Cliff kayer's stia+ presentation

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MEASURING LOVE IN SYSTEMS

CL IFF KAYSER

STIA + Temenos 2013

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MEASURING FEARS

CL IFF KAYSER

STIA + Temenos 2014

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SEATTLE CONFERENCEAPRIL 2014

MEASURING FEARS IN GAP ANALYSIS, X 2

STIA + Temenos

Despite our best intentions,

how do we undermine the very transformation we seek to

promote?

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Continuity

Transformation

Which is the Better to Have?

OR

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Yes!…Both/And

Continuity Transformationand

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Seeing Both/And Interdependent Pairs

Continuity Transformation

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Turn a Systems Thinking tool inward…

to see, map, and assess fears in a common tension all systems-

thinkers encounter.

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StabilityTraditionalConventionalCustomHabitFamiliarityRitualConstancy

ChangeContemporaryProgressiveInnovativeNew/FreshVarietyNoveltyRevolutionary

SEEING…Polarity NAMING RULE:

1) Both Neutral or Both Positive

2) Interdependent, like Inhale AND Exhale

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Deeper Fear – From Lack of GPS

Greater Purpose Statement - Why Leverage this Polarity?


Polarity Map™

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What are 2-3 positive results from focusing on Transformation for

a system?

MAPPING…

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Polarity Map™

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New energy anddirection

Creativity

Tap new wisdom

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MAPPING… Greater Purpose Statement - Why Leverage this Polarity?


Polarity Map™

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What are 2-3 positive results from focusing on Continuity in a system?


Creativity

Tap new wisdom

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Polarity Map™

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Creativity

Tap new wisdom

Stability

Core values

Tap past and present wisdom

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Polarity Map™

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What are 2-3 negative results from too much

Continuity without Transformationin a system?


Creativity

Tap new wisdom

Stability

Core values


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Polarity Map™

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Creativity

Tap new wisdom

Stability

Core values


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Negative effectsof status quo

Missed opportunities

Loss of energy

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Polarity Map™

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2.

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What are 2-3 negative results from too

much Transformation without Continuity in

a system?

MAPPING…

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Creativity

Tap new wisdom

Stability

Core values


1.

2.

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Loss of energy

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Polarity Map™

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2.

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MAPPING…

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Creativity

Tap new wisdom

Stability

Core values


1.

2.

3.



Loss of energy

1.

2.

3.

Lose continuity

Lose core values

Foolish risk

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We All Thrive Sustainably




Polarity Map™

The Polarity Map™ is based on the work of Dr. Barry Johnson of Polarity

Partnerships, LLC

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Lose continuityNegative effectsof status quo

StabilityNew energy anddirection


Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk

Core values


We All Suffer Unsustainably

Learn how well or poorly you leverage this tension.

26The Polarity Map™ is based on the work of Dr. Barry Johnson of Polarity

Partnerships, LLC

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Values = positive results of focus on the left pole

Values = positive results of focus on the right pole

Fears = negative results of over-focus on the left pole to the neglect of the right pole

Fears = negative results of over-focus on the right pole to the neglect of the left pole

*

**

and

Polarity Map™ © 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

Assessing/Measuring

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

TransformationContinuity

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Polarity Map™

The Polarity Map™ is based on the work of Dr. Barry Johnson of Polarity

Partnerships, LLC

1.

2.

3.

1.

2.

3.

1.

2.

3.

1.

2.

3.




Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk

Core values



Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Never

Seldom

Sometimes

Often

Almost Always

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1.

2.

3.


1.

2.

3.

The Experience of Positive Reinforcing Loops/Leveraging

Virtuous Cycles


Creativity

Tap new wisdom

Core values



Almost Always

Almost Never

Almost Always

Almost Never

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1.

2.

3.

1.

2.

3.

The Experience of Negative Pendulum Swings

Vicious Cycles




Loss of energy Lose core values

Foolish risk


Almost Never

Almost Always

Almost Never

Almost Always

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*

**

and


EXAMPLE -- Assessing

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always


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*

**

and



Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always


33





*

**

and



Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always


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*

**

and


EXPAMPLE -- Assessing

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always


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1.

2.

3.

1.

2.

3.

1.

2.

3.

1.

2.

3.





Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk

Core values




Explore ways to us fear as a resource to create sustainable change.

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CollectivePurpose

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2.

3.

Transformation

1.

2.

3.


Creativity

Tap new wisdom

STRONGLYHELDVALUE…

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CollectivePurpose

1.

2.

3.

Transformation

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2.

3.

1.

2.

3.

Lose continuity


Creativity

Tap new wisdom

Lose core values

Foolish risk

OFTEN OVER-TOLERATED…


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IndividualAutonomy

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3.

Continuity

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2.

3.

Stability

Core values



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IndividualAutonomy

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3.

Continuity

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3.


Stability


Loss of energy

Core values


OFTEN OVER-TOLERATED…


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IndividualAutonomy

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3.

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3.

Continuity

1.

2.

3.

Lose continuity

Stability

Lose core values

Foolish risk

Core values


FEARS

NOT TO BETOLERATED…

“Hooked” by a Pole as a “Solution”…


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IndividualAutonomy

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2.

3.

1.

2.

3.

Continuity

1.

2.

3.

1.

2.

3.

FEARS

NOT TO BETOLERATED…OFTEN OVER-

TOLERATED…


Stability


Loss of energy Lose core values

Foolish risk

Core values



“Stuck” in the Downside…

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CollectivePurpose

1.

2.

3.

1.

2.

3.

Transformation

1.

2.

3.

FEARS





Loss of energy

Creativity

Tap new wisdom



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CollectivePurpose

1.

2.

3.

1.

2.

3.

Transformation

1.

2.

3.

FEARS





Loss of energy

Creativity

Tap new wisdom



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CollectivePurpose

1.

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3.

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2.

3.

Transformation

1.

2.

3.

1.

2.

3. OFTEN OVER-TOLERATED…

FEARS





Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk


“Stuck” in the Downside…

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Seeing a More Complete Picture




Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk

Core values


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Using Fears as a Resourcefor Learning and Leverage

• How do you honor the wisdom in the value and fears of the other person/group/organization – and help them to see blind spots?

• How do you share your own values and fears in ways that can be heard by others, while being open to your own blind spots?

• How do you identify/create the Greater Purpose Statement that unites values?

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5-Step S.M.A.L.L. Process

Seeing

Mapping

Assessing

Leveraging

Learning

S

M

A

L

L

Engage Key Stakeholders

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Ineffective Leader





**

and

Polarity Map™Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.

Greater Purpose Statement (GPS) - why leverage this polarity?

Deeper Fear – Lack of GPS


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Loss of energy

Creativity

Tap new wisdom

Lose core values

Foolish risk

Core values



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Leveraging—Conference Challenge!

1) Look for and document Action Steps that empower one or both upsides.

• What can we appreciate/celebrate about what we’re already doing well?

2 What new actions will supplement and enhance our future performance?

• Watch for the “high-leverage” Action Steps that empower Continuity and Transformation

3) Look for and document measureable Early Warning Signs that tell you as early as possible that you are getting into the downsides.

Cliff kayer's stia+ presentation

Leadership & Management

stability new energy

continuity negative

present wisdom

deeper fear

polarity naming rule

direction creativity

negative results of

left pole values