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Given that CDF, the Constructive Developmental Framework, is more than a set of tools and therefore requires for its use a particular mindset, have you wondered what one might say are the main barriers to using it optimally? The short blog below is meant to give some answers to this question. Barriers to Using CDF   Read More...

Dieser Workshop der Firma Four Dimensions, Wien und Salzburg (), offeriert Personalverantwortlichen, Personalentwicklern, Beratern und Coachs eine Einfuehrung in Methoden fuer die Bestimmung des emotionalen und kognitiven Reifegrades von Individuen und Teams. Diese Methoden leiten sich aus Otto Laske’s Arbeiten am Interdevelopmental Institute (IDM), Gloucester, MA. her. Instruktoren sind Simone Rack, Rainer v. Leoprechting, und Otto Laske. Interessenten die an diesem Workshop teilnehmen wollen schreiben bitte an [email protected] Sketch of Workshop Agenda Wien Read More...

There is presently a dearth of study materials for absorbing a new form of complex thinking called 'dialectical' or 'transformational' thinking. In order to change this state of affairs, IDM, the Interdevelopmental Institute, has just released a short workbook that introduces readers to DTF, Laske's Dialectical Thought Form Framework . Following an overview, the workbook describes each of the 28 thought forms (TFs) of DTF and elucidates how to use them, both for oneself and in teams, based on Probing Questions applicable to work in the most divergent domains. To obtain the Workbook, go to IDM Publications, , and search the short list above the "Buy Now" button leading to PayPal. All of the publications in the list are updated editions of Laske's writings in pdf form, including translations into German, French, Spanish, and Japanese. They will be emailed to the purchaser by IDM upon payment within 48 hours. Two further, more comprehensive, publications on boosting the complexity of one's thinking by paying attention to the dialectical thought form structure of one's dialogue with self and others are also available in the list: The stand-alone Manual of Dialectical Thought Forms, DTFMThe paperback entitled "Dialectical thinking for integral leaders: A primer",... Read More...

It is almost 20 years ago that, following Argyris' research on theory-in-use vs. espoused theory, I began to show that both of these personal 'theories' are rooted in adult development over the life span. I began to take these personal ideologies apart into their social-emotional and cognitive dimensions and showed that they are intrinsically related. Today, what Argyris was addressing is seen rather differently, namely as the core of what Jaques (1998) called Role vs. Self and what nearly 20 years later Kegan/Lahey (2016) called Job 1 vs. Job 2. In both cases, a person's organizational role and functioning is set against the person's integrity and developmental agenda. While Jaques saw Self (Job 2) as cognitive, Kegan/Lahey see it as social-emotional. And the two never met! I and my co-author, Jan De Visch, show in a recent book on teams (see ), that Job 1 and 2 are intrinsically intertwined. We shall further that wherever Job 2 -- the individual's or team's concern with their own integrity and safety -- overwhelms Job 1, distributed leadership, which is based on work in circles, breaks down. It never occurred to the worshipers of 'competence' that this concept is intrinsically linked to that... Read More...

In these two articles of 2002/03, I warned that competence models provide a view of human resources that is too limited to make possible organizational survival, not to speak of innovation, in the digital economy. The two articles below remind us how long it took for this message to sink in. In coaching and mentoring, the message is still kept in abeyance, however neurolinguistically dressed up they now present themselves. 2002_Laske_Otto_Human_Resources_Beyond_Domain_Competence 2003_Laske_Otto_Capability: A_New_Data_Type Read More...

Much is made of teams these days, and rightfully so: they are the backbone of putting in place distributed leadership in organizations. New research offers a very straightforward hypothesis consisting of 3 parts: teams comprise different developmental levels, thus are "developmentally mixed" teams 'think': their work is based on analyzable and coachable movements-in-thought teams follow behavioral needs (and associated pressures on them) that are anchored in the psychological profile -- self concept, approach to tasks, emotional intelligence -- of their individual members. teams' 'meaning making' is more strongly "social" than "emotional", compared to individuals, and thus more strongly intertwined with the fluidity of their cognitive functioning. When you put these seemingly simple pieces together, as Jan De Visch and I have done in our recent book entitled "Dynamic Collaboration" found at --  you reap very sophisticated insights not only into how teams function but also into what you can do to make them work better. Read More...