ToP Methods: Exploring Theories & Approaches to Inform Facilitation Practice

1. A Deeper Dive into Using ToP Methods: Exploring Underlying Theories and Approaches to Inform Your Facilitation Practice Connie Foster & BethMarie Ward

2. Agenda • The Roots of ToP and OD • Systems Theory • Complexity Theory • Interpretive Theory/Social Constructionism • Dialogic and Diagnostic OD Practices and Mindsets • Your Practice

3. Rationale | Purpose • By examining the different influences of ToP methods and traditional OD practices and the variety of theories/approaches in the field of change and transformation, we will become more aware of our beliefs, values, & assumptions that inform our practice. • This awareness will enable us to design our workshops more effectively and to explain more clearly to our clients what we do and why we do it.

4. What informs your practice?

5. What brought you to ToP? • What other training/preparation have you done? (certifications, degrees, areas of interest?) • What is your academic background and/or work background? Conversation

6. The Roots of ToP & OD: Philosophy & Science • Phenomenology, Existentialism and ToP • OD & the Positivist Approach to Knowing

8. The Ecumenical InstituteChristian faith & the social issues of the dayJoseph Wesley Mathews Methodist Chaplin • Served in the Pacific during WWII • Deep concern with social problems • Background in Theology & Philosophy Director of the Evanston Institute for Ecumenical Studies • a training center • “an experiment in corporate learning to develop the mission of the church” Focused on • Local communities & practical methods to engage local people • Individuals taking responsibility for their own actions Reference: Bending History; quote page 25

9. The Ecumenical Institute Fifth City Model • 7 families joined JWM in the Fifth City, Chicago to conduct active experiments in social change • Collaborated with residents to create a practical operating model of participatory community development. • Fundamental principle is participation by the people involved in the change process • Creation of the ToP Methods - The foundational participatory methods were further tested, refined and replicated in human development projects with disadvantaged communities throughout the world. • The Institute of Cultural Affairs was incorporated in 1973 “to further the application of methods of human development to communities and organizations all around the world, based on a secular philosophy.” • Methods named the Technology of Participation (ToP) with the publication of the first ICA methods textbook, Winning Through Participation (Spencer, 1989). http://www.ica-international.org/about-us/our-history/

10. Phenomenology • Broad discipline and method of inquiry in philosophy • German philosophers Edmund Husserland Martin Heidegger • Reality consists of objects and events ("phenomena") as they are perceived or understood in the human consciousness – That which appears to us, regardless of any external reality - as experienced from a subjective or first-person point of view “The purpose of phenomenology is to grasp the meaning of something through reflection on our actual life experience.” Getting to the Bottom of ToP. https://www.philosophybasics.com/branch_phenomenology.htm

11. Experience in a phenomenological sense We grasp the world thru our experiences of sensory perception & and; Imagination, thought, emotion, desire, volition and action Includes everything that we live through or perform Consciousness is always intentional or directed (intentionality) Existence is holistic We are “beings-in-the-world” not distant & detached. “Science applies to certainty about the world But science is empirical: it depends upon experience Experience is subject to assumptions and biases So experience by itself is not science” (Husserl) The Philosophy Book: Big Ideas Simply Explained, Page 224

12. An individual’s freedom of choices and continual search for meaning and purpose provide theframework for existentialism. • We, through our own consciousness create our own values and determine meaning to our life. • We are defined only insofar as we act, and we are responsible for our actions. • Soren Kierkegaard: What does it mean to be a human being? • He wanted to answer this not as part of some great philosophical system, but as a self-determining individual.   • Our lives are determined by our actions which are determined by our choices. What is the role that choice plays in shaping our lives? • Moral choices are absolutely free and subjective; our will determines our judgement.

13. “It’s 1933 & a philosopher raves about a new conceptual framework from Berlin called phenomenology. ‘You see,’ he says, ‘if you are a phenomenologist, you can talk about this cocktail and make philosophy out of it!’ …creating an entirely new philosophical approach inspired by themes of: radical freedom, authentic being, and political activism, …called existentialism.” Sarah Bakewell on Amazon

15. OD & Applied Behavioral Science The Contributions of Kurt Lewin • The T-Group • small group dynamics; shared leadership in groups. • the power of the group (learning from each other) • the power of feedback (Human Relations studies) • Action Research • data collection, diagnosis, and feedback to identify the issues • without diagnosis there are unclear beliefs about the problem, which need to be correctly identified in order to address them. • Change model • unfreezing, creating movement to a new state, refreezing • Force Field Analysis • methods of identifying and reducing resistance to change

16. Kurt Lewin Contributions

17. The Roots of ToP & OD Methodology“Science helps to provide us information about an object, while phenomenology helps us to understand what the object means within the context of a situation.” ToP | Phenomenology Studies OD | Quantitative approach Scientific Method to describe & measure behavior (question, observations, hypothesis, experiment, data, conclusion) Can only measure what you can observe. The search for stable, enduring, predictable relationships. The structure of various types of experience ranging from: Perception Volition Thought Bodily awareness Memory Action Imagination Social activity Emotion Linguistic activity Desire https://plato.stanford.edu/entries/phenomenology/ Quote: http://appliedphenom.org/

18. The Roots of ToP & OD | Examples of Methodology ToP | The Focused Conversation A Phenomenological Methodology OD | Action Research Model Lewin, 1946

19. The Four Stages of the Phenomenological or Content-less Method O: Intentionality…focusing on “what is” (our experiences and perceptions or what has our attention). Looking at reality in an objective manner R: Explores our feelings related to the topic. We see connections with other things. Our images, intuitions, memories, feelings. We bring these to conscious awareness – reflecting on our observation I: Look for “patterns of meaning” – making sense of our experience D: We decide. We form conclusions, take action. We chose our actions.

20. Inspired by ICA CA Associates’ Paradigms of Participation course, prepared and expanded by Cheryl Kartes, CTF, ICA MN-ToP

21. The Roots of ToP & OD | Examples of Methodology …built upon the traditional scientific paradigm of experimental manipulation and observation of effects …proceeds in a spiral of steps, each of which is composed of a circle of planning, action and fact-finding about the result of action OD | Action Research Model Lewin, 1946

22. Applied Phenomenology • Goal is to describe a lived experience, rather than to explain or quantify it in any way. • Study of the experience from the perspective of the participants • Methodology does not include a hypothesis or any preconceived ideas about the data collected.  Phenomenology Research Overview & Phenomenology Methods and Data Collection – Center for Innovation in Teaching and Research (CIRT) https://cirt.gcu.edu/research/developmentresources/research_ready/phenomenology/methods_data

23. Positivist Approach to Knowing Early Influence of OD Practices • Science is the paradigm of all true knowledge • The existence of an objective world separate from a perceiving subject • Observers seek to reflect an external universe in undistorted ways thru experience and reason • It is possible to know the objective world when we are able to correctly measure and represent things (using the logic of mathematics) • Scientific method (question, observations, hypothesis, experiment, data, conclusion) • Linear and incremental scientific progress (stability) • The search for stable, predictable enduring relationships Frank (2015) Social Constructionist Challenge to Representational Knowledge. In Bushe, G. R. & Marshak, R.J. (Eds.) Dialogic and Organization Development.

24. Conversation • What has been your experience with these early influences on ToP & OD practices?

26. Systems Theory influenced how we understand and change organizations Studies systems from the perspective of the whole system, its various subsystems and recurring patterns in the relationships between subsystems. Views systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems Attention to feedback is an essential component “The systems thinking approach contrasts with traditional analysis, which studies systems by breaking them down into their separate elements.” https://searchcio.techtarget.com/definition/systems-thinking

27. Systems Theory (1960s – 70s) To change a whole system you must address the whole system. ToP | Social Process Triangles OD | System Model of Action Research

28. Systems Theory and Alignment • Organizational elements need to be aligned with each other (mission, strategies, structures, leadership, culture) • Notion of organizational health and how an organization varies from the healthy idea, was deficient (healthy, effective, world class) • Benchmarking against “healthy” organizations; best practices • Belief in an ideal type (leadership competencies)

29. Tool to encourage systemic thinking • Contextualizes an issue as part of a whole system. • Connects event to patterns of behavior, systems, structures, and mental models, underlying the event. • 90% is invisible (structures hidden beneath the surface) • However, if you identify them and connect them to the events that you are observing, you may be able to develop lasting solutions that target the whole system rather than short term, reactive solutions. http://donellameadows.org/systems-thinking-resources/

30. Describe your experiences working in an organization of any kind that remind you of systems theory? • Regarding your experience with systems theory, in what ways did things work well? In what ways did things not work as well? • How effective was the systems theory approach? Conversation

31. New Theories Challenge Traditional OD • Complexity Theory Grew out of Systems Theory • Interpretive Theory Grew out of a reaction to positivist approaches

32. New Theories Challenge Traditional OD Complexity Theory • Organizations are complex systems involving • numerous nonlinear interacting parts, which often give rise to unexpected order and outcomes that are not easily predictable • Future is unknowable • Organizations need to respond to the external & internal environment by remaining on the edge of chaos and at the same time, self-organizing and continuously re-inventing the organization • too much stability will stagnant the organization; too little and the organization becomes impossible to manage (stability vs. chaos) http://organisationdevelopment.org/five-core-theories-complexity-theory-organisation-development/

33. New Theories Challenge Traditional OD Complexity Theory in Organizations Challenged traditional view that organizations had a ‘business as usual’ change model. A non-linear system which was surrounded by dynamic forms of change.

34. New Theories Challenge Traditional OD Complexity Theory and Organizational Change • Change can’t be managed in a complex system • Change must be supported • Leaders must teach, encourage, and cultivate adaptability and flexibility. • Embracing diversity of thinking, ideas, and approaches are fundamental • Feedback loops & information flow are essential to prevent the organization from falling into chaos.

35. New Theories Challenge Traditional OD Complexity Theory and Leadership Applying complexity concepts to technical & adaptive challenges

36. Complexity Theory and Leadership New Theories Challenge Traditional OD Technical Challenges Adaptive Challenges Difficult to identify what’s happening and what needs to be done Multi-layered and interconnected Unfolds in unfamiliar and unpredictable ways Related to culture, values, habits Difficult to solve • Known challenge • Someone who knows how to solve the problem (expert) • Can be difficult to solve, but there is a solution • Singular cause of a problem • “Right answer” and “best solution” Often challenges are mixed containing both technical and adaptive parts

37. New Theories Challenge Traditional OD Interpretive Theory • Grew out of reaction to positivist approaches • Multiple realities, relationships, connectedness, wholeness, holistic, systemic, encompassing, integrated, multifaceted, complex, and inclusiveness • Particularizing rather than generalizing, • Induction and grounded theory • Organic and contextual processes • Focus on meaning • Subjectivity and perceptivity 

38. New Theories Challenge Traditional OD Interpretive Theory: Social Constructionism • Phenomenological • We collectively invent the world, rather than discover it. • Reality is constructed by our own activity. • Who we are and what we know of the world results from relationships, rather than us being independent autonomous beings. • Language is the medium of thought.  • We “speak things into being.” (Heidegger)

39. New Theories Challenge Traditional OD Interpretive Theory: Social Constructionism Pillars • Meaning is created through social interactions • What is good, right, and true is a social agreement • Our knowledge and interactions are central to social construction • Knowledge and action are linked

40. Post-Positivist and Social Constructionist Perspectives on Research http://blogs.ubc.ca/qualresearch/post-positivist-and-social-constructionist-perspectives-on-research/

41. Conversation • What have your noticed about the information presented? • Where were you confused? • Where were you surprised? • Where are you really clear? • What new vantage point has this given you?

43. Bushe & Marshak (2009, 2015)

44. Implications for Creating Change & Transformation w/ Dialogic OD Practices • Attend to discourse – How can discourse be altered to invite new & different practices? • View change as constant and cumulative & release opportunities for learning. • Help people to recognize how they create their current social reality & discover new possibilities • Change the conversation – ”words create world” – create a new way of talking • Adaptive, complex challenges respond more effectively to the of use dialogic practices.

45. Tree and Leaf Exercise

46. Methods for OD Dialogic OD Methods Diagnostic OD Practices Benchmarking Competency profiles for leadership (ideal type) Surveys to identify organizational cultures Suggesting ideal types can be seen as variants of this kind of goal-driven diagnostic OD Action research methods (data collection, diagnosis, and feedback) to identify the real issues. Collecting the “right” data. • Technology of Participation (ToP) • Appreciative Inquiry • Six Conversations • Art of Hosting • Theory U • Future Search • SOAR • Open Space Technology • World Café

47. “When using the dialogic methods the success/failure rate is associated with one’s mindset, as much as with tools & techniques.”Bushe & Marshak (2015)

48. Conversation • How have you used dialogic and/or diagnostic methods?

49. Scenario Exercise A Client has hired you to help them create their mission, vision and values. What are some ways you can arrive at a meaningful mvv that resonates with the stakeholders of the organization? What are some diagnostic and dialogic methods or processes that would be useful? How can you be both technical and adaptive in your deliverables?

50. Conversation • What are some of the concepts that we examined today? • What parts aligned with your background or practice? • Where were you challenged? • Where were you confused/surprised? • What new vantage point has this given you? • What other things do you need to consider? • What questions did this raise? • What is missing? • What have you learned? • How does this inform your practice? • What might you do differently?