1. © J P Strümpfer 2005-06 IKEA Purpose of Learning Interventions Johan Strümpfer

2. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy !! Desired outcome?

3. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models)

4. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Quality Inquiry

5. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Co-ordinated Action Quality Inquiry

6. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Co-ordinated Action Shared Mental Models Quality Inquiry

7. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Co-ordinated Action Shared Mental Models Quality Inquiry Joint/group learning

8. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Co-ordinated Action Shared Mental Models Quality Inquiry Joint/group learning Systems Thinking

9. © J P Strümpfer 2005-06 Effective Action Pragmatist Philosophy Appropriate Knowledge (mental models) Co-ordinated Action Shared Mental Models Quality Inquiry Joint/group learning Systems Thinking Principles to increase Principles to increase effectiveness E.g. Multiple perspectives Connectedness Causality E.g. Shared workspace Conversation design

10. © J P Strümpfer 2005-06 Effective Action Appropriate Knowledge (mental models) Co-ordinated Action Shared Mental Models Quality Inquiry Joint/group learning Systems Thinking CONVERSATION ! (Dialogue)

11. © J P Strümpfer 2005-06 IKEA Learning Interventions:

12. © J P Strümpfer 2005-06 Multiple Perspective Exploration Viewpoints Viewpoint definitions Prioritisation of outcomes ( with causal logic) Activity models Build consensus on action

13. © J P Strümpfer 2005-06 Strategy: Things to strive to do Why change? Competitive Positioning Enterprise Design Strategic Choices Tools: SBM SDM Bus Idea Outcomes: Distinctive Competencies (Core Competence) Expire by date New Trajectories Tools: Env Scan Scenarios 7 Forces Tool: Strategic Choice Making Tools: MED Network Design Tools: NGT Brainstrom Clustering Outcomes: Differentiation Outcomes: Operating Model Business Structure Outcome: Shared Perception of doom Outcomes: Direction list(3-5 items)

14. © J P Strümpfer 2005-06

15. Conversation Management Multiple conversation audiences; Synchronised conversations

16. © J P Strümpfer 2005-06 Conversation BUILDS: Shared understanding of problematique Alignment w.r.t. ends Agreement on action Continuous action

17. © J P Strümpfer 2005-06 Practical Gap Action results Individual Expectations Rethink action within existing mental framework Level of surprise Size of gap, Magnitude of negative impact Determine action Rethink Mental Framework Limitation on extent of framework change Current corporate culture Number and extent of surprises corporate mind registers Openness to change of corporate mind Corporate mind shift

18. © J P Strümpfer 2005-06 Phases in organisational change conversation 1.Alignment around implementing change 2.Alignment around the need for and degree of change required 3.Alignment around a future vision 4.Alignment around required action 5.Workplace alignment around action

19. © J P Strümpfer 2005-06 The contribution of systems thinking methods Systems thinking methods structure and support this inquiry as a learning process by directing and maintaining the conversation between participants. By using relevant frameworks, it improves the quality of the inquiry through the questions asked. –Soft Systems Methodology –Systems Dynamics Modelling –Interactive Planning –Modular Enterprise Design –Viable Systems Model –Critical Systems Heuristics –Total Systems Intervention