The Laske Social Science Archive gathers Otto Laske’s writings on organizations written between 1999 and 2019, many of which have retained their value vis a vis new fashions of management thinking. Its sections are numbered chronologically. The Archive makes available both texts and slides, the latter for pedagogical purposes. The articles gathered are bundled according to topic. They can be downloaded free of charge.
Archive IV gathers explanatory as well culture-critical papers on CDF as an empirically grounded epistemology (theory of knowledge), including Wikipedia articles on CDF in English, Italian, Spanish, and Japanese, and comprehensive introductions to CDF for diverse audiences. There are also articles on work design and shared leadership seen from a perspective of CDF, including an article on developmental listening as the crux of using CDF expertly. Learning such listening by itself leads to a revolution of thinking, not only about the social world, but about the ‘real world’ as well.
Wikipedia Articles
2013 English Wikipedia article
2014c Spanisch Wikipedia article on CDF
2016a Italian Wikipedia article
2016n Japanese Wikipedia 構成主義的発達論のフレームワーク
Culture Critique
2012 CDF – End of developmental absolutism
2013 On the ethics of process consultation
2016d Human Systems in the Anthropocene
2016j What is everybody losing out on
2017e The Impact of German Idealism on Laske’s Work on Adult Development
CDF as an Empirical Epistemology
2010 Wirtschaftspsychologie Intro to CDF
2014a From developmental theory to epistemology
2015c From Dev. Theory to Epistemology
Comprehensive Introductions to CDF (for diverse audiences)
2015e What is CDF, An tntroduction
2017d Process Consultation Revisited
CDF as a Methodology of Work Design and Leadership Development
Those who think monologically rather than dialogically and dialectically — which is the case for the majority even of ‘developmental researchers’ — are destined to miss that the crux of CDF is listening, either social-emotional or cognitive. Developmental listening above all requires listening to oneself in real time which is best learned by very closely listening to others with structural intent. Whoever misses the CDF requirement of listening, thus of internal dialogue, is likely to reduce it to a mere assessment tool, which it is only secondarily. In the following article, the reader finds an exhortation to learn to listen.
2016b CDF as a Talent Finder and Work Design Methodology
2016g Shared Leadership, original version
2016k Four Skill Areas of CDF Based Coaching
2017c Shared Leadership, published version
2017d Process Consultation Revisited
