£20

SCiO Open Meeting and AGM - Summer 2019, London (All Welcome)

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BT Centre

81 Newgate Street

London

EC1A 7AJ

United Kingdom

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An open meeting where a series of presentations of general interest regarding systems practice will be given - this will include 'craft' and active sessions, as well as introductions to theory. Space is limited to please book soonest if you wish to attend.

09:30 - an introduction to the viable system model. Main presentations start at 10:00.

Please note that the AGM will follow on from the open day (for members)

Session 1 (Kerry Turner) - Causal Loop Diagrams: A key tool for Systems Thinking & Practice

Causal Loop Diagrams (CLDs) are a useful tool in the kitbag of any systems practiotioner. They are used to make our mental models explicit so they can be shared, challenged and understood. CLDs enable us to capture the parts, connections and feedback in a system. They can be used to build consensus, agree definitions, identify leverage points and explore consequences of potential interventions. They enable us to share our ideas and communicate our understanding of a system to others clearly and powerfully.

The workshop will introduce the concept of a CLD and explore how the diagrams can be developed and used both individually and in teams. There will be the opportunity to practice developing causal loop diagrams from documents and from observed systems. Participants are encouraged to bring a problem/idea they would like to explore with this approach.

Kerry Turner is passionate about understanding and improving systems. She acquired her skills in systems thinking during her career as a management consultant. She has applied it to a wide range of business problems for organisations around the world. For the last decade she has applied systems thinking to every aspect of her life including horsemanship, swimming, relationships, home economics and health. She has also worked with small organisations who share her values.

Session 2 (Alan Arnett) – Sensemaking: the art and practice of handling messy, changing realities

Alan is a leadership performance coach, working with people handling the complexities of technology, people and business in our hyperconnected world. He was around when the first computers hit the workplace, and his consulting career began when ideas like systems thinking, complexity, change management and transformation started to appear. A few years ago, frustrated that most of the advice was about trying to change others, he decided to focus on the people on the receiving end for a change, exploring what we need as individuals to operate in, and influence, the complex systems we now inhabit. He has experimented and practised this with around 250 leaders so far, and will share with us the small things he is finding consistently make a big difference to clarity, alignment and impact.

Session 3 (Rod Willis) – Dimensions of Strategic Management, Through Time

Many organisations are preoccupied with Strategic Planning and the use of Key Performance Indicators (KPIs) with a clear desire to ‘get to where they want to go’. On this journey, many fall foul of ‘The Tyranny of Meaningless Metrics’ (songs of the Sirens) Worst still, if they do reach the destination, they may discover where they wanted to get to wasn’t the destination actually required to grow or survive after all! (“Alice: Would you tell me, please, which way I ought to go from here? The Cheshire Cat: That depends a good deal on where you want to get to. Alice: I don't much care where. The Cheshire Cat: Then it doesn't much matter which way you go. Alice: ...So long as I get somewhere. The Cheshire Cat: Oh, you're sure to do that, if only you walk long enough.” ― Lewis Carroll, Alice in Wonderland)

We have been busy over the years in many Business Schools (BS) teaching/supporting passionate learners how to ‘do strategy’, unfortunately, many seem to have missed some key parameters in the process. To test these assertions, feel free to research Ansoff's work before you come to this SCiO event. Try to identify what he is known for and let’s discuss and explore together. Even if you think you have a handle on Igor Ansoff’s approach on Strategic Management, we will add another dimension that (as far as I have been able to identify) is not part of his work. When Igor Ansoff’s dimensions of Strategic Management are combined with the Organisational ECO-Cycle (by David Hurst) we start to see something new emerge for Strategy.

Linking Igor Ansoff and David Hurst’s work has the ability to create a dynamic approach to Strategic Management. We hear many calls for ‘Agile Business Strategies’ yet we are often using approaches that come from a school of thought that is NOT about agile or complex adaptive systems. We live in a world of paradoxes and for strategy, we would seem to be approaching the choice of the blue pill or the red pill. If you can sense Strategic Turbulence all around you, what pill would you decide to take?

To close, we will share the highlights of a Case Study that combined Ansoff and Hurst's work, creating an adaptive, growing solution in China, please join us.

Session 4 Details tba

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Date and Time

Location

BT Centre

81 Newgate Street

London

EC1A 7AJ

United Kingdom

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