Good morning from Canoga Park, California and welcome to the October edition of our monthly newsletter, filled with good portions of thought-provoking features, all designed to keep our members thinking and gaining insights on the actions that will follow.
Why settle for the prevailing style of thought?
Be a leader.
Improve your thinking about thinking.
As always, this edition was prepared monthly by volunteers of the In2:InThinking Network. Content comes from volunteers, in service to our fellow members. We invite you to further develop our network by sharing this newsletter with friends and colleagues.
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In2:InThinking Network Newsletter Team
|Welcome First Timers |
Your names have been added to our mailing list by virtue of your attendance in our series of Thinking Roadmap seminars, workshops, and overviews, or attendance at the annual In2:InThinking Network Forum, or through a personal request, from you or a friend. Welcome to our thinking network.
|Partners InThinking - Organization Systems Renewal - Seattle University |
Continuing this month, we highlight a partner organization of the In2:InThinking Network. We first featured the Seattle-based Organization Systems Renewal program at Seattle University in our October 2006 newsletter. We believe the resources of these organizations such as the OSR will expand your thinking about thinking...
Organization Systems Renewal (OSR) is a graduate level program in the design and leadership of Organizational Change. The OSR program was established in 1979 and is affiliated with Seattle University. It is a unique program that provides the opportunity for students to achieve excellence as designers and leaders of change within their organizations and communities. The OSR program is interdisciplinary, combining academic knowledge in the areas of systems, organizations, design, change, intervention, leadership, group dynamics, inquiry, global and multicultural perspectives.
How does your organization compliment the In2:InThinking Network?
Students in the OSR program learn to understand and address organizational challenges from a systems perspective. The program emphasizes the interconnections between personal, social, business, government, ecological, and global challenges. The systems perspective woven throughout the program is a compliment to the mission of the In2:InThinking Network.
Tell us about your membership. What does it mean to be a member of your organization and how does one become a member?
Our program is a graduate level masters program at Seattle University. One must apply through Seattle University for admission into the program. We do invite our greater community to attend Open Houses or conferences with some of our guest visiting faculty.
What resources does your organization offer its members?
Students attain a Master of Arts in Organizational Design and Renewal as a result of completion of our 2 year program. Other resources would include informational resources from having attended one of our conferences or Open Houses.
What exciting developments are on the horizon for your organization?
Our alumni association is active in creating learning events and ongoing opportunities for learning and growth within the OSR community. Our alumni association hosted two major conferences recently, "Creating the Change You Want to See in the World," featuring Betty Sue Flowers, author of Presence, Human Purpose and the Field of the Future and "Unleashing Your Assets: Leading Transformative Change", featuring Kathryn Cramer, author of Change the Way you See Everything
Visit the OSR on the web...
|Member Profile - Steve Lanham
month we interview members of the In2:InThinking Network to get their
perspectives on a variety of questions. This month we asked Steve Lanham to provide his insights.
The Facts: I work
for Schneider National on a Ford Motor Company account. We deliver Ford parts
directly to the dealers. I am also a husband to my wonderful wife Shannon and
a father to my very very lively 2 year old daughter Faith. In my spare time I
enjoy playing with my daughter. I love to watch her learn new things. I also
play golf although not as well as I'd like to.
In2:IN Forum Attendance:
not attended an In2:IN Forum but look forward to doing so in the future.
us about a recent "a ha" moment:
ago I attended an Enterprise Thinking class and, I've been thinking about that
quite a lot since attending. I've been fascinated by many of the concepts Bill
Bellows put forth. In particular that we would pick up a nail in our driveway to save
us from damaging our tires, feet, etc. but we don't have the same ethic in our
work lives. We don't seem to apply the same diligence and care to our work as
we do to our home lives. I've been doing some work with others at our site to
try and instill the "pick up the nail" ethic at work. I'm happy to
say it's going well. I lead a discussion on the theories of Dr. Deming at work
and have had many "a ha" moments from the discussons that take place.
book(s) are you reading now:
currently reading Smart Talk for achieving your potential by Lou Tice. I
attended a training session based on Mr. Tices' concepts. I found them
interesting. The book is easy to read has good information on how to grow into
recent book have you read that you consider both beneficial and readable?
The Successful Manager's Handbook: Develop Yourself, Coach Others. I think the
information is very good, and it's fairly readable.
advice do you have for people new to In2:IN?
advise people to communicate with each other and grow the network. I forwarded
the newsletter to a few people and now about 10 more people are interested. I
haven't participated as much as I'd like but I look to rectify that in the near
|Member Profile - Natalia Mironova
In addition to Steve, we would also like to introduce our members to Natalia Mironova, shown here with Rudy Hernandez during her Fall 2007 visit to Canoga Park, CA. (Click on photo to see Natalia and Rudy in front the F-1 rocket engine
engine that stands in front of Pratt & Whitney Rocketdyne's Canoga facility.)
I live in
, which is located near Ural Mountains
chain in the middle part of Russia.
Nuclear and chemical military productions add social and political spices, as well
as recent gatherings of the most authoritarian presidents of Asian countries in
this beautiful paradise for the huge "anti-terror" military game presentation.
Thus, been living here, you must be risk manager nature.
It goes through all my life: engineer,
scientific researcher, social activist
, regional representative, social
researcher, manager, Ph.D., author of the "heretical" social dynamics
What I am doing now? Now my scientific interest focuses on the promoting systems
approach to sociology of governance. I try to follow the wisdom of Russell Ackoff, and I try to
promote his vision through the Russian synergetic community. I translated and
published his article "Transforming the Systems Movement" on the well known
Sergey P. Kurdyumov web site in Russia. I published the book Social Dynamics:
Metamorphoses of Self-organization and Governance. More over, I am finishing
my new book The Role of Civil Actors in Modern State
Governance. At the end of 2007, I will
run for the State Duma (Russian Congress) with Green Russia (a faction of the
political party "Apple"), which tries to bite the Russian governance
Follow this link to find Natalia's entire Member Profile on our website.
| Book Review - Payback |
Authors: James Andrew and Harold Sirkin
Publisher: Harvard Business Press
Length: 228 pages
Reviewer: Dale Deardorff
it has become popular for all organizations, companies and business enterprises
to espouse the statement that "Innovation is the Key to Future Success." Some
have even established the goal to increase the ROI for products or services
with strategies that embrace "payback" without recognizing what the term means
or what their current Innovation position is. To some, increasing innovation,
measuring innovation, and understanding the financial repercussions of risk-based product development; coupled with implementation and integration may seem like overwhelming
challenges. Andrew and Sirkin have created is a
step-by-step explanation of the "Cash Curve" to begin to quantify the measurement and
mapping of ROI influences. As consultants for Boston Consulting Group (BCG) and
participants in the 2006 surveys on innovation, they understand nuances which
they are willing to share. If you're looking for specific guidance into HOW to follow the process of innovation,
this is not the book for you...but, those are specific to your organizational
strategies and marketplace, hence....only you know whether you need
disruptive/radical innovation or sustaining product evolution.
What the authors
have done is to create an excellent, well organized book which is structured
and easy to read that quantifies innovation from a financial cash payback or a cash
trap perspective. Anyone who is empowered to create, support or implement Innovation should read Payback to understand what makes business
outcomes a measurable ROI success. These indirect benefits can be knowledge, brand, ecosystems or organizational. The book's models and framework can be used
and implemented by small business owners or established mature enterprises. They
break the innovation approach into three separate business models:
- the company wants to exert strict control over the S factors (Start-up,
Speed, Scale & Support Costs)
- the company does not have to commit itself to personnel, capital equipment,
organizational structures, or markets that might need to be changed during the
life cycle of the product or service
- the company is the primary owner of the spark of the new product and
sometimes of its commercialization, but has no ownership of the realization.
just personally purchased my third generation of Ipod, the examples from Apple
are quite enlightening and accurate. The Ipod is a success story of "Supurb
Cash Curve Management" where start-up expenses were kept low over the course of
the development by managing the composition and number of direct program
resources to less than 50 people. This
allowed the product development costs to be less than $10M. In less than 1 year,
Apple was able to move the product into the marketplace by partnerships
developed with companies such as PortalPlayer who had previously developed a
successful MP3 player. Finally, Apple spent almost $70M between 2001 and 2003
on marketing and advertising campaigns featuring hip and colorful silhouettes gyrating
and moving to the music played on Ipods.The
authors suggest that by 2004 the company had achieved "payback" and were into
secondary and follow on product deliveries of Nano, Ipod video and Iphone. As
of February 2007, more than 90 million Ipods had been sold and the Imusic store was
selling legally-downloadable podcasts, songs, books and videos without legal repercussions.
This provides a perfect example of product development and payback. The story
of Motorola's Iridium satellite communication network is shared as an innovation venture which did
not succeed. Motorola established partnerships to help share the development
pre-launch costs of $5B to launch 66 satellites into Low-Earth orbit. This satellite
network was designed to revolutionize communication connectivity and gateways. The
problem was that the system took 12 years to get off the ground while $120M was
spent on marketing to customers who would subscribe to the service. Iridium was
only able to sign up 15,000 potential customers rather than the 600,000
that Motorola's Marketing Department had projected. The Iridium project declared bankruptcy in 1999 and
sold off assets to a final group of investors for $25M. What seemed like a
great idea turned into a cash trap that if mapped on a Cash Curve framework
could have quickly indicated that the target costs for the start-up were wrong
and implementation time to see payback was potentially unachievable.The
management of this Cash Curve is the key to Innovation because it finally
provides a framework which encapsulates projected and anticipated risks into a
simple measurement for innovation development. In the future I would expect the
authors to mature the risk parameters and include "opportunity"
parameters to balance the financial projections for cash flow scenarios which
will allow predictable innovation payback.
These types of tools are critical to the effective business decisions required
to visualize and analytically understand the implications and alternatives
available during innovation development. The authors never lose sight of the
purpose of innovation, which is to generate cash - which they refer to as
reaping the rewards of financial returns.
bottom line identified by the book is that without leadership, little progress
can be made to improve payback. Business leaders
who read this book will come away with a new understanding of the need for
rethinking the innovation models they have used in the past, an ability to revaluate
the risk perspectives previously identified and the ability to hunt for cash
traps. With this enlightened understanding they can complete an accurate view
of the innovation portfolio and start to establish valuable cash curves to
|Just a Spoonful of Mercury Helps the Medicine go Down...
Here's yet another reminder of the challenge for systems thinkers to balance the near term needs of society with the longer term needs of society....much easier said than done. Link to the article in Time magazine through the picture at left to learn more about the context of a real-life challenge facing fishermen and families in Japan.
|Partner Event - Annual Pegasus Conference
Download Pegasus's conference brochure for the latest
details about Amplifying Our Impact: Strategies for Unleashing the Power of
Relationship, the 17th Annual Pegasus Conference, Seattle, Washington
- November 5-7, 2007.
In addition to network member presentations by Tracy Huston and Elaine Johnson, Cyndi Crother-Laurin (past Forum presenter and Ongoing Discussion Thought Leader) will deliver a presentation on the topic of "Catch!
Leadership Lessons from Seattle's Famous Fishmongers."Call Pegasus
at 1-800-272-0945 to discuss team registration options.
|Partner Event - Enterprise Thinking Seminar
The Capital Quality Initiative (CQI) of Lansing, Michigan is partnering with the In2:InThinking Network (In2:IN) to host the first-ever Enterprise Thinking seminar in Michigan on Monday, November 12th and Tuesday, the 13th.
Since first being offered at Pratt & Whitney Rocketdyne in 1993, this seminar has been presented over 600 times, across both the US and UK, with over 8,000 attendees. The objective of this seminar is to explore the potential of "better thinking" directed toward continuous investment in our products and processes. In the new economy, the proficient utilization of thinking will be a necessary condition; fundamental to business competitiveness. The aim of Enterprise Thinking is to elevate the consciousness of individual and collective thinking about sub-systems, variation, knowledge, numbers, and interactions.
The seminar will be offered by In2:IN member Bill Bellows in Lansing as an 8-hour program, split into two 4-hour morning sessions, each running from 8am-noon. The registration fee is $275 for CQI and In2:IN members, or $325 for non-members. Follow this link
to download the seminar brochure.
|Red Hats, not Red Pens, in Red Square
|Transforming OurSpace Using Thinkers Thoughts
This month it's my privilege to take the
helm from Shel, to think some thoughts, and to share them with you. I'd like to
address a subject I believe is closely related to his piece last month on
education. What I read in Shel's thoughts are a reminder to respect people,
whether children or adults, students or teachers. To respect their knowledge of
their world, to respect their ability and desire to learn and grow, and to
respect their view of the world we share with, but don't necessarily perceive
the same as, them and everyone else.
I'd like to extend the concept just a smidge
and take it to the workplace. If I use de Bono's Six Thinking Hats model, I
would have to say the majority of my job is Blue Hat. I spend my time thinking
about thinking, and my responsibilities include helping our knowledge workers
communicate, collaborate, and innovate.
The use of information technology is an
important aspect of this work, in that it is used to expand our human
capacities for research and communication, but it is not the lifeblood of a
learning organization. It is, and most likely will continue to be, in the
domain of humans and our relationships - our social networking - where the real
job of managing our knowledge takes place.
Our most difficult and intractable task,
then, is with respect to affecting cultural change - to transforming a
buttoned-up, knowledge hoarding culture into an open, sharing, and
learning/teaching culture. So that's my subject and, as I write these words I
find it somewhat laughable to think I'm going to say much of value in just a
few paragraphs. Nevertheless, I shall plod onward.
On Respect and Cultural
If many companies are experiencing what mine
is today, one of the main issues causing consternation (at least in successful
ones, where there's time and resources to reflect rather than a constant
struggle to survive) is how to attract and retain high-quality people to
maintain their workforce in the face of a large and looming exodus of Baby
Boomers. I am amazed at the level of hand- wringing and teeth gnashing that
swirls around me and seems to find its way to a majority of the conversations
about our general direction.
What really strikes me, though, is the
difficulty so much of the senior management of our organizations has in understanding and respecting
the very people they say they want to have as part of their organizations. When
I use the word respect, what I'm thinking of is recognizing that all employees
(both experienced and newly-hired) have the need not only to work and receive a
paycheck, but also to be part of something bigger than themselves and to be
recognized as capable of understanding and contributing to the needs of that
The act of simply listening can be sorely
hampered by the preconceived notions we take into a relationship. Many or our senior
management, and others in leadership positions, think the way they did things,
and the answers they came up with, remain useful in all situations and for all
time. The people they need to carry out the business of the organization most
likely don't see things quite the way management does. This is likely to be
especially true of new-hires.
In my experience, this is not because they
are fundamentally different than people who may be only 20 years their seniors,
but because they grew up in a world where communication and expectations have
dramatically shifted from that of their parents.
I could go on with details of these
differences, why they matter, and how ignoring them may have disastrous
consequences, but I think I'm out of room. Besides, since I could be blowing
hot air, I'm interested in what you might have to say, so . . .
What do you think?
|Who Moved My Check?
|Last month we featured the potential value to a pitcher of a batter's perspective. This month we feature a rodent's view of behaviorism.
Follow this link
to learn more on behaviorism from Alfie Kohn.
|Ongoing Discussion Preview
|As a reminder, the Ongoing Discussion (OD) for October will
|feature Gipsie Ranney, shown below on a recent visit to St. Petersburg.
On Thursday and Friday, October 18th and 19th, Gipsie will engage us in a dialogue on the topic of "Motivation in the Workplace."
In addition, we are pleased to announce that Gipsie has accepted our offer to appear at our 2008 Forum.
Follow this link to register now.
For those readers not already on the OD mailing list - click below...
Ideas to Ponder...
"I must admit that I personally measure success in terms of the
contributions an individual makes to her or his fellow human beings."
"The good life is a process,
not a state of being. It is a direction not a destination."
"Do not fear to be
eccentric in opinion, for every opinion now accepted was once eccentric.''
Philosopher, Essayist, Mathematician
|Check out the Ackoff Center Blog for the latest feedback on Russ Ackoff's latest book, Management f-Laws, news on the 2008 Russell Ackoff Doctoral Student Fellowships and a link to his paper
"A Major Mistake that Managers Make," which he published in 2006.
|Deming Learning Network |
Thought of the Month
|These items are contributed by Gordon Hall of the Deming Learning Network in Aberdeen, Scotland.
"Rational behaviour requires theory.
Reactive behaviour requires only reflex action" - W. Edwards Deming
How often do we pause to consider our underlying
theories when we develop strategies - especially in context of strategies
for managing the performance of individuals?
Note: we are proud to announce that Gordon has accepted our offer to appear at our 2008 Forum. His presentation is titled "Do We Build an Organisation's Culture by Design?"
|2007 Forum DVDs
|For the fifth year in a row, we contracted with Kid Flix, the
after-school video services team at Placerita Junior High School in
nearby Valencia, CA to videotape our entire (weekend) conference. Once
again, a job well done by Paul Kass and his Kid Flix "CREW". Their
footage was converted into our final DVD package by Dave Nave &
Associates. The package of 10 presentations, including the
after-dinner entertainment by taiko group On Ensemble, sells for $150. To order, follow the link from the DVD image above.
If you could not join us, here's
your chance to find out what you missed. If you attended and want to
revisit or share the memories, Dave is ready to fill your order.
you've not yet heard, we've confirmed dates for our seventh annual
Forum - April 17-22. Mark your calendars and stayed tuned for coming
details. As for location, we'll be in Los Angeles. As for pricing,
the registration fee for this 6-day event will be $350. This price
includes all pre- and post-conference seminars and workshops,
conference presentations and activities, materials, and meals (dinner
on Friday, continental breakfast on Saturday and Sunday, and lunch and
dinner on Saturday). We will also continue a tradition we started this
year, offering a discounted
registration price of $200 for full-time students in home school,
public schools, colleges, or universities.
|Donate to the In2:IN
|Our network efforts are enabled day-by-day, month-by-month, and year-by-year by civic-minded volunteers whose contributions include a passion for making a difference, coupled with ideas, time and energy. Together, we are working, learning, and thinking about how we can foster and inspire "better thinking for a better future" and what this effort enables individuals and organizations of all shapes and sizes to do differently.
Contributions to our network also include financial support from our members, coupled with the proceeds of our annual Forum. Towards this end, please consider contributing a tax-deductible donation to the In2:InThinking Network, which is charted as a 501c3 non-profit
organization. Your donation can be towards our general fund (to
support the website and newsletter), or towards scholarships and
financial assistance of future attendees of our annual Forum.
Contact Bill Bellows for additional information on how to contribute.