David Sibbet | Organization Development
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I sustain a keen interest in metaphors and plausible narratives about where we are headed as a society, and frankly, I am worried. I was rocked recently by a close reading of sociobiologist and futurist Rebecca Costa’s0-watchmansrattle 2012 best seller, The Watchman’s Rattle: A Radical New Theory of Collapse. (She has a new book, also a best seller, called On the Verge, which I haven’t read.) Costa has a long history in Silicon Valley and a polymath’s appetite for large-scale thinking. My reading, in the context of seeing our country spiraling into policy chaos, is that her 2012 message is even more relevant in 2018.

Her “new theory” is that civilizations collapse when complexity outstrips human’s cognitive ability to grasp what is going on. More interestingly, she identifies the symptoms that suggest collapse is beginning. I’m not wanting to believe we are collapsing, as I am much more interested in growth and development and what our field of process consulting and visual practice can do in response. Yet her argument is persuasive.

Let me summarize what she is talking about. Drawing from both evolutionary biology and new findings in neuroscience, Costa describes in detail how the Mayans, Romans, Germans and others expanded and collapsed. Collapse begins with gridlock—simply too many conflicting forces and events compounding—and continues with the substitution of belief for facts.

In most civilizations, Costa observes, there is a balance between untethered beliefs and scientifically or experientially validated knowledge. We use beliefs to deal with the ineffable and non-objective, and we have (at least for the last many hundreds of years) looked to science for help with being objective, particularly regarding the physical world. Yet when complexity begins to overwhelm people’s cognitive abilities, beliefs take over and attention to facts disappears.

For the Mayans facing severe drought, their engineering of cisterns and other water strategies gave way to human sacrifice. For the Germans after World War I, the complexity of their post-war fractured economy gave way to fascism and blame and World War II.  Sound familiar?Read more…

I was saddened to hear that my friend and colleague Allan Drexler passed away recently. He was 88. In the 1980s, he and I co-developed the Drexler/Sibbet Team Performance Model® (Model) and the facilitative methods and tools connected with it. Without Allan we would not have this model. The depth of his field experience with teams, coupled with his deep understanding of group dynamics developed in sensitivity training work at National Training Labs, kept the work grounded in the real world of working teams.

How the Work Beganteamperformancesketchtalk

I first met Allan in 1982, when I gave a workshop about facilitation that included Arthur M. Young’s Theory of Process. Allan shared a team-building model he had developed with Jack Gibb, an influential social science researcher, and Marv Weisbord, a thought leader in organizational development. It laid out predictable questions people ask when joining a group: Why are we here? Who are you? What are we doing? How will we work together? (The model is illustrated here in a Sketchtalk I did on the subject).

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I am preparing to write a new book called Visual Consulting: Designing & Leading Change, potentially as a fourth in the Wiley visual leadership series. This one will be co-authored by The Grove’s VP of Global Learning, Gisela Wendling, Ph.D., an expert on personal and organizational transformation. It seems right that after so many changes in our own lives, that we focus now on our learning about change, and engage the exploding global network of visual practitioners about how to become skilled consultants with this orientation. Our leading of The Grove’s new Designing & Leading Change workshop the past two years is fueling this new project.

WileySeriesCovers - Preparing to Write—Visual Consulting

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I’m just back from Amsterdam doing some workshops with our Grove partners, Business Models, Inc. Gisela Wendling, The Grove’s Director of Global Learning, and I conducted a public workshop on Visualizing Change for 25 consultants and an internal workshop on Mental Models & Mindsets for BMI as the kickoff to their International Week. I want to share this experience of teaching systems thinking through drawing practice, which echoed my first meeting with Patrick Van Der Pijl, BMI’s founder, at a VizThink conference in Berlin 3-4 years ago.
MentalModelsChart - Business Models & Mental Models

 

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