Developing the intelligence of action

Driving change is no simple feat. Countless clients and consultants alike have grappled with its challenges. More often than not, it's not about the tools we use but the approach we take. With years of experience supporting individuals, teams, and organizations, I've honed principles rooted in agility, systems thinking, and social sciences.

Let me share insights that can empower you to:
- Navigate complex scenarios with clarity and calm,
- Foster genuine relationships, and
- Deliver impactful value that respects every stakeholder.

Transcript

1. Developing the intelligence of action
2. Intelligence of action ?
3. How I work =) Head Heart Gut =) Head Heart Gut Hierarchy Personality Olivier
4. What it does imply =) Head Heart Gut Olivier 1. My decisions are driven by the way I and others feel about things. 2. Those decisions are supported by logic and reason 3. If I really have to, I act (movement)
5. Coaching =) Head Heart Gut Olivier Action Intelligence of action Intelligences
6. Context
7. Organization Theory Source : Cunli ff e, L.A. (2008) Organization Theory, Part I Set of theories and models that attempt to explain how organizations function and interact with their environment. Designing organizations that are ef fi cient, effective, and accountable.
8. Organization Theory “There’s nothing more practical than a good theory.” - Kurt Lewin Source : Cunli ff e, L.A. (2008) Organization Theory, Part I Even studied separately, all the topics are interconnected Theory as lens 3 key elements: Applying the theory
9. Different approaches Classical and Scienti fi c Management (1900 -> ) Social Constructionism (1960 -> )
10. Classical and Scientific Management (1900) Rational, ef fi cient, hierarchical, mechanistic Metaphor: machine Study the facts to predict and manage the future Reality: objective Clear division of work General principles: Formalization and Standardization Managerial Authority One Best Way
11. Management Classique et Scientifique (1900) Social Constructionism (1960) Shared visions, values, rituals, stories, sub-cultures Metaphor: culture Making sense and meaning in conversations Reality: co-constructed Enactement / Sensemaking General principles: Communities
12. Social Constructionist A critical stance towards knowledge considered as given An attention to historical and cultural speci fi city An interest in language: the “truth” being considered as emerging from social processes
13. Principles
14. Co-Create meaning Lead by example Encourage re fl exivity Nurture the relationship Choose our positioning Question with curiosity 8 Principles Develop our responsibility Welcome complexity
15. Co-create MEANING
16. “Without context, words and actions are meaningless.” - Gregory Bateson
17. “He is late.” “Being late is bad.” “He’s known to always be on time.” “Someone has just died in his family.” “He warned me last week.” “The Judges will not wait for him.” “Nobody has actually arrived yet.”
18. CONTEXT Creates meaning Generates actions
19. The Hierarchy Model Describes different levels of context allowing us to create meaning in our stories and actions Culture Identity Task Episode Speech Act Référence : Pearce, B.W. (2005) The Coordinated Management of Meaning (CMM) Relationship
20. The Hierarchy Model What are the implicit rules ? Who are the people concerned ? Who are you in this ecosystem ? What do you do daily ? What does this moment represent to you ? What has been said ? Référence : Pearce, B.W. (2005) The Coordinated Management of Meaning (CMM) Culture Relationship Identity Task Episode Speech Act
21. Lead by EXAMPLE
22. “Exemplarity is not a way to in fl uence others. It is the only one.” - Albert Schweizer
23. Be coherent Timeboxes Facilitation User orientation Simplicity Responsibility Courage Kanban - Limits Agile Values Finish on time Listen to the voices of coachees Speak without jargon Talk about individuals and interactions Start Finishing Make dif fi cult decisions
24. Nurture the RELATIONSHIP
25. “It's the relationship that illuminates the being.” - Gaston Bachelard
26. Get to know who you are speaking to Clarify the objectives and the mandate Help your client to get to know you Context Critical Lens Vulnerability Create a unique and authentic relationship
27. Develop our RESPONSIBILITY
28. “All the things that enhance freedom enhance responsibility.” - Victor Hugo
29. Responsibility vs Accountabiliy Act with intention Freedom vs Security https://oyomy.fr/talks/rebondir-avec-le-processus-de-responsabilite/
30. Question with CURIOSITY
31. “The important thing is to never stop questioning. Never lose a holy curiosity.” - Albert Einstein
32. Références : Cecchin, G. (1987) Hypothesising, circularity and neutrality revisited CURIOSITY Linear Duality True / False Instructive interaction Circular Patterns that connect Multiplicity of alternatives Metaphors Hypothesis Imagination Esthetic
33. Encourage REFLEXIVITY
34. “Life isn't about waiting for the storm to pass, it's about learning to dance in the rain.” - Seneca
35. Références : Argyris C. (2002) Double-loop learning, teaching and research Learning = Detection and Correction of error Single Loop Learning Double Loop Learning Adaptative Mechanistic Action oriented Meaning oriented then action
36. Références : Lang, W.P., Little, M. & Cronen, V. (1990) The Systemic Professional Domains PRODUCTION Objectivity Truth Instruction Order Domains of questioning What shall we do now ? Who is concerned ? What is the rule to follow ?
37. Références : Lang, W.P., Little, M. & Cronen, V. (1990) The Systemic Professional Domains EXPLANATION Stories Truths Re fl exion Curiosity What are the contexts in play ? Who else could we invite ? How could we do this differently ? Domains of questioning
38. Références : Lang, W.P., Little, M. & Cronen, V. (1990) The Systemic Professional Domains ESTHETIC Ethics Coherence Purpose Re fl exivity What could we hope for this situation ? Who would you like to become ? What could be the best result out of this ? Domains of questioning
39. Références : Lang, W.P., Little, M. & Cronen, V. (1990) The Systemic Professional Domains ESTHETIC PRODUCTION EXPLANATION Domains of questioning
40. Learning = Detection and Correction of error Single Loop Learning Double Loop Learning Adaptative Mechanistic Action oriented Meaning oriented then action PRODUCTION ESTHETIC EXPLANATION PRODUCTION Références : Argyris C. (2002) Double-loop learning, teaching and research Lang, W.P., Little, M. & Cronen, V. (1990) The Systemic Professional Domains
41. Welcome COMPLEXITY
42. “Culture is based on individuals. Medias lead to uniformity ; culture lights up the complexity of things, medias are simplifying them.” - Milan Kundera
43. Polarity Map References : Barry Johnson https://oyomy.fr/2020/04/polarity-management-pour-plus-dempathie-dans-la-resolution-de-problemes-complexes/ BENEFITS DRAWBACKS
44. Crusading Force References : Barry Johnson https://oyomy.fr/2020/04/polarity-management-pour-plus-dempathie-dans-la-resolution-de-problemes-complexes/
45. Tradition-Bearing Force References : Barry Johnson https://oyomy.fr/2020/04/polarity-management-pour-plus-dempathie-dans-la-resolution-de-problemes-complexes/
46. Effective Crusade References : Barry Johnson https://oyomy.fr/2020/04/polarity-management-pour-plus-dempathie-dans-la-resolution-de-problemes-complexes/
47. Advice vs Question
48. Positionnement Choose our POSITIONING
49. Positionnement “The shadow always provide information on the position of the sun.” - Taha-Hassine Ferhat Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
50. Positionnement “Discursive construction of personal stories that make a person's actions intelligible […] and within which the members of the conversation have speci fi c locations.” Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
51. Positionnement When I speak, I position myself and others in the situation I’m referring to. Persecutor Victim Rescuer Karpman Drama Triangle Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
52. Position Action Scenario Triade Position / Action / Scénario Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
53. Positioning Modes 1st Order 2nd Order Tacit Intentional (Re fl exive) “You’re doing the report ?” “Why ? I am not your secretary.” Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
54. Forced Self-positioning Forced positioning by an institution that has the “of fi cial” power to make moral judgments External = account for actions Internal = decision making Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
55. Deliberate Self- positioning Expression of Personal identity Commitment to reach a precise goal Strategic positioning Références : Langenhove, L. van & Harr é R. (1999) Positioning Theory
56. Discussion A contextual approach to problem solving in and with organisations
57. Inclusive of the complexities of the ‘human condition’
58. Based on the co-creation of meaning
59. Expanding agency and accountability of the different parties
60. In a mutual and ecological respect
61. into developing the intelligence of action
62. “Trust your artistic intuitions, like in front of a blank canvas, as we can never predict what is really going to happen.” - Edgar Schein
63. olivier@oyomy.fr OlivierMy oyomy.fr