Re: Presuppositions? Assumptions? LO1836

Dr. Ivan Blanco (BLANCO@BU4090.BARRY.EDU)
Wed, 28 Jun 1995 15:51:43 -0400 (EDT)

Replying to LO1820 --

> Date: Tue, 27 Jun 1995 23:09:19 -0400 (EDT)
> From: Richard Karash <rkarash@world.std.com>
> On Tue, 27 Jun 1995, Roland Foerster wrote:
>
> > I always use this picture of an onion for the different layers of
> > mental models. This statement also says that I think there are
> > different layers!
> >
> > To my understanding they differ in change ability! That means the
> > on the outside they are, the easier they can be changed, the deeper
> > in the inside, the harder to change!
> >
> > This also refers to the difference between change and transformation.
> > If only outer layers (easily altered) are involved I'm talking of
> > change. If the very deep layers of mental models (or beliefs) are
> > involved and altered, then I think we use the word transformation.
>
> This matches the way I'm approaching this operationally:
>
> Surface <------------> Deeper (the inner layers of the onion)
>
> Easier to <------------> Harder to
> change change
>
>
> And, I'll add:
>
> Easier to Harder to
> see <------------> be aware of
> (aware) (semi-aware
> and unaware)
>
> Less <------------> More Threatening
> Threatening
>
> Are there other dimensions?
>
> --
> Richard Karash ("Rick") | <http://world.std.com/~rkarash>

The way I work this is by using a couple or three concentric
circles. The smallest one (at the center) is the nucleus. Those who
operate from the nucleus are totally invested in what is happening (the
theories, the processes, etc.) and have a very hard time seeing the need
to change. In fact they will more likely build up high walls to defend
their position (theories, processes, policies, etc.). They cannot easily
"see" alternatives ways of doing things. Those who operate near the edge
are the people on the fringes, they can see more alternatives routs
because they are not totally invested in "the" company way (or theory, or
whatever). I believe that this is why most of the major innovations and
creative ideas come from people in the fringes of their fields - these are
the guys from marketing, for instance, that really talk to the people in
manufacturing; or the business professor who really deals with professors
from the liberal arts. I see people in the fringes as those who operate
or function with "faith and doubt" simultaneously.

Ivan,

--
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