ESD methods: DIALOGUE MAPPING

1. ESD methods: DIALOGUE MAPPING Education for Sustainable Development (ESD) in Protected Areas and Biosphere Reserves Amfissa, Greece Prof. Dr. Roberto Biloslavo, University of Primorska, Faculty of Management, Slovenia

2. About myself • Prof. of Management • University of Primorska, Faculty of Management (Slovenia) • Research areas: management, strategic management, sustainable development, wisdom & leadership • co-author of „Management of Sustainable Development“ – Msc. programme

3. Time schedule • 9.15 – 11.00 Theoretical Introduction • 11.30 – 12.45 Presentation of Dialogue Mapping by use of Compendium software (free available) • 16.15 – 18.00 Work in groups (3 cases of interests/ group, design of possible solution by use of DM for the most worthy) • 18.30 – 19.45 Presentations (20 min presentation, 5 min discussion)

4. Collective intelligence and forces of fragmetation • Collective inteligence = the creativity and resourcefulness that a group or team can bring to a complex and novel problem • Forces of fragmentation = support conditions in which the people involved see themselves as more separated than united, and in which information and knowledge are chaotic and scattered Fragmentation = Wickedness x Social Complexity

5. Opportunity-driven problem solving The waterfall is a picture of already knowing – you already know about the problem and its domain, you know about the right process and tools to solve it, and you know what a solution will look like Problem Gather data Analyze data Formulate solution Implement solution Solution Time Figure 1: The „waterfall“

6. Opportunity-driven problem solving The jagged line of opportunity-driven problem solving is a picture of learning Problem Gather data Analyze data Formulate solution Implement solution Solution Time Figure 2: The „jagged“ line

7. Wicked problems Any problem is a nail problem if I have only a hammer A problem doesn’t have to possess all six characteristics in order to be wicked!

8. Tame problems

9. How we cope with wicked problems Two approaches: 1. Studying the problem; 2. Taming it

10. Social complexity • If not being included in the thinking and decision-making process members of the social network may seek to undermine or even sabotage the project if their needs are not considered • Social complexity is a function of the number and diversity of players who are involved in a project • „We all pretty much think and act the same way“ doesn’t hold anymore • People have: different jagged line, different ideas about the problem, and what the criteria for success are

11. Social complexity Problem Gather data Analyze data Formulate solution Implement solution Solution Time A B

12. Shared understanding and share commitment • Becauseof social complexity, solving a wicked problem is fundamentally a SOCIALprocess • TheHolyGrailofeffectivecollaboration: creatingsharedunderstandingaboutthe problem, andsharedcommitment to thepossiblesolution • Sharedunderstadingdoes NOT meannecessarilyanagreement • Sharedunderstadingmeansthatthestakeholdersunderstandeachother’s positionswellenough to haveintelligentdialogoueaboutthedifferentinterpretationsofthe problem • Sharedunderstadingfocuses on wherewe are, sharedcommitmentfocuses on wherewe’regoing Designpolarity = Whatought to bevs. Whatcanbe done

13. Elements of dialogue mapping • Display – shared display medium such as a computer projector, flipchart paper, or a whiteboard • Notation – a grammar or method that provides the „rules“ for how the content is to be structured in the display medium • Mapping - a person skilled in capturing group interactions in the display according to the notation

14. Dialogue mapper • Actively listen to the conversation • Summarize the conversational moves in the collaborative display using the IBIS argumentation structure • Incrementally validate the map so that group members accept and own the map as a faithful representation of their thinking

15. IBIS notation ?– maps generally starts with Questions like „What should we do about X?“ - the response to a question is an Idea. Ideas respond to one and only one Question. andPros and Cons

16. IBIS notation without computer - sample Too vague Legendary service Simple, easy to remember What should our mission statement be? Best performance Committed to being a green company, contributing to society Warning: Maps don’t always grow left to right – sometimes ideas hang out for a while, waiting for their Question to become clear

17. Question Types • Deontic questions:“What should we do?“ • Instrumental questions:“How should we do it?“ • Criterial questions:“What are the criteria?“ • Meaning or Conceptual questions:“What does X mean?“ • Factual questions:“What is X?“ or „Is X true?“ • Stakeholder questions:“Who are the stakeholders?“ or „Who cares about the outcome?“

18. Checklist for decision making • Ask all the key questions • Case making for key ideas • Case making against key ideas • Endorsements • Validation of criteria • Making the decision