal, or “should,” the expression “your fulfilling success” involves thriving in your own particular way — living the life and making the contribution that only you can make. When this becomes our way of life, and when we support others in living their own fulfilling success, we are living in Partnership.

In this blog, we will be continuing to explore concepts and ideas that support your fulfilling success.

Questions for Exploration
* What does the term “success” feel like to you?  How do you envision it?
* How does the term “fulfilling success” feel like to you?  What does it look like for you?
* What are the differences between the two for you?
* What possibilities or concerns arise for you as you contemplate the difference?