Category: Dialectical Thinking

Are you a complex thinker, or interested in becoming one? – The world is in great need of such people. Otto Laske is a world expert on complex thinking. Since 2000, he has taught dialectical, meta-systemic thinking at the Interdevelopmental Institute (IDM), working with international groups of experts in their field and reflective practitioners generally, mostly consultants. Laske is continuing his teaching, starting the Spring of 2024. His teaching will focus on learning how to use DTF, the Dialectical Thought Form Framework (2000), recently broadly publicized by three books published by Springer under the title of “Advanced Systems Level Problem Solving (https://link.springer.com/book/10.1007/978-3-031-40332-3). Book #1 and #2 form the background to Book #3, the only existing Manual of Dialectical Thought Forms. Complex, dialectical thinking differs from logical thinking, abductive thinking, and conventional systemic thinking in that it is ‘meta-systemic’. Such thinking critically investigates the structure of one’s own thinking as articulated in real time (NOW), in whatever social venue and circumstances. As a result, Laske’s approach to teaching dialectical thinking is dialogical: people learn to listen deeply to each other and scrutinize the structure of their own thinking with the help of others, in the process becoming complex thinkers. Starting in... Read More...

  Those interested in dialectical thinking will be pleased to know that Otto Laske's volume 2 of 'Measuring Hidden Dimensions'  of 2008 has been thoroughly revised and is in the process of becoming available again in the form of a three-part monograph under the title of this blog. The title does justice to the fact that the monograph has relevance far beyond applications in work contexts and is a must-read for systems thinkers venturing outside of the purely logical domain of intellectual endeavor. Since its first publication the scope of interest in complex thinking -- beyond the mechanics of using thought forms -- has broadened. Outside of being of interest to organizational thinkers, a broader, evolutionary, perspective , spearheaded by John Stewart and Lawrence Wollersheim, has emerged that centers on the planet's global crisis. These authors address two capital aspects of human flourishing: (a) self-evolution, and (b) meta-systemic wisdom the core of which is dialectical thinking (see https://www.evolutionarymanifesto.com/SpandaArticle.pdf, by John E. Stewart). Another target audience of the monograph comprises high-level systemic thinkers with an integral focus, whether they are active in think tanks, government, or intelligence agencies, as well as architects and artists whose work focuses on transformation. The three... Read More...

When it comes to acquiring developmental and dialectical thinking, "philosophies of the mind", "theories", and "world views" are insufficient. They are all abstractions that can be moved around like pieces of furniture, and in dazzling ways. What matters are PRACTICES based on them, and such practices require METHODS. The Constructive Developmental Framework (CDF), which includes DTF, the Dialectical Thought Form Framework, is a set of practices and associated methods. They have little to with "adult developmental theories" and "developmental models" in the conventional sense, although they synthesize and refine the latter for greater evidential power and effectiveness in real time work. Practically speaking, CDF and DTF are TOOL SETS people learn by doing, viz., working as members of a cohort in IDM workshops. In addition to long-term (1-2 year) case study workshops, beginning in 2022 IDM also offers shorter-term, ten session (15 hour) Practica. These Practica are attended by up to 10 participants working together for up to 6 months, to acquire a professional grounding in the practice of dialectical thinking and developmental coaching. Applications of this practice are found in areas such as permaculture, city planning, ecological rewilding, architectural design, art making, not solely organizational or institutional work. For... Read More...

The IDM program that leads to fluency in the use of CDF tools, now 20 years old, has unusual features that set them apart from other professional offerings. Among these features are: (1) professional learning closely linked to personal self-development, (2) comprehensive introduction into developmental and dialectical thinking, (3) exercises set in social contexts that make it easy to transfer them to professional practice, (4) teaching CDF tools in a social-ontology framework that opens participants' eyes to the social and cultural constraints they encounter in launching life and work projects, (5) unremitting modeling of developmental and dialectical practice in all workshop sessions in which participants enable and coach each other at a high level of awareness of their own internal conversations. For more details, see the description below: Description of IDM's CDF Program Read More...

Professional work is typically viewed as based on 'expert', that is, logical knowledge and systems thinking. I show in this blog that such a view is mistaken since it encourages doing professional work within the confines of closed systems geared to efficiency and control. In the blog, I see such systems as self-serving and ideological in that they stand against an 'open systems', social-ontology view of human agency as a causal power bringing about societal change. Architectural practice is used as an example. Following Prof. Freek Persyn's inaugural lecture at the ETH, Zurich, I demonstrate what it looks like to view architectural work as an expression of human agency in the sense of Bhaskar's and Archer's  social ontology, thereby consciously placing it within the Social Cube. What in this blog is said about architectural practice can easily be extended to any professional practice one is involved or interested in. Architectural Work as Environment Making Read More...

In this article, Otto Laske emphasizes the lack of a social ontology in present managerial and consultative thinking. Such a discipline helps social and cultural actors understand the antecedent social and cultural structures their concerns and projects are embedded in, as well as strengthen the likelihood that executing their projects will come as close as possible to the intended organizational and social results they are envisioning. Social ontology, deriving from R. Bhaskar's and M. Archer's work since 1980, offers managers a sense of place from which to view their meaning- and sense-making stance, not just their perceptions, from an objective place. More than that: it helps them understand "where they are positioned when they open their mouth to speak" and listen to others. In contrast to empiricist frameworks of individual decision- making (like the Cynefin model), a social-ontology (SO) framework treats decision-making as a response of social actors to antecedent social and cultural structures they are unaware of as determinants of their project designs. Decision-making is seen as derivative of project design which in turn is conceived of as rooted in concerns linked to vested interests associated with roles in a social role matrix that is open to change by... Read More...