Which do you think is most important? Is anything missing?

See full document at

https://www.linkedin.com/posts/antlerboy_redquadrant-ten-principles-for-service-activity-6798501196282892288-tWom/

  1. Purpose: Founded on strong, shared understanding of:
    organisational intent — what we exist to do — and citizen purposes in their lives

2. Measure and work to meet these purposes

3. Customer-centred design: channels, processes, and services designed to meet demand, to reduce need, to support purpose

4. Architecture: organisation, leadership structures, ICT, accommodation, and other enablers designed to support (3)

5. Clarity and fit of roles, tasks, relationships, intent

6. Intentional culture shaping for motivation and discretionary effort

7. Systems and #complexity awareness: lead and manage with an understanding of the underlying patterns which…


I send out a constant stream of updates at www.linkedin.com/in/antlerboy and www.twitter.com/antlerboy, relating to my interests — #publicservices #transformation #complexity #systemsthinking #cybernetics

Three times a week I do ‘featured’ posts on LinkedIn and here — much longer.

I like to say things ‘rough and ready’ — recently got feedback from a submission to an academic blog that removed my negative comments (critiques), and references. And I often have typos or imperfections.

Does this matter? Please answer the simple poll, I’m fascinated to hear what — and how — people would like to hear from me!

https://www.linkedin.com/posts/antlerboy_publicservices-transformation-complexity-activity-6798136898427719680-NR-9


Would you like a nosey around my tool shed?

If you’ve read some of my posts, you might be interested in how we share and teach this stuff — organisational #systemsthinking, dealing with #complexity. The answer is the RedQuadrant tool shed.

There are three free webinars on Thursday 10 June. Registration required on these links:

Participants meet with me twice a month, in small groups. We go through a recognised programme of material across twelve months.

And, most importantly, we work on #application together, we share #learning, we develop #newideas, and we delve into ALL the material I’ve collected, developed, found useful over…


For years, I’ve been struggling with three tough challenges:

How to:

> run a network #consultancy: better consultancy at better value, focus on clients and consultants as well as business

> teach and share the good stuff (systems/complexity/cybernetics, public service transformation), steer away from dodgy stuff, without professional sclerosis or certificate milling

> support active communities of practice/enquiry to build and share learning, mutual support, inspiration

I’ve made progress!

At RedQuadrant we stick to our principles and provide excellent client value.

The RedQuadrant #toolshed, the work I’ve supported at SCiO — Systems and Complexity in Organisation #professionall accreditation and the apprenticeship), the Systems Community of Inquiry, other forums, the…


I referenced this post here:

>>Where do ideas come from, and who owns them? (Specifically, the Double Diamond model)

short post with lots of comments: https://www.linkedin.com/posts/antlerboy_doublediamond-designthinking-servicedesign-activity-6795601313569882112-pEL_

full (short) research here: https://stream.syscoi.com/2021/05/05/the-double-diamond-as-an-example-of-some-challenges-of-attribution-in-the-history-of-ideas/


There’s an interesting conversation in the fringes of the debate around the #DoubleDiamond for #designthinking / #servicedesign from the Design Council, as a new iteration of their approach is launched.

It’s a nice example because it doesn’t seem to involve vitriol or dissembling, as you find so often in these situations.

It seems clear that the double diamond emerged from extensive group work in 2005, that it owes a large debt to Bela Banathy’s 1996 ‘Designing Social Systems in a Changing World’ (you can see both images in the gif), and also that there were some other uses of both…


Kegan and Laskow Lahey’s #ImmunitytoChange is a beautiful simple practice which goes really deep.

Take a piece of paper with five spaces:

1) commitment to change

A thing you really want to do — lose ten kilos, transform your sales.

A netural, factual description of a change that really implicates you, that you feel in your gut

2) your *actual* behaviours that in fact prevent that goal from being achieved

….a *need* for four square meals a day, being too busy with other admin…

3) if you stopped doing (2), what would you most worry about?

….being deprived of…


At certain times we all find ourselves trying to sort something out — the intermediary between the Bosses and the Doers, between two teams we’re supposed to help to merge together, between the Customer and the Organisation.

X wants something from Y, but they’re asking YOU.

And guess what? Y wants something from X, but who do they come to?

Some people do this FULL TIME — for a living!

What Barry Oshry calls Middle Space is the most complex in organisational life.

There are more ways to get it wrong, and they resemble the ways to get it right.


What’s your favourite example to illustrate radically different ‘worlds’?

Consider the #oboe.

It’s a weird instrument; one of the most ancient.

To play it requires immense skill, and the patience to spend hours crafting the reeds necessary to make any sound at all.

Early pictorial examples of a double-reed instrument resembling the oboe have been found in Sumeria dating back to 2800 BC, and there are a slew of jokes about oboists to be found on the internet.

It’s one of the hardest instruments to get a tone, and used to tune the rest of the audience.

But the oboe isn’t alone in being idiosyncratic.

An old joke talks about #relationships between…


New innovations add more and more layers of details. Those layers of details create new spaces, new possibilities, new ideas.

Greebling (and degreebling)

It happens in ecologies, with evolution. In economies, with innovation. And in thoughtspace — every brilliant new meme, every time a critic gets *just* the right phrase to explain the dynamics of a new movie or the emotions it provokes.

Every new thing that comes into being to fit into a space not only creates new space, new gaps, new niches; that thing can then be used in *new* and innovative ways.

Call it preadaptation, exaptation, or an affordance; using a thing that came into being for one purpose, for a different purpose; new possibilities.

Like the shoreline paradox —…

Benjamin P. Taylor

business evolutionary www.bentaylor.com all pieces duplicated at www.chosen-path.org

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