RMIT MBA course on self-awareness in managment and leadership practices

1. Action Science
Helping to build better relationships at work

2. Aims
• Remove barriers of change caused by defensive
interpersonal and organisational relations thus
reducing ineffectiveness
• Improve problem-solving skills and make
incremental changes to external environment, but
not exclusively
• Primarily focus on looking inward, learning new
frameworks and establishing new routines

3. Points for Reflection on Learning
Business success is highly dependant on the ability to learn.
Argyris, C.
Effectiveness was evident in the interrelationship between
organisational learning and a balanced score card.
Deem, J.

4. New Ways of Working
Organisations can reverse the cycle and learn to
understand the difference between their espoused and
actual theories of action.
‘They can face up to the fact that they unconsciously design
and implement actions.’ Argyris

5. Some Learning Barriers
Leaders do not know how to learn
Leaders fail to reflect on their own behaviour
Single Loop vs Double Loop
Espoused theory vs Theory-in-Use

6. Action Science is about Theories of Action
Theories of action are the master programs, pattens,
designs, sets of rules or propositions that people use
to design or carry out their actions
Underlying actions are the governing variables, values,
theories, beliefs, concepts, rules, attitudes, routines,
policies, practices, norms or skills

7. Theories of Action help us to develop skills
of inquiry and reflection

8. Theories of Action
Moving from Model 1 to Model 11 reduces ineffectiveness
in resolving difficult problems
Theory-in-Use Model 1
Governing Variables
1. Define goals to achieve unilaterally
2. Maximise winning, minimise losing
3. Minimise expressing or generating negative
4. Be rational and minimize emotionality
Theory-in-Use Model 11
Governing Variables
1. Maximize valid information
2. Have free and informed choice for all concerned
3. Have high internal commitment to the choice and constant monitoring of
its implementation

9. Single Loop vs Double Loop
Single loop - not your fault, not my fault
Single loop - a very defensive chicken not prepared
to look at how it contributed to the problem
Double loop - the monkey at
least challenged its own process

10. Espoused Theory vs Theory-in-Use
Argyris posits that most theories in use rest
on the same set of governing values:
• To remain in unilateral control
• To maximise ‘winning’ and minimise ‘losing’
• To suppress negative feelings
• To be as rational as possible by defining clear
objectives and evaluating their behaviour in
terms of whether they achieved them

11. Tools to implement change

12. Productive Reasoning
Analysis of actions must be data driven
as seen in theory-in-use model 2
Theory-in-Use Model 11
Governing Variables
1. Maximize valid information
2. Have free and informed choice for all concerned
3. Have high internal commitment to the choice and
constant monitoring of its implementation

13. Data comes from Personal Dialogue
How to write a case for personal dialogue, 2 columns.
1.
he challenge or theme illustrated by this episode
T
2.
rief statement of context
B My thoughts & feelings What we said
3.What actually happened
4.
esults from this conversation that I would want to change.
R
5.Questions I would like to address when we discuss this case.
For more information see www.actiondesign.com

14. Change Starts at the Top
Ryan and Oestreich agree with Argyris:
Behaviour change must start with self awareness by
senior management.

15. A simple approach to learn technique:
Connect learning with real life experience

16. Write a Live Case Study
• Include all the possible outcomes
• Allow participants to discuss the case study
• Reason a way through it
• Apply back to themselves in a safe atmosphere
• Productive reasoning and self analysis lead to personal
and organisational effectiveness
• Real causes of problems can be addressed and overcome

17. Example of a Case Study
$1.5 million loss
Result - Glossy Weekly
360º Review
Key
Stakeholders

18. Please look visit Methods in Action on
website for more examples.

19. Action Design Reflection
Time & Will

20. Thanks for listening

21. References
Arygris,C. (1991) Teaching Smart people how to learn, Harvard Business Review, 69 (3),
99-109.
D. Oestreich, K. R. A. (1998) Driving Fear out of the Workplace - Creating the High Trust,
High Performance Organisation, San Franciso, Jossey-Bass Inc.
Deem, J. (2009), The relationship of organizational culture to Balanced Scorecard
effectiveness, Dissertations & Theses: Full Text.
Sostrin, J. (2008) Establishing and validating a conceptual framework of barriers to
workplace learning and performance: A Q-method study. Dissertations & Theses.
Action Science, <http://www.actionscience.com/actinq.htm>, viewed on August 12, 2009.