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IKEA. Purpose of Learning Interventions Johan Strümpfer. Pragmatist Philosophy !!. Desired outcome?. Effective Action. Pragmatist Philosophy. Appropriate Knowledge (mental models). Effective Action. Pragmatist Philosophy. Appropriate Knowledge (mental models). Quality Inquiry.
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IKEA Purpose of Learning Interventions Johan Strümpfer
Pragmatist Philosophy !! Desired outcome? Effective Action
Pragmatist Philosophy Appropriate Knowledge (mental models) Effective Action
Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Effective Action
Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Effective Action Co-ordinated Action
Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Effective Action Co-ordinated Action Shared Mental Models
Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Effective Action Co-ordinated Action Shared Mental Models Joint/group learning
Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Effective Action Systems Thinking Co-ordinated Action Shared Mental Models Joint/group learning
E.g. Multiple perspectives Connectedness Causality Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry Principles to increase Effective Action Systems Thinking Principles to increase effectiveness Co-ordinated Action Shared Mental Models Joint/group learning E.g. Shared workspace Conversation design
Appropriate Knowledge (mental models) Quality Inquiry Effective Action Systems Thinking Co-ordinated Action Shared Mental Models Joint/group learning CONVERSATION ! (Dialogue)
IKEA Learning Interventions:
Multiple Perspective Exploration • Viewpoints • Viewpoint definitions • Prioritisation of outcomes ( with causal logic) • Activity models • Build consensus on action
Tools: • Env Scan • Scenarios • 7 Forces • Outcome: • SharedPerceptionof doom Why change? • Tools: • MED • NetworkDesign • Tools: • SBM • SDM • Bus Idea Strategy: Things to strive to do Competitive Positioning Enterprise Design • Tools: • NGT • Brainstrom • Clustering • Outcomes: • DistinctiveCompetencies • (Core Competence) • Expire by date • New Trajectories • Outcomes: • Directionlist(3-5 items) • Outcomes: • OperatingModel • BusinessStructure Strategic Choices • Tool: • StrategicChoiceMaking • Outcomes: • Differentiation
Conversation Management • Multiple conversation audiences; • Synchronised conversations
Conversation BUILDS: • Shared understanding of problematique • Alignment w.r.t. ends • Agreement on action • Continuous action
Limitation on extent of framework change Determine action Action results Corporate mind shift Rethink action within existing mental framework Rethink Mental Framework Practical Gap Individual Expectations Current corporate culture Level of surprise Size of gap, Magnitude of negative impact Openness to change of corporate mind Number and extent of surprises corporate mind registers
Phases in organisational change conversation • Alignment around implementing change • Alignment around the need for and degree of change required • Alignment around a future vision • Alignment around required action • Workplace alignment around action
The contribution of systems thinking methods Systems thinking methods structure and support this inquiry as a learning process by directing and maintaining the conversation between participants. By using relevant frameworks, it improves the quality of the inquiry through the questions asked. • Soft Systems Methodology • Systems Dynamics Modelling • Interactive Planning • Modular Enterprise Design • Viable Systems Model • Critical Systems Heuristics • Total Systems Intervention
