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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

CAPI’

The 5Ps

SDi MeshWORKS: how Diverse Stakeholders transform Complex Challenges by Fred Krawchuk 16 July 2018 I am honoured to publish this ‘guest feature’ on the MeshWORKS concept by the remarkable Fred Krawchuk. A former colonel with US Army Special Forces, Fred has used the Gravesian approach as a key conflict management tool in several extremely difficult and highly dangerous situations – not least in undermining the insurgency in Iraq 2006-2007. This is discussed in part in The Sons of Iraq – a Step towards Stratified Democracy? (Fred’s somewhat controversial appearance at Don Beck’s workshops at the Integral Centre in Boulder, Colorado, in March 2009 and the challenge that presented to my own thinking is discussed in the Blog post Don Beck’s got Who at His Workshop This Weekend…?!?!?!). After his military career Fred consulted with the RAND Corporation. He also began teaching leadership, negotiation, and strategy at IESE Business School. He has led high-performing teams in over 30 different countries. Fred’s feature originally appeared in  Innovative Development: Emerging Worldviews and Systems Change (Integral Publishers, August 2015), edited by the late Tom Christensen. It is reproduced here with Fred’s permission. With the exception of some minor formatting changes, it is reproduced exactly as it appeared in… Read More

Citizen-Driven Community and Nation Building

by Bjarni Snæbjörn Jónsson 7 June 2018 I am honoured to publish this ‘guest feature’ on the MeshWORKS conecept by the remarkable Bjarni Snæbjörn Jónsson.  His main research interests lie in large systems development through public participation.  He was a founding member of The Anthill in Iceland which organized a cross-sectional National Assembly in 2009 involving abt. 1000 randomly sampled citizens which were physically joined for a day to formulate the Icelandic nation‘s future superordinate goals, following the financial crisis of 2008 which hit Iceland particularly hard. These goals were at the centre of the drive for constitutional reform which has dominated Icelandic politics since. Bjarni’s feature originally appeared in  Innovative Development: Emerging Worldviews and Systems Change (Integral Publishers, August 2015), edited by the late Tom Christensen. It is reproduced here with Bjarni’s express permission and encouragement. With the exception of some minor formatting changes and a several links added, it is reproduced exactly as it appeared in ‘Innovative Development’. To maintain the integrity of the piece as published, I have retained Bjarni’s use of the SDi terminology. However, for the purposes of this site, readers should effectively susbstitute ‘Gravesian’ for ‘SDi’. The truth is not to be found in books, not even good books. The truth… Read More

How to build a MeshWORK

Updated: 16 July 2018 It is difficult to be prescriptive about developing a MeshWORK. Because the Gravesian approach enables us to recognise and work with a number of different value systems (vMEMES) in play at any one time, MeshWORKS interventions – and, indeed, the very structures to deliver those interventions – will be dependent on the needs of the client peoples and/or organisations. So a MeshWORK is highly organic and readily flexible, shifting its structure and its interventions to meet the changing circumstances and the changing natures of the client peoples and/or organisations. However, there are 2 core principles:- Breadth The MeshWORK must create CAPI – Coalesced Authority, Power and Influence (Integration). This is a concept Spiral Dynamics co-developer Don Beck has borrowed from management guru, Ichak Adizes (1987) for enhancement of the MeshWORK concept. (Adizes’ Organisation LifeCycle is often a powerful tool to link with the Gravesian approach for MeshWORK development – particularly when using the Lower Quadrants of 4Q/8L to look at needs and conflict in organisations. Adizes provides not only the most highly-advanced model of organisational development but also a means of mapping which vMEMES are driving (or hindering!) that development. # ‘Authority’ is the ability to make decisions. #’Power’ is the… Read More

Glossary M

Nos   A    B    C    D    E    F    G    H    I    J    K    L    M    N    O    P-Q    R    S     T     U    V    W    X-Y-Z McDonaldisation: George Ritzer (1993) argues that the fast food restaurant is the ultimate model of rationalisation, based on 4 key elements:- Efficiency – economies of scale, assembly line production of food and limited menus cut costs and facilitate the fast processing of customers Calculability – every aspect of the food production and consumption is measured and evaluated on the basis of rational calculation Predictability – Ritzer states “in a rational society people prefer to know what to expect in all settings at all times”. So customers should be able to enter a McDonald’s anywhere in the world and have exactly the same experience. Control – through training, supervision and technology, McDonald’s exercise rigid control of their employees and the food production process. There is even a degree of control of the customers, with hard seats, bright lights and, in some cases, security guards to make customers behave themselves and do not linger over their meal Some critics argue the food is poor and the restaurant actually devalues the experience of having a meal. There… Read More

Glossary C

Nos   A    B    C    D    E    F    G    H    I    J    K    L    M    N    O    P-Q    R    S     T     U    V    W    X-Y-Z CAPI: As part of his Organisation LifeCycle concept, Ichak Adizes (1987) developed the concept of Coalescing the Authority to make decisions and the Power to implement decisions by those who know how to Influence/Integrate. Don Beck (2000a) has promoted CAPI of the stakeholders as a vital step in structuring any form of MeshWORK. Capitalism: a form of economic organisation in which the means of production are privately owned and controlled. Making profit from the use of capital is the prime objective. In theory those employed by the Capitalists benefit from the wages they are paid for their labour – though, as labour is often a principal – if not the principal cost – to maximise profit, the Capitalists have to keep wages as low as possible. They also have to sell what is made by the workers for the highest price the market will bear. Supporters of Capitalism tend to claim that the profit motive has lead to many countries – Western countries especially  – enjoying affluent lifestyles. Critics attack its reduction of all relationships… Read More

MeshWORKS – a 2nd Tier Perspective and Process

by Don Beck 2000 Spiral Dynamics co-developer Don Beck is occasionally prone to post what effectively amount to teach-ins or mini-lectures on the Spiral Dynamics e-lists. This is an extract from one such posting in 2000. You can e-mail Don or visit the Spiral Dynamics Integral website to find out more about his work. Introduction The term ‘mesh’ in MeshWORKS suggests a different way to connect entities, be they individuals, or structures, or interests, or functions, or people groupings of virtually any size. Some meshes will be of a static and contained nature, designed to hold together elements in some type of relationship. Other meshes are crafted to allow the movement or flow of substances, energy, ideas, stages, and sequences through conduits, cycles and spirals. A Static Mesh will be known for its strength and permanence. A Flow Mesh will be characterized by resilience, flexibility, and a morphing capacity. Our language is resplendent with such mesh-like components as blend, weave, align, integrate, stitch-together, merge, amalgamate, and embroider. A ‘melting pot’ suggests that the individual entities will lose their identities in the mixture and heat. A ‘meshing pot’ suggests that the entities contribute the best of what they are without becoming an… Read More

So What is a MeshWORK?

Following the visit of Spiral Dynamics co-developer Don Beck to South-East Wakefield in June 1999, there was much excited talk in certain circles of a ‘Wakefield MeshWORK’. This piece first appeared in the July 1999 edition of the SESKU & Hemsworth Business News, written to capture the key principles for a MeshWORK strategy and has been reproduced here. From some 16 years work in South Africa – during which time he advised both Nelson Mandela and F W DeKlerk – Don Beck has evolved his concept of MeshWORKS. This is an application of Spiral Dynamics which Beck developed with National Values Center partner Chris Cowan from the ground-breaking work of Clare W Graves. Early in the 1950s Graves, an admirer of the work of Abraham Maslow (1943), had set out to collect evidence on the ‘psychologically healthy human being’, expecting to validate Maslow’s Hierarchy of Needs. The data he gathered only partly achieved this. Unusually for a psychologist, Graves let his data do the talking – rather than trying to force-fit it to a theory. He also collected more data. A lot of it! What Graves discovered was 8 different core ways of thinking about life – attitudes, value systems, coping… Read More