6 Star Plus, a Foundation Work
11 August 2010
Dr. Kent C. Myers et al
In combination with the other books that I am reading this week, the first by David Perkins, Making Learning Whole, the second by Curtis Bonk, The World is Open: How Web Technology is Revolutionizing Education, this book I have read in galley form, by Dr. Kent C. Myers [strategist and process historian, a disciple of Russell L. Ackoff] with contributed chapters from a number of other individuals, gives me hope. This is an extraordinarily diplomatic and measured book, a book that can nudge even the most recalcitrant of know-it-all stake-holders toward the “aha” experience that what they are doing [doing the wrong things righter] is NOT WORKING and maybe, just maybe, they should try Reflexive Practice (or at least begin to hire people that think this way). This is *the* book that could-should lead to the first-ever Secretary General of Education, Intelligence, & Research….IMHO. The Smart Nation Act: Public Intelligence in the Public Interest, done with Congressman Rob Simmons (R-CT-02) was a proponency book. This book by Dr. Myers et al is a praxis book absolutely up there with the other 6 Star and beyond books that I recommend. As soon as I receive a printed copy, I will publish a detailed review.
AMAZON HAS THE BOOK ON SALE, $30 off from the list price of $95. As opposed as I am to the doubling of book prices, this is one book that is easily worth $65, and it is the one book I will be interested in discussing with all comers when I return to NCA in September.
Blurbs at Amazon
“An important book which illuminates, with practical and readable lessons, the path to top performance.”—Warren Bennis, Distinguished Professor of Business, University of Southern California and author of Still Surprised: A Memoir of a Life in Leadership
“A quiet but powerful critique of professions and professional education, with a glimpse of how experts could participate in open and engaged dialogue and actually help us adapt our way through today's crisis.” —Carol R. Hunter, Associate University Librarian, University of Virginia
Publisher's Product Description
Rapid social change requires that major institutions adapt. Management professionals who are called in to help presumably know what to do, but in fact their typical ways of working are anachronistic. Many professionals tacitly assume stability and a level of knowledge that no longer exists. They devise change programs that, while consistent with cultural expectations and professional standards, are flawed from the start and may actually reduce institutional capacity to adapt. Their practices and culture were developed for a different time and are ill-suited to fluid and highly interconnected situations. The very people who are relied upon for adaptive solutions are preventing what they should be providing.
Weaknesses of four familiar patterns of professional thinking are reviewed. Each puts society at risk:
· a rational pattern locks in optimal solutions that rapidly become obsolete
· a focused pattern is blind to reconfiguration options and the influence of external relationships
· a principled pattern fails to apprehend and develop the unique opportunities of a situation
· a interested pattern undercuts common interests that are already imperiled
An ominous feature of these at-risk patterns is the lack of awareness of limitations or of how the professional is included within the problematic situations to be addressed.
A different pattern is described – reflexive practice – that takes turbulence seriously and does not make convenient, traditional, and incorrect assumptions about stability, certainty, and the capacity of the professional for insight, foresight, and separation from the problem. These practitioners promote adaptive strategies appropriate for turbulent situations. Distinguishing features of these strategies include rapid generation and pruning of options, building capacity and readiness for continuous modification and reconfiguration, a greater comprehension of external changes, and reliance on mutual interaction through networks across boundaries.
Examples of reflexive practice, and the contrasting failures of at-risk practices, are traced through domains where the need for adaptation is acute – in national security, economics, energy, and environment. Personal characteristics and education of the reflexive practitioner are examined in greater detail. A simple survey of guests on C-SPAN illustrates the prevalence of the various types and their difference.
Reflexive practice is the most appropriate pattern for thinking and action for management professionals under current conditions, and in particular when devising responses to global threats. The thinking pattern remains fallible, however, and will often violate standards and appear weak in comparison with other types. This condition will persist until professional cultures themselves become adapted to the times.