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Dialogic Design for the Intelligent Enterprise
Collaborative strategy, process, and action
Peter H. Jones, PhD
Dialogic Design International, LLC
Institute for 21st Century Agoras
INCOSE 2007 Symposium
The Intelligent Enterprise
James Brian Quinn (1992, 2002):
“The self-sufficient enterprise is becoming anachronistic. Each organization is part of a matrix of merging and evolving ideas and opportunities. … Leading companies focus less on positioning and more on patterns of people and institutions they work with - or against.”
Structured Dialogic Design
Evolution of Interactive Management
Purposes :
- Strategic Planning / Consensus Scenarios
- Managing Uncertainty
- Mapping Enterprise Transformation
- Democratic resolution of wicked problems
- Way of coordinating enterprise intelligence
Transformation = attaining goals of intelligent enterprise
Structured Dialogic Design = Way of transforming for collective intelligence
Proposition: Common methods of transformation ill-suited to the IE goal, instrumentalism does not lead to IE
Why? It doesn’t work for strategy …
“Organizations have been optimized for mediocrity, or ruin.”
Michael Raynor, The Strategy Paradox
• Enterprise transformation, as a long-term corporate strategy, is inherently uncertain.
• Decision makers aiming for strategic certainty are betting the farm on One Plan.
• Purpose of (any) strategy is to design options for unforeseeable uncertainties.
Strategic Paradox
Goal of strategy: “Competitive inimitability”
- Creating non-copyable processes for innovation
Org intelligence requires culture of:- Distributed knowledge & decisions - Self-organizing teams- Processes optimized by practitioners
Competitive strategy requires commitment
- How to resolve? What do you align to?
Transformation as Strategic Change to IE
Transformation = Organizational strategy
Two schools : Emergent and Designed
Drivers for Transformation:– Value deficiencies (Rouse)– Purpose / Strategic design– Profitability / survival
• “Self-organizing emergence” unsuitable for complex or large-scale enterprises
• IE “by design” may be overdetermined
Requisite Uncertainty
Commitment
Uncertainty10 yrs:
Strategic Transformation
Board
Corporate 5-10 yrs:
Corporate Renewal
Operating Division
5 yrs:
Operational Effectiveness
Function 1Q – 1 yr.
Process Redesign
Strategic Vision
(Collins “Good to Great”)
Strategic Commitment
(Porter: Cost leadership or product differentiation)
10 yrs:
Strategic Transformation
Board
Corporate 5-10 yrs:
Corporate Renewal
Operating Division
5 yrs:
Operational Effectiveness
Function 1Q – 1 yr.
Process redesign
Commitment
Uncertainty
Organizational Architecture
Transformation
Process Reengineering
Socialization
Levels of Transformation
Why Dialogic Design?Transformation risks are profound
– Resources, Processes, Values change (Christensen)– Failures of Communication & Collaboration (Kotter)– Most managers do not consider uncertainties
Top-down planning analytical & past-based – Collaboration exposes risks & generates options– Knowing risks & options = flexible strategy
A complex, interconnected problem, multi-dimensional– Traditional methods/practices insufficient
Dialogue is generative, progressive– Collaboration = resiliency & comprehensive design
Intelligent Enterprise Applications
SDD gives organizations tools for democratic consensus across (very) disparate stakeholders
In a collective planning situation, SDD:– Scales to large-group decision making– Progressive migration of decisions over time– Consensus among very disparate stakeholders– Elicits root causes AND interconnections– Radically democratic process – No one “advantaged”
Model of Structured Dialogue1. Discovery: Scope inquiry, range of participation
2. Definition: Divergent Dialogue : Triggering QuestionOpen-ended responses (NGT method)Clarification of factors
Convergent Dialogue :Clustering responsesVoting paired relationships (ISM method)
3. Design Phase
4. Action Planning dialogue
Definition
Stakeholders first dialogue What we must consider in our strategic game plan.
Discovery - Initial research into the factors of inquiry.
Action PlanningConsensus on near * mid-term actions for all stakeholders.
Root cause mapConsensus options
DesignIdealized array of design solutions in response to Definition issues. Strategic options that offer direction & reduce uncertainty.
Guiding driver(s)Guiding
Requirement(s)
Priority drivers
Strategic goal
Influenced Requirement(s)
InfluencedRequirement
Transformative vision
PriorityRequirement
Priority drivers
Cluster markets / customers
Understanding market
Deep driver(s)A
B
C
Factors in influence map
Analyzing deep drivers:E.g. understanding customers
Influence map of Market priorities & relationships
Iterative dialogue for each deep driver
Dialogic Design Co-Laboratory
Dialogue Co-Laboratory
Largely co-located, onsite15-30+ participantsMixed media & real-time display
Cogniscope IIISM method software
Facilitator-managed
Webscope
Usually mixed locationsOnline wiki + teleconferenceMixed media & real-time display
Screen shareTeleconferenceWiki support
Layered Architecture
Clarify / Build brandidentity
Prepare a simple value package
Mount coordinated/online marketing
campaign
Clear model of product funnel & staged offerings
Introduce complementary services in marketing plan
IV
V
VI
VII
Purposes & Uses of Dialogic Design
Resolve issues among diverse stakeholders
Democratic large-group decision making
Policy design & decision making
Complex (wicked) problem solving
Strategic planning & effective priority setting
Portfolio & business asset allocation
Problem identification & root cause analysis
Exemplary SDD Applications• Peace dialogue between Greek and Turkish Cypriots (2006-2007)
• National Leadership Agenda for pharmaceutical safety for the National Patient Safety Foundation (NPSF) and AMA. (1999).
• Chronic Kidney Disease (CKD) Initiative: 48 stakeholders & 10 observers from 38 organizations defining 85 barriers to improving CKD outcomes, resulting in action plan. (2003).
• Co-Laboratory of Democracy for transnational indigenous leaders dialogue in context of globalization: 40 Indigenous leaders from Americas and New Zealand & several experts. (2004).
• Food and Drug Administration, Good Practices Review dialogues(1995-1999)
• Schering-Plough Drug Development Action Planning (1992-1994).
• Alternative Energy Future Planning for Northwest Energy Efficiency Alliance (2000-2001).
Conclusions
Enterprise transformation is both competitive & organizational strategy
• Must resolve Strategy Paradox.
Intelligent enterprises require planning for transformation.
• Must resolve the paradox of planning them.
Dialogic design has tested & offers method of collective planning & strategic design for uncertainty
References & Sites
Dialogic Design International: dialogicdesignllc.com
Institute for Global Agoras: globalagoras.org
Dialogue websites:
The Blogora: blogora.net Dialogue community support wiki
Webscope Wiki: Dialogic design templates
Some current projects:
Michigan Dept. of Education: Universal Design for Learning
Cyprus Reunification
National Invasive Species Council (USDA)
How People Harness their Collective Wisdom & Power to Construct the Future
in Co-Laboratories of Democracy
Alexander N. Christakis / Information Age / 2006
Harnessingcollectivewisdom.com