Conceptual Framework for Design, Development and assimilation of healthy and sustainable processes

SHAHROKH PEZESHK

February 1997

Technology changes behaviourSHAHROKH PEZESHK Positioning – a little bit of

background

Main Concepts

• We tend to shape technology after our own image. Mobile communication, Robotics and Artificial Intelligence help us in this process

• Information Science could provide a unifying backbone for the diversified body of scientific and extra-scientific knowledge

• Events and products relate to processes and cycles in a similar way that the potential energy relate to kinetic energy

The Objectives:

• Study and disseminate the application of the best available in science and technology to promote individual and collective set of values that are emotionally and physically sustainable in an organization

More specific objectives:

• To deal with more Complex Issues such as Cultural Change, Unity of Vision, Perception, Conflict Resolution, Dilemmas, Interruptions and maintenance of balanced and continuous growth and assimilation of the results using technology.

• Stimulating spiritual and emotional awareness resulting from these complex issues as they relate to Science and technology

• Offering a more Holistic Diagnosis of organisational problems, their corresponding solutions, and their respective victories and crises

• F = First, concrete steps of the change formula: D x V x F > R

GLEICHER'S FORMULA

Beckhard and Harris (1987) • These factors are: • D = Dissatisfaction with how things are now; • V = Vision of what is possible; • F = First, concrete steps that can be taken towards the

vision. If the product of these three factors is greater than • R = Resistance, then change is possible. • In multiplying D, V and F, if any one is absent or low, then

the product will be low and therefore not capable of overcoming the resistance.

The empirical backing of the Theory would be based on ‘F’

Why the First Concrete steps are so important!

• By First Concrete steps we achieve: Timely start, in the right environment with the right

preparatory setting – half of the work is done! Once the confirmation is received that we are on

the right track the credibility of change agent (could be of the leader) is increased.

• In order to back the Theory and its models we only have access to empirical backing for the “F” and can only show that we are on the right track

Future Research: What would be possible ‘F’ on complex questions

• When and what kind of genetic splicing should be allowed? How about embryo cloning, genetically modified organism (GMO), DNA cloning, therapeutic cloning?

Research into: Reversibility, DNA & Interface:3rd ,5th , 8th principles

• What are the main issues in the conservation of biological diversity, environmental questions related to ecosystemsResearch into: Interruption, Reversibility, Sharing & Interface:

4rd ,3th ,5th ,7th, 8th principles

• Formulation of unifying Theory, synthesising Referential Structures, Conceptual Frameworks / Platform and Models for each of four layers identified in these models

• Using the new model, investigate the interplay of the main principles proposed in the model as applied to the change process.

Future research objectives:A Theory or Conceptual Platform

Goal-directed spirituality

• One aspect of 'Being spiritual' is goal-directed, with aims such as: simultaneously improve one's wisdom and willpower, achieve a closer connection to Deity/the universe, and remove illusions or false ideas at the sensory, feeling and thinking aspects of a person. Others say that spirituality is a two-stroke process: the "upward stroke" is inner growth, changing oneself as one changes his/her relationship with the external universe, and the "downward stroke" is manifesting improvements in the physical reality around oneself as a result of the inward change.

The intersubjectivity and repeatability a theory

• Rudolf Steiner and others in the anthroposophic tradition have attempted to apply scientific methodology to the study of spiritual phenomena to shape a spiritual science. This is not an attempt to redefine natural science, but to explore inner experience, especially our thinking, with the same rigor as we apply to outer (sensory) experience. The scientific criteria of intersubjectivity and repeatability have, however, rarely been met here.

• Ken Wilber is another modern figure attempting to unite science and spirituality. He has proposed an integral theory of consciousness.

Conceptual Framework - Methodology

• Firstly we use descriptive approach In this approach the exiting cycles, processes and events are classified identified and the rate of their conformity to the proposed model are explained as a measure of sustainability. Here Historical data, existing theories, models, case studies, and best practices could provide us with empirical backing to substantiate the Theory and Models presented here. This process anatomy is static and reactive.

• In the prescriptive approach, where we recommend frameworks for designing optimal change models, both the nine(9) principles and four layers(4), proactively project ways of how we should design or adapt the processes to have a more sustainable and readily-assimilating results. Here the, process development focuses on more preventive than curative measures. Here the strength of the theory is its originality, consistency, with a trade-off in lacking empirical backing. This would generate a gap which would call for more collaboration and complementary research.

Conceptual Framework - Methodology

Conceptual Model is based on 2 general assertions:

• Firstly that “all human undertakings (i.e. activities, projects or events) could be seen as processes involving a happy combination of four distinct, exhaustive and exclusively independent components or layers, namely spiritual, emotional, intellectual and physical (domains)”

• Secondly that “all of these processes follow nine mutually exclusive, exhaustive and interdependent principles (rules) or they are result of their respective combinations. These nine principles are as follows:

1. Rhythmic cycling, 2. Registering, 3. Positioning (interpolating and extrapolating),4. Interrupting, 5. Genetic coding (generative powering),6. Multi-functioning, 7. Distributing (sharing), 8. Controlling (operational systematizing) and9. Synthesizing.

Conceptual Framework is based on 2 general assertions:

Common characteristics of all principle

• They all have a steed, booster and challenges to deal with. They also have traps, barriers and threats to handle

• They all have interfaces with other eight principles. The interface through the ninth principle enables their interplay with the four(4) layers.

• Examples:• 8th principle has a challenge of how to handle 5th, 9th,

4th and 7th principles• 6th principle has a challenge of how to ensure the

critical path to be executed satisfactorily while executes other functions

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Emotional x Spiritualinterface

Physical x intellectualinterface

Physical

Intellectual

Emotional

Spiritual

Emotional x SpiritualInterface

9th

Physical x intellectualinterface

A little touch of taxonomy , Etymology

• spirituality • Wisdom is the ability, developed

through experience, insight and reflection, to discern truth and exercise good judgment. Wisdom is developed by experience, but is not taught. When applied to practical matters, the term wisdom is synonymous with prudence.

• List of cycles - Circadian rhythm • Cycle of leadership and leadership cycle - process• cash conversion cycle. working capital cycle or cash cycle

• product life cycle management, Life cycle cost analysis, life cycle assessment

• systems development life cycle. • Virtuous circle and vicious circle. • business cycle - RBC. • cycle count

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Nine principles of the Theory

1st principle• The first principle of the Theory is that all processes

have cyclical or fluctuating manifestations with specific rhythm.

• Any human function that repeats itself may give rise to a product, service or event, that in turn could trigger off other processes

• A cycle has its orbit, its rhythm, its opening and closing points, its motivating force, its sense of direction and its check points which intersect with other cycles.

• A cycle initiator triggers off or stops a cycle within this principle –

• Barrier - analysis paralysis, decision theory

TYPES OF CYCLES

• Prescriptive comment: Identification and classification of a cycle and its components is the principal function of this principle. We could have descriptively

• Strong, or a weak cycle• Humorous and serious cycles• Left-brain and right brain cycles• Positive and negative cycles – vicious and virtuous• Carrying Cycles: information-carrying cycles, energy carrying

cycles, cycle carrying cycles!! • Generative or dependent cycles• Isolated cycle or an intersecting cycle• Healthy or a sick cycle, harmonious functioning of its elements • Critical, If we consider it together with other cycles which are less

important

TYPES OF CYCLES

• The cyclical processes can also be classified, from a physical, intellectual, emotional or spiritual point of view. We will then have physical, intellectual, emotional and spiritual cycles.

• Time cycle is an example is one and intersecting cycles is another.

2nd

3rd

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2nd 4th

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Register

Nine principles of the Theory 2nd

principle - Register• 2nd principle of the Theory is called

register or logging. This involves the register of the points that constitute a route, a path or an orbit of a cycle. One could register the important points of a cycle by saving or recording them by a recorder, computer or other devices or even capture information outside our sensory range

2 - Register

• Prescriptive comment: Depending on the type of cycle or processes there are specific requirements that needs to be met so that the registers could be effectively used by other principles or could interface with other processes or layers

• operating registers could then trigger off interface registers that are responsible for behavior patterns of processes.

• Registering risks but not equally recording opportunities8th

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Positioning

Confucius stated that wisdom can be learned by three methods: Reflection (the noblest), imitation (the easiest) and experience (the bitterest). See wisdom

Positioning

• The third principle of the Theory is the positioning principle. Positioning involves interpolation of the logged or registered points of a cycle in the past. An extrapolation is the act of taking these registered points into the future.

3 - Interpolation and Extrapolation

• Interpolation and extrapolation could internally occur within the stages of a cycle or could be external as it takes place between similar cycles (other software houses)

• Example of internal in software development: First, definition and specification; second, users approval; third, program flowcharting; fourth, program codification and finally system testing and implementation

3 - Interpolation and Extrapolation

• comparing this system with similar systems developed by other analysts, in other cities or software houses in other countries, he is doing an external interpolation (bench-marking).

• Prescriptive comments: for good positioning extrapolation and interpolation should be balanced

3 - Interpolation and Extrapolation

• An external extrapolation would occur when he would consider possible methods of testing and implementation which be could used by other software-houses in the future. If a doctor, a lawyer, any other professional would seek advice of another this would be external extrapolation

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Intersection

4 - Interruptions

• The strength and integrity of a process is determined by extent to which a process is prepared to handle or cope with interruptions of on different layers ( namely, physical, intellectual, emotional and spiritual). We could have regular or irregular interruptions.

4 - Interruptions

• When cycles are related in macro-micro structures, positioning is done hierarchically or vertically.

• Voluntary or proactive interruption is normally referred to as an intersection.

• This brings about an exchange of structural forces between the intersected cycles.

4 - Intersection of Cycles

• intersection of cycles. Moral leadership with its actions on the highest level, which is spiritual (the value system), would affect changes in moral values that in turn can have influences on emotional, intellectual and physical cycles involved

• Prescriptive comments: For a good functioning of this principle intersection and interruption would need be balanced – This would be possible in seeing opportunities in crises!

Option Interrupt

• An option interrupt may involve a question as to whether at any specific moment one is exercising the best option. Here we could say that the logging or register interrupt is being activated three times a day if this recoding takes place with this frequency

http://www.pd-fams.com/en/product/sarsmodeling.html

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DNA Remodeling

5 – DNA Remodeling

• The 5th principle of the theory is the genetic code of the cycle with remodeling, reformatting and transformational function.

• At this stage a number of factors should be well understood:Models, pilot projects, strategic plans,

normative and policy scripts, a primal example, referential structures.

The 5th principle of the Theory is remodeling, reformatting or transformation.

At this stage other factors should also be well understood:» Motivating forces of the cycles involved

and their hierarchical structure.» How a transforming power structure can

be reinforced.

5 – DNA Remodeling

• The basic rules for transformation may also be seen on the four hierarchical levels we mentioned before. This principle is so important that eight other principles revolve around it and depend on it. Word of God, Love, Knowledge, and Money are four important agents for transformation.

5 – DNA Remodeling

• The relationship between the value systems ensures the integrity of the operating systems. An example of this would be when we consider the conformity of an action in relation to its global context.

5 – DNA Remodeling

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I am so old I can laugh, cough, sneeze and pee all

at the same time !

Multiprocessing

6 - Multiprocessing

• Multiprocessing would be the act of executing more than one activity on the same principal route, without jeopardizing the satisfactory execution of the main cycle.

• Here for activities or processes to function side by side would necessarily need to pass consistency test.

6 - Multiprocessing

• An example of multiprocessing on the emotional level would be to consider a doctor who faces the death of his patient. The doctor is naturally grieved and emotionally affected by the passing of his patient, at the same time he feels that he should tranquilize the relatives of his patients.

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Sharing

7th principle - sharing

• The seventh principle is sharing. Here Sharing means that more than one process is controlled by the same processing unit.

• Time-sharing is one well-known concept, very much used in information technology. Other forms of this principle would be in learning and unlearning, teaching and learning processes.

• In communication: receiving and transmitting would be another example.

• Consider a baby who sees that a person is being run over. He does not understand nor identify that event to be unpleasant and consequently he would have no reaction. But as other people share their emotions through their behavior, he reacts accordingly.

7th principle - sharing

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Control Interface

8th principle: Control Interface

• The operating interface is a kind of thermostat for the other eight principles

• In order to accomplish a task or objective. We may have any one of the four basic types of operating systems or interface, namely the physical, intellectual, emotional and spiritual (Value System)

• The objective of the operating interface is to attain a balanced control of the seven principles on each of the four layers.

• Some operating interfaces would have have a catalytic effect on others.

8th principle: Operating interface

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9th Synthesis

Synthesize Operating Processes

• Synthesis is a process that brings the 4 layers of the Theory and operating processes horizontally. This is to produce unified clusters of operating systems of the same type and level, or it can act vertically until it reaches a unified status on the highest level.

Application of the model

• Business process reengineering•

Related areas• reengineering • process management • benchmarking • theory of constraints • TQM • Six Sigma • ISO 9000 • Capability Maturity Model • Donella Meadows' twelve leverage points to intervene in a system • Just In Time manufacturing • Liquid Logistics • Lean manufacturing • Business Process Improvement (BPI) • Retrieved from "http://en.wikipedia.org/wiki/Process_improvement"• Categories: Wikipedia articles containing buz

Some icons for the principles of the Theory

1. Rhythmic cycling,a) Physicalb) Intellectualc) Emotionald) spiritual

2. Registering,a) Physicalb) Intellectualc) Emotionald) spiritual

3. Positioning a) Physicalb) Intellectualc) Emotionald) spiritual

4. Interrupting – intersecting

5. Genetic coding - DNA

6. Multi-functioning,

Some icons for the principles of the Theory

Some icons for the principles of the Theory

7. Distributing (sharing)

8. Controlling (interfacing)

7. Synthesizing

a) Physical

b) Intellectual

c) Emotional

d) spiritual

Objectives of this presentation

1. Describe the four(4) components and nine(9) principles of the Theory and its facilitating models

2. Demonstrate its relevance in creative thinking, change models and to show that are emotionally, intellectually and physically sustainable

3. Demonstrate their empirical sustainability in the existing literature by substantiating historical and practical data

4. Stimulate interest for critical analysis, co-authorship and joint ventures

√

To Demonstrate The Theory's relevance we resort to Best Practices

• 2005 Best Practices in Change Management http://www.change-management.com/best-practices-report.htm

• Information Technology Infrastructure Library

• Other internationally recognised practices

                                       

© Copyright International Business Machines Corporation 2003. All rights reserved.

Most software projects fail. In fact, the Standish group reports that over 80% of projects are unsuccessful either because they are over budget, late, missing function, or a combination. Moreover, 30% of software projects are so poorly executed that they are cancelled before completion …Best practices1. Development process - 2. Requirements 3. Architecture 4. Design 5. Web Sphere application design 6. Construction of the code 7. Peer 8. Testing 9. Performance testing 10. Configuration 11. Quality and defects management 12. Deployment 13. System operations and support 14. Data 15. Project management 16. Measuring success - You can measure your development process against an industry standard known as the Capability Maturity Model (CMM) Example: MindTree - http://en.wikipedia.org/wiki/MindTree

Best practices in Software development -

Best practices in Leadership and Standards

• The journal was initiated in 1990 by UNESCO and is. produced with the cooperation of the United Nations Economic ... Best practices in change management ...

• OECD Principles of Corporate Governance 2004

• Board’s Best practices – ASIC - CORPORATE GOVERNANCE IN ASIA

Beast practices in Change ConsultingSYNTHESIS – Convergence over time

• The convergence of two fields of thought

• To understand change management as we know it today, you need to consider two converging and predominant fields of thought: an engineer's approach to improving business performance and a psychologist's approach to managing the human-side of change.

9th

ITIL VS Conceptual Platform

• Incident, problem, change, release, service level management … Availability Management, Continuity Management, Security Management

• Security Management – internal, external, confidentiality, integrity, availability – Physical, Technical, Procedural

ITIL VS Conceptual Platform

• Change management – Request for change (RFC), Forward Schedule of Change (FSC)-Gantt-chart, PERT, Projected Services Availability (PSA)

• Change recording, categorising, filtering, prioritising, Change Authority, Change Advisory Board Emergency Committee (CAB/EC), change assessment, approval, scheduling,

• Co-ordinating change building, change testing• Implementation Approval, review, closure and

finally Reporting

Objectives of this presentation

1. Describe the four(4) components and nine(9) principles of the Theory and its facilitating models

2. Demonstrate its relevance in creative thinking, change models and to show that are emotionally, intellectually and physically sustainable

3. Demonstrate their empirical sustainability in the existing literature by substantiating historical and practical data

4. Stimulate interest for critical analysis, co-authorship and joint ventures

√

Conclusion

• If these new model help us to understand better the world of human processes with a

more coherent and consistent phenomenology, and they help us to select those processes that are considered to be successfully stable – because they do not

break the rules of the model. Then we could go on to the next step of trying to create or

plan future models that reflect a similar level of success or stability in their development.

• In this way, many other models could be created, each one with a different function: for example a new diagnosis model could be built using these principles. In this case we need to have an anatomical understanding of the processes involved. Next we need to identify and distinguish each and every layer constituting these processes and finally evaluating the extent to which the principles of the Theory are present or absent in them.

Conclusion

• There is one important rule that should be respected when we create our Models:

• In creating referential substructures for each component or layer we should use the resources of that category.

• For example the structure of human body is made of bones. The bones are made of tissues that recover from injuries; they grow, develop and recover in a similar way that other tissues do. By analogy a structure to support the emotional layer should be constituted principally of emotions.

Conclusion

• A baby develops emotional ties with mother or father and other members of the family. Identifies and understands complex emotions such as love, hatred, fear or emotional tranquility, this happens even before he is born in the womb of his mother or later on from the cradle. Extending this a little further to more complex human processes we could see, that some cultures serve as mother cultures, some books as mother books, some “boards” as “motherboards” and some bones as the backbone.

• By the same token only a spiritual infrastructure could support flow of spiritual information.

Conclusion

First Concrete Step!!

• YOU may say: I am interested to know how the theory could make its little contribution for the little changes I need to make so that my dreams could come true

• Interested to come along to the next presentation

• Interested to participate a 4 hour seminar or workshop

• Co-authorship in publishing and presentation

• What is ITOE & UTOE?• Interface Theory of Organizational Energy &

Unified Theory of Organizational Energy• According to ITOE & UTOE, the Energy as

applied to International consulting and International Networking systems have four layers (components) of human interaction: Physical / Material Intellectual / Technological Emotional / Sociological Ethical / Spiritual

Maintain healthy cycles: Ensure understanding the nature of change cycles, giving special importance to their opening, closing and their rhythms. Macro and mother cycles should be identified and nurtured in any process. Understand positive and negative energies and cycles

Register in order to be able to control the change Position in order to understand what has changed and

what needs be changed Prepare for interruptions to change in order to ensure a

continuous forward flow of energy to effect change

Understand the laws, rules and dynamics for change, where responsibilities, rolls and expectations are well defined

Multitask in order to bring about the change and its goals faster

Learn and unlearn paradigms for change. Sharing and receiving what is being shared

Balance and harmonize the functioning of the 9 principles during all stages of change

Balance and harmonize the right mixture of the four component of change at different stages of change

• Apply the ITOE & UTOE theory to business diagnosis in international consulting and international Networking: a workshop exercise. Please identify the 4 components of an international networking project and think of examples of how each of the nine principles of the ITOE & UTOE theory could be used to ensure its success. You may go to www.shahconsulting.yolasite.com website on Case Study tab to get some ideas

• “Why do we need a scientific theory?• Because social change is a complex affair, we need

tools like theories of change to help us:• Build a common understanding of our collective

thinking with regards to the process needed to achieve a desired social goal

• Identify potential weaknesses or gaps in our collective thinking, such as certain hypotheses or assumptions that need to be tested, refined or discarded.

• Develop more coherent program strategies that are constructed from logically robust theories of change”

ReferencesBeckhard, R., & Harris, R. (1987). Organizational transitions. Reading, MA: Addison-Wesley.

To obtain additional Information

• E-mail:

shah-consulting@karimarshall.com Telephone:

720 343 6556

www.shahconsulting.yolasite.com