Resources

Please search or filter the resources to find those of interest to you. If you are a non-member, you will not be able to see all the videos and presentations from past SCiO Open Meetings.

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This session will show how John Dewey's general theory of inquiry (1938) can be used to understand the inquiry system of Peter Checkland's Soft Systems Methodology (SSM) and will suggest some practical opportunities that might flow from this for systems thinking practitioners. It will also show how Dewey's theory of inquiry helps to clarify the essential difference between 'hard' and 'soft' systems thinking which is not yet commonly undertstood i... Read more
Training is an investment, much like introducing new technologies or processes, that organisations make in order to improve their performance. However, it is harder to evaluate the success of training than of 'hard' changes like technology or process. Since the 1970s the training profession has largely drawn on variants of the so-called 'Kirkpatrick framework' to evaluate training, even though there is a general agreement in the profession that i... Read more
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The theory of Constructed Development (as per Stevens’ 2019 PhD thesis) is a measure of a person’s awareness of their constructed intentions in the moment; this measure is time and context-specific and determines how much of their thinking is at choice. This choice leads to a number of possible responses in the moment. The individual’s capacity to choose their response in the moment informs personality and thus behaviour. When applying this theor... Read more
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A 2-minute video showing the activities at the 1st SCiO DACH Camp in Aalen, Germany
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Many organisations are preoccupied with Strategic Planning and the use of Key Performance Indicators (KPIs) with a clear desire to ‘get to where they want to go’.  On this journey, many fall foul of ‘The Tyranny of Meaningless Metrics’ (songs of the Sirens)  Worst still, if they do reach the destination, they may discover where they wanted to get to wasn’t the destination actually required to grow or survive after all! (“Alice: Would you tell me,... Read more
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Alan is a leadership performance coach, working with people handling the complexities of technology, people and business in our hyperconnected world.  He was around when the first computers hit the workplace, and his consulting career began when ideas like systems thinking, complexity, change management and transformation started to appear.  A few years ago, frustrated that most of the advice was about trying to change others, he decided to focus... Read more
Causal Loop Diagrams (CLDs) are a useful tool in the kitbag of any systems practiotioner. They are used to make our mental models explicit so they can be shared, challenged and understood.  CLDs enable us to capture the parts, connections and feedback in a system. They can be used to build consensus, agree definitions, identify leverage points and explore consequences of potential interventions. They enable us to share our ideas and communicate o... Read more
Systems thinking is a large field with different approaches. These approaches share a common system theoretical basis, but the specific interpretation is always different. System thinkers often dare to overlook the fact that their developmental stage determines their interpretation. People evolve (as individuals) differently, but according to predictable patterns. In this evolution, one gradually lets go of the ego and can think more fluid.  In p... Read more
Three Horizons is a simple and intuitive tool for thinking about the future. It grew out of a wealth of experience in future thinking, notably in strategic scenario thinking. It is an easy to use but potent way of thinking about working towards the future in the present, including maintaining the best of the present system. It helps groups explore systemic patterns to identify which of the dominant patterns are no longer fit for purpose, how the ... Read more
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Claims are frequently made about changing THE system.  Many talk about Whole System change. Then there is systematic change as well as systemic change.   What do practitioners do when they engage, or claim that they engage, with these types of change?  What are the elements of systemic praxis (theory informed practical action)? What are the implications for the use of methods and methodologies? And for situational change which constitutes an impr... Read more
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