MANAGING through PROMISES

Humanizing the PDSA cycle

MANAGING BREAKDOWNS THROUGH  VOLUNTARY, PERSONAL & PUBLIC PROMISES

Here is a picture of this framework.

1. The world comes to life through BREAKDOWNS.

One can choose to ask what kind of problem is it? I have choosen to use David Snowden's methods and  Cognitive Edge software to make sense of complex and intractable problems. Each problem type has its own solution space with very different concepts, methods, tools and outcomes. Therefore, it is essential that one understand this and break complicated problems into their constituent problem/solution spaces:

Known

1 Sense, 2 Categorize, 2 Respond

Knowable (by experts)

1 Sense, 2 Analyze, 3 Respond

Complex

1 Probe (inquire), 2 Sense, 3 Respond

Chaotic

1 Act, 2 Sense, 3 Respond

Disorder (unclassifiable)

1 Reflect, 2 Sense, 3 Respond

In a certain way, organizational breakdowns represent our collective missing conversations. Organizations can get upstream of the inevitable crisis by discovering the missing conversations (unsafe circumstances) earlier. SOFI and TRIPOD are methods, frameworks, and software for doing just this. They help us make our organizations more resilient by discovery, thus preventing catastrophic breakdowns.

If we need others to help us with the breakdown, we prepare to seek their COMMITMENT / PROMISE to help with the breakdown. We can use CoThrive software to manage the linked promises that are our managing. Don Sull does a good job of explaining the importance and method of linked commitments in managing organizations. See www.donsull.com and watch his videos.

2. We may get CLEAR on what we care about and what conditions would satisfy us in the context of this breakdown. We may articulate our own CONDITIONS OF SATISFACTION.
3. Next we may ask others, whom we judge to be competent, to help and in the context of our concern, "What do YOU CARE ABOUT?" and "What is going on here?"
4. We then may have a CONVERSATION / DIALOGUE to find their concerns and the meaning they make of the situation.

We do this by listening, and speaking to their listening. Looking for common ground--SHARED MEANING.

5. We may make a REQUEST  or and OFFER.
6. We may then ask for their COMMITMENT / PROMISE or offer our COMMTIMENT
7. Together we must NEGOTIATE to get clear on our ability to deliver on our shared CONDITIONS OF SATISFACTION including the TIME.
   1. They can say no--REFUSE.
   2. Than can say yes--COMMIT
   3. They can give a conditional promise to GET BACK TO US with a response.
   4. They can make a COUNTER OFFER to answer our concerns.
8. We may choose freely to COMMIT to each other.
9. Then a PLAN is generally produced, generally by the performer.
10. ACTIONS are taken.
11. RESULTS are produced.
    1. Some results are SATISFACTORY to the customer (the requestor) while other results represent BREAKDOWNS
    2. TRUSTING or CREATING TRUST is in the linguistic/speech acts of dealing with breakdowns.
12. If the results are satisfactory THANKS are given.
13. If the results are not satisfactory, a BREAKDOWN is asserted by the requestor/customer of the promise, shared concerns are explored again, and corrective plans are co-developed or the performer may choose to RENIG on the commitment. Alternatively the requestor may WITHDRAW the request at any time.b