Tag: Team Development

In a time of increasing digitization of human resources and their management it is urgent to explain the limits of replacing human intelligence by algorithmic intelligence, or molding the use of human intelligence by algorithms. What is required is not only a deeper understanding of the human capability for work delivery, but the intrinsic limits of boosting work delivery algorithmically given the nature of human intelligence, attention and accountability. In this new preface to the second edition of my 2008 publication of Measuring Hidden Dimensions of Human Systems (MHD2) I highlight the many new concepts this publication introduced almost 10 years ago. I want to promote deeper insight into the nature of human action logic compared to algorithmic logic, and the need for strengthening human action logic by way of deliberately developmental processes, both social-emotional and cognitive. The volume demonstrates that work delivery becomes possible in individuals as well as teams by the mind's construction of an “internal workplace”  that accounts for both motivation for work and conceptual clarity in delivery of work. As shown in the book, the internal workplace is influenced by both the social-emotional and psychological dimensions of personality combined with the level of thinking complexity at... Read More...

Can you imagine being part of a dialog in which you not only listen to what your interlocutor is saying but also to the underlying structure of his or her thinking?  If you had knowledge of the thought form structure of human sense making, this way of listening, called “dialectical”, would enable you to point to what is missing (absent) both in your own and others’ verbal communication. It would thereby help you deepen your and others' thinking in real-time dialog. Your critical listening would then not be restricted to content but would equally focus on underlying thought structures used by your interlocutors. In a team and group context, you would be able to point to interlocutors’ thought gaps in a compassionate, inter-developmental, way. Such gaps are not “academic”. They are more serious than that since they translate into gaps between how people think and how reality works. It is this kind of dialog that the present article introduces. The article paves the way for an intelligent reading and teaching of the Manual of Dialectical Thought Forms (DTFM), which in the near future will become available in pdf form on this website under Publications. The article introduces cutting-edge thinking tools... Read More...

As the Interdevelopmental Institute (IDM) enters a new era, it wants to communicate what it has learned and what, based on its learning over nearly 20 years, it can now deliver to CEOs and Boards. Find out how the Institute's main methodology, called Constructive Developmental Framework (CDF), addresses contemporary issues such as the digital transformation of businesses in all of its facets. Take note of the critical realism CDF tools embody (thanks to Roy Bhaskar's work on a dialectical ontology), and IDM's critical theory practice that now provides a new home for Frankfurt School insights just in time ... Sincere thanks to the international community of students who have made IDM widely known through their own work over many years! A New Beginning at IDM Read More...

Comment les consultants et coach francais peuvent-ils renouveller leur profession utilisant le CDF (Constructive Developmental Framework)? https://www.paypal.com/webapps/hermes?token=5MN6985866069092K&useraction=commit&mfid=1488977403882_1d069d5a8c123#/checkout/login C’est là la question qui se pose se livre sur la découverte du potential humain, allant plus loin que les abstractions des sciences sociales contemporaines. En recherchant de nouvelles clefs pour l’engagement de l’adulte dans le processus de développement (non seulement dans les organizations commerciales), ce livre ouvre la voie a l’évolution du professional aussi bien que de l’être humain. C’est un livre important pour tous les professionnels qui accompagnent les adultes dans leur croissance et la réalisatin de leur potential, introduisant a la fois une perception profonde des “clients” ainsi qu’une réflexion sur soi-même. Dans cette facon, le livre peut induire chez soi une transformation profonde de son être, donnant un nouvel élan dans sa vie professionnelle ainsi que privée. Vour pourrez réévaluer tout ce que vous avez appris jusqu’a maintenant d’un point de vue tres personnel, et aurez l’opportunité d’analyser votre propre développement. Programme Francais CDF Philips-Laske 2009 Read More...

Copyright 2016 by Graham Boyd & Otto Laske In this article, the authors put forth a new approach to distributed leadership based on research in adult development and the pedagogical thought of Vygotsky, originator of the notion of zones of proximal development. The article attempts to re-totalize the issues neglected, or fragmented, by theories of holacracy and other models of shared leadership, in order to arrive at a deeper understanding of contemporary attempts to redesign organizational work in the direction of “organizations without managerial hierarchies”. In so doing, the authors leave behind present notions of “individual coaching”, “team coaching”, “managerial hierarchy”, and “organizational behavior”, among others, focusing squarely on contributors’ frame of reference (FoR; world view) that determines how they put their capabilities to work collaboratively and what their needs for developmental support are. The article’s essential argument is summarized in Tables 2a and 2b, one for each dimension of adult development. The authors come to the conclusion that for holacracy and similar models to succeed, much more attention must be paid to the fact that unconventional organization designs challenge contributors’ self-identity and psychological well-being. They also show that a one-sided focus on tasks and competences (Task House) is counter-productive... Read More...

This article is based on my research in adult cognitive development, published in Laske 2008 and 2015. It reminds the reader that his/her thinking undergoes life-long changes that have a dramatic impact on work effectiveness and quality of life, especially the latter. The notion that there are no changes in thinking after early adulthood is thoroughly debunked. It is shown that the structure of “thinking” is built of “thought forms”, and that how these forms are linked and coordinated internally determines not only the flexibility of thinking but also how far human thinking is enabled to grasp the real world in all of its complexity. "Thinking" is also shown to shape emotional life since every emotion is saturated with thinking, in contrast to mere feeling. The article places thinking into a developmental progression from Common Sense to Understanding to Reason and Practical Wisdom, inspired by Bhaskar’s notion of the UDR movement (Bhaskar 1993). It showcases an independent line of adult development of great influence on Kegan's "social-emotional" sequence of stages. ILR August 24 2012 Read More...