Fernando Flores new offerings

Many of my readers know that I worked with Fernando Flores for over 20 years in a variety of companies and roles. I am his student, admiring colleague, and friend.

Now that he has completed his term in the Chilean Senate, Fernando has begun to roll out new educational offerings. He has started to deliver the new program he has been thinking about for some time now, with a center of operations in the US. His central premise (my summary) is that there is nowhere available today an educational program that addresses the challenges of the most serious problems facing us in the world today — working across enormous cultural and geographical distances, and building programs (and people) with the kind of  ‘staying power’ to keep thinking about and developing approaches to problems that will not be swayed or stopped because some groups have found compelling sound-bytes and mastered techniques of speaking ‘loudly’ in whatever media.

To address this need, he has built a short workshop that introduces the program, a four-month long course about working effectively in small groups, and is at this moment piloting the second of what he expects could eventually be a set of four or five courses.

I am currently participating in the first of the four month long courses. I’m convinced that his diagnosis about the dimensions of education and preparation for working in the 21st Century that he is thinking are on the mark. And, I have been very impressed by the accelerated learning that takes place in the environment that Fernando and his colleagues have designed. The combination of a rich philosophical context, guided play and discussion, and the use of a virtual reality environment for interaction gives a place for learning that is both full of challenges and at the same time allows students to take risks and develop new practices fast without risking their identities in their normal workspace. Most participants report important results developed very quickly.

If you have followed Fernando’s ideas and writings over the years at all, and found or suspected that important benefits were possible there, I strongly recommend that you contact Gloria Flores at <gfloresletelier@gmail.com> and discuss with her how to participate in the emerging new work.

The following are introductory comments from Pluralistic Networks’ introduction to their offerings. Pluralistic Networks’ website can be found at http://www.pluralisticnetworks.com. The name comes from the observation that important work all over the world must come from teams of people assembled from deeply varied communities, backgrounds, and training, and those people must learn how to come together and work effectively with each other very quickly. There is no way for us to all ‘grow up in the same village together’ in order to learn to work effectively together.

Our Introductory Session is currently called Building and Thriving in Pluralistic Networks — A New Approach for Learning Critical 21st Century Skills.  It will take place in SF on Feb. 23rd – 25th.

This session is an intensive three day conference led by Dr. Fernando Flores.  During the three days, participants will experience a new way of learning that combines Virtual Reality Games, Guided Reflection and Discussion, and grounded theoretical work to constitute a Virtual Reality Learning Laboratory that enable our students to rapidly develop new skills and sensibilities that are critical for our world today.  During the three days, participants explore:

-the skills and sensibilities we must cultivate to build stronger relationships and act effectively with others in a global, complex and constantly changing world.
-the use use new networked technologies as learning environments for developing new skills and sensibilities.
-their own abilities to work effectively with others, including the behaviors that may get in the way. Throughout the course, participants engage in hands-on group exercises using a virtual reality game environment, and emerge not only with a new awareness of themselves and the skills they need to cultivate, but also with a sense of ambition as they begin to articulate a personal roadmap for learning to navigate in the world of pluralistic networks.

The WEST program (Working Effectively in Small Teams) is our Four Month Learning Laboratory focused on working in teams.  This program is not what you might expect from a “team building” type of course; but rather, our focus is on developing an awareness of how we invent our identity with others, and on learning new skills and sensibilities that enable us to not only coordinate more effectively with other people, but also to build trusting relationships and to be more sensitive to each others’ moods and emotions.  Our students work as teams, and in the process of engaging with each other, they discover what works and what does not work in the way they build their relationship with their team mates (and in real life) for the sake of completing their missions.  The program includes exercises that allow our students to begin to develop the ability to observe themselves in action, not get triggered by negative emotional reactions, and begin the process of cultivating emotional fortitude — the ability to cope with adversity, change and uncertainty as a routine part of life.

When he finished his term as a Senator, the Chilean Government asked Fernando to do several interesting things that I am sure he will share with students and in his blogging when the time is right.
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ACM Publishes CB’s Paper on Design

A version of my essay on difficulties with design was published last week by the Association for Computing Machinery in their journal, Ubiquity. Ubiquity, in the words of the ACM, ‘is a Web-based publication of the Association for Computing Machinery, dedicated to fostering critical analysis and in-depth commentary on issues relating to the nature, constitution, structure, science, engineering, cognition, technology, practices and paradigms of the computing profession. Ubiquity is concerned with helping us see what we do not see. Ubiquity looks for novel perspectives on what is going on in the core of our field. Ubiquity looks also to the edges of our field and beyond, seeking the perspectives of those in other fields who are impacted by computing. We need to know about what they think.’

I am honored and pleased to see this essay published by the ACM, and invite your reading and comments.

You can see the ACM’s announcement of the essay here, and the essay itself is published here.

Thanks to Peter Denning for making this possible.

Preparing the Way for Wisdom in Organizations – Part 5

Continuing the set of six tiny essays inviting reflection about the construction of the conditions and situations in which wisdom can be cultivated and exercised in organizational settings.

“Inventing” Waste

Historic inventions are often built from historic difficulties, and they always involve the invention of new distinctions. We have posted about the “Five Great Wastes” before, here.

Let us give two examples in which critical new distinctions of historic inventions have to do with what people at the time thought of as “wastes.”

Henry Ford, Mass Production, and the Model T

At the turn of the 20th century automobiles were expensive toys available only to the very rich. Henry Ford invented practices that we summarize as “mass production” and the “Model T.” He succeeded thereby in making automobiles less expensive and more accessible to the average American worker. At the same time, he produced a way of doubling the income of American Workers, thereby giving them the income to purchase the Model T. Ford’s new system produced cars quickly and so efficiently that it considerably lowered the cost of assembling the cars. He decided to pass this savings along to his customers, and in 1915 dropped the price of the Model T from $850 to $290. That year, he sold 1 million cars. (Parts of the story from http://www.ideafinder.com/history/inventors/ford.htm.)

Taiichi Ohno and the Toyota Production System

At the end of the Second World War, the people of Japan were in terrible trouble, their morale, productive capacity, and international relations demolished. An engineer named Taiichi Ohno, in the enterprise today known as Toyota, began the task of building a new capacity for Japanese production on top of Henry Ford’s designs, with some important additions. For example, Ford incorporated everything into one plant; Ohno designed for operation in a network. The operational heart of Ford’s designs was the way the engineers designed the coordination of the work on the assembly line (the employees found the repetition boring and only stayed because of what Ford called the ‘wage motive.’) Ohno centered his design in processes that built the capacity of each person on the production floor to take responsibility for the quality and coordination of their work. His invention became the foundation of the quality movement that swept the world starting in the 1970s and 80s.

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Looking for Love in All the Wrong Places

I offer homage to Waylon Jennings, for his song which echoes in my head as I think about what I want to say here, to Joe Alberti, the acting and drama coach whose comment I have been interacting with, and which inspired this posting, to Fernando Flores, teacher and mentor, and to Greg and Margaret and Shirah, faithful partners for reflection.

This posting has a moral: Be bloody careful about the language in which you make important interpretations, or your language will “invent you” as something you may not be happy with. Winston Churchill, in a speech in the House of Commons on October 28, 1944, said, “We shape our dwellings, and afterwards our dwellings shape us.” (http://drmardy.com tells us that Churchill made the speech during the rebuilding of the House of Commons, after it sustained heavy bombing damage during the Battle of Britain.)

  • Paraphrasing his words and idea, we say,

    We shape our language (our interpretations of the world, and the moods and distinctions in which we listen and speak), and afterwards our language shapes us.

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  • Wise Organizations? Continued …

    To see the earlier parts of this long posting which reflects on the conditions and situations in which wisdom can be cultivated and exercised in organizational settings, click on the links below. To get back to this page, click on the title of the blog in the upper left.

    Part 1, Part 2, Part 3, Part 4, Part 5, Part 6

    We are continuing the set of six tiny essays inviting reflection about the construction of the conditions and situations in which wisdom can be cultivated and exercised in organizational settings.

    Preparing for Ethical Action

    The concern for action is central to the question of wisdom, and there is a direct relationship between the exercise of wisdom and ethics. Let’s take these one at a time. Wisdom has more to do with action and less to do with dry abstraction than a casual look at many traditions would have us believe. Even the extraordinarily rigorous contemplative activities frequently found in the practices of some wisdom traditions, when carefully examined, will be found to have to do with getting prepared for taking or being involved in action. We meditate, contemplate, and the like in order to be prepared to take action, or to support others taking action when the moment for action arrives.

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    Wise Organizations? Continued…

    Preparing the Way for Wisdom in Organizations – Part 2c

    We have been talking about language-action and the constitution of organizations. To see the earlier parts of this long posting which reflects on the conditions and situations in which wisdom can be cultivated and exercised in organizational settings, click on the links below. To get back to this page, click on the title of the blog in the upper left.

    Part 1, Part 2, Part 3, Part 4, Part 5

    Next we turn to the implications of language-action for the design of systems. In their book Understanding Computers and Cognition, Fernando Flores and Terry Winograd outlined a three point theory of management and conversation in their that shows well many of the features of how software designs could embody the insights we are exploring here:

    1. “Organizations exist as networks of directives and commissives.” Directives include orders, requests, consultations, and offers; commissives include promises, acceptances, and rejections. (These names for performative verbs are from a different taxonomy than I use and present here, but the reader will see the relationships.)
    2. “Breakdowns will inevitably occur, and the organization needs to be prepared. In coping with breakdowns, further networks of directives and commissives are generated.”
    3. “People in an organization (including, but not limited to managers) issue utterances, by speaking or writing, to develop the conversations required in the organizational network. They participate in the creation and maintenance of a process of communication. At the core of this process is the performance of linguistic acts that bring forth different kinds of commitments.” (Understanding Computers and Cognition: A New Foundation for Design. p. 157.)

    Flores and Winograd claim (and I am convinced that their claim is a good one) that the classical idea of decision-making is not well supported phenomenologically. (In ordinary language, this fancy expression means “bad theory” or “the evidence doesn’t fit the claims,” or, “that dog won’t hunt.” The problem is that when people are talking about decision making it appears to all concerned that they know what they are talking about, and, in fact, normally they do not.) Flores and Winograd recommended substituting the notion of ‘dealing with irresolution’ and supporting people in coming to resolution. (Ibid, p 144ff.)

    Stay tuned. More to come.

    © Copyright Chauncey Bell, 2003-4. All rights reserved worldwide.
    Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited.

    The Challenge of Changing Behaviors

    [We revised this posting on Wednesday 26 March.]

    This posting is inspired by the questions Joe Alberti asked here. Joe teaches theatre and acting, and is working on a PhD. Some time ago he began studying wierd stuff – the writings of Fernando Flores and Humberto Maturana in particular. I like the heart of Joe’s question: the central challenge he faces is changing the orientations, ways of thinking and acting – the behaviors – of the people with whom he works. That is the central challenge that a lot of us face.

    Frequently people speak of “those not under our control” as emblematic of this challenge. The way we talk about work in modern organizations produces the illusion that we have some people under our control, and others not. This is an illusion. We don’t control cats, we don’t control goats, we don’t control dogs, we don’t control horses, and we don’t control human beings. We dance with them in consensual spaces. (Yes, I agree that there are places and situations in the world where, effectively, people move with guns held at their heads. That is not the common situation in the developed world today.)

    The overall challenge is to design reliable structures in which the right kinds of actions can happen when people are working together.

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