{"id":328,"date":"2010-12-10T19:19:30","date_gmt":"2010-12-10T18:19:30","guid":{"rendered":"http:\/\/lornemitchell.com\/blog\/?p=328"},"modified":"2010-12-11T13:26:59","modified_gmt":"2010-12-11T12:26:59","slug":"aristotle-argyris-and-assange","status":"publish","type":"post","link":"http:\/\/www.lornemitchell.com\/?p=328","title":{"rendered":"Assange, Argyris and Aristotle"},"content":{"rendered":"

At the end of the week where Julian Assange was locked up and everyone has been commenting on the value (or threat) of Wikileaks, I thought I would reflect on what I see is going on here.<\/p>\n

Assange is a deep thinker – perhaps even an Autistic Savant.<\/p>\n

\"\"<\/a><\/p>\n

In researching the subject I came across a quote which summarises what Assange is trying to do with Wikileaks (from piece of writing<\/a> (via<\/a>) (via<\/a>):<\/p>\n

\u201cTo radically shift regime behavior we must think clearly and boldly for if we have learned anything, it is that regimes do not want to be changed. We must think beyond those who have gone before us, and discover technological changes that embolden us with ways to act in which our forebears could not. Firstly we must understand what aspect of government or neocorporatist behavior we wish to change or remove. Secondly we must develop a way of thinking about this behavior that is strong enough carry us through the mire of politically distorted language, and into a position of clarity. Finally must use these insights to inspire within us and others a course of ennobling, and effective action.\u201d<\/em><\/p>\n

Julian Assange, \u201cState and Terrorist Conspiracies\u201d<\/span><\/p><\/blockquote>\n

It struck me that Julian Assange’s reasoning above was very similar to some of the ideas of another great thinker of our time – Chris Argyris<\/span>.<\/p>\n

\"\"<\/a><\/p>\n

I often use Argyris’ ideas (particularly single loop and double loop learning) in the work that I do – and I know that they have helped many others in creating effective change over the past fifty or so years.<\/p>\n

\"\"<\/a><\/p>\n

For those who are interested, there is a good summary of Argyris’ work HERE<\/a>.<\/p>\n

Basically, Argyris outlines two two models – Model I (Single Loop Learning Organisation) and Model II (Double Loop Learning Organisation) to highlight the potential for organisational learning: <\/em><\/p>\n

The governing Values of Model I (Single Loop Learning) are<\/em>:<\/span><\/p>\n

Achieve the purpose as the actor (or boss) defines it<\/span><\/p>\n

Win, do not lose<\/span><\/p>\n

Suppress negative feelings<\/span><\/p>\n

Emphasise rationality<\/span><\/p>\n

Primary Strategies are<\/em>:<\/span><\/p>\n

Control environment and task unilaterally<\/span><\/p>\n

Protect self and others unilaterally<\/span><\/p>\n

Usually operationalised by<\/em>:<\/span><\/p>\n

Unillustrated attributions and evaluations e.g.. “You seem unmotivated”<\/span><\/p>\n

Advocating courses of action which discourage inquiry e.g.. “Lets not talk about the past, that’s over.”<\/span><\/p>\n

Treating ones’ own views as obviously correct<\/span><\/p>\n

Making covert attributions and evaluations<\/span><\/p>\n

Face-saving moves such as leaving potentially embarrassing facts unstated<\/span><\/p>\n

Consequences include<\/em>:<\/span><\/p>\n

Defensive relationships<\/span><\/p>\n

Low freedom of choice<\/span><\/p>\n

Reduced production of valid information<\/span><\/p>\n

Little public testing of ideas<\/span><\/p>\n

Most of the larger organisations that I consult with exhibit many, if not most of these Model I\u00a0 characteristics and I am sure that most governments around the world are not that much different.\u00a0 It is not unsurprising, therefore, that the current concerns over the latest Wikileaks are clouded in language that is imprecise and have overtones of Julian Assange being a “traitor” as well as the actions of Wikileaks being seen to be threatening to existing command and control establishments.<\/p>\n

Aristotle had a similar set of ideas in his ethics<\/a>.<\/p>\n

\"\"<\/a><\/p>\n

He differentiated between technical thinking and practical thinking and the similarities with Argyris and Sch\u00f6n are striking…<\/p>\n

In the article (Aristotle’s Etihcs<\/a>) the two types of thinking are described:<\/p>\n

“The former (technical thinking) involves following routines and some sort of preset plan \u2013 and is both less risky for the individual and the organization, and affords greater control. <\/em><\/span><\/p>\n

The latter (practical thinking) is more creative and reflexive, and involves consideration notions of the good. Reflection here is more fundamental: the basic assumptions behind ideas or policies are confronted\u2026 hypotheses are publicly tested\u2026 processes are disconfirmable not self-seeking….”<\/em><\/span><\/p>\n

So, in one sense, the Wikileaks drama is acting-out an age-old problem: How can we rise above the inadequacies of what Aristotle called “technical thinking<\/em>“<\/span> within an organisational system and encourage more “practical (or ethical) thinking”<\/em><\/span>.\u00a0 This is what Argyris called the attributes of Model I organisations<\/em><\/span> and what Assange calls “<\/span>the aspect(s) of government or neocorporatist behavior we wish to change or remove”<\/span>.<\/em><\/p>\n

Aristotle’s view was that the development of “practical wisdom”<\/span> cannot be acquired solely by learning general rules.\u00a0 We must also acquire, through practice, those deliberative, emotional, and social skills that enable us to put our general understanding of well-being into practice in ways that are suitable to each occasion.<\/p>\n

Interesting.\u00a0 Try and explain those ideas to someone with autism…<\/p>\n

So enough of the analysis.\u00a0 What makes an effective learning organisation?<\/p>\n

\"\"<\/a><\/p>\n

Argyris cites the following attributes for a Model II organisation:<\/p>\n

The governing values of Model II (Double Loop Learning) include:<\/em><\/span><\/p>\n

Valid information<\/span><\/p>\n

Free and informed choice<\/span><\/p>\n

Internal commitment<\/span><\/p>\n

Strategies include:<\/em><\/span><\/p>\n

Sharing control<\/span><\/p>\n

Participation in design and implementation of action<\/span><\/p>\n

Operationalised by:<\/em><\/span><\/p>\n

Attribution and evaluation illustrated with relatively directly observable data<\/span><\/p>\n

Surfacing conflicting view<\/span><\/p>\n

Encouraging public testing of evaluations<\/span><\/p>\n

Consequences should include:<\/em><\/span><\/p>\n

Minimally defensive relationships<\/span><\/p>\n

High freedom of choice<\/span><\/p>\n

Increased likelihood of double-loop learning<\/span><\/p>\n

Which brings us back to Julian Assange and Wikileaks.\u00a0 It is clear, for me, that Assange’s has developed a reasoned approach to changing the attributes of what might be called Big Government and Big Business.\u00a0 The main question for me, is, could he be more effective?\u00a0 Has he created his own Model I organisation to effect the changes he outlines he wants to achieve?\u00a0 Or is Wikileaks a new model II organisation for journalism that uses the internet to help change the belief\u00a0 system of the organisations that information is leaked about?<\/p>\n

Argyris & Sch\u00f6n (Argyris, C., & Sch\u00f6n, D. (1978) Organizational learning: A theory of action perspective,<\/em> Reading, Mass: Addison Wesley)<\/span> say that change only comes through a collaboration<\/span> between the change agent or interventionist and the Model 1 organisation.\u00a0 They suggests moving through six phases of work:<\/p>\n\n\n\n\n\n\n\n\n
Phase 1<\/span><\/strong><\/td>\nMapping the problem as clients see it.<\/span> <\/strong>This includes the factors and relationships that define the problem, and the relationship with the living systems of the organisation.<\/span><\/td>\n<\/tr>\n
Phase 2<\/span><\/strong><\/td>\nThe internalization of the map by clients. <\/strong><\/span>Through inquiry and confrontation the interventionists work with clients to develop a map for which clients can accept responsibility. However, it also needs to be comprehensive.<\/span><\/td>\n<\/tr>\n
Phase 3<\/span><\/strong><\/td>\nTest the model<\/strong>. <\/span>This involves looking at what \u2018testable predictions\u2019 can be derived from the map \u2013 and looking to practice and history to see if the predictions stand up. If they do not, the map has to be modified.<\/span><\/td>\n<\/tr>\n
Phase 4<\/span><\/strong><\/td>\nInvent solutions<\/strong> to the problem and simulate them to explore their possible impact.<\/em><\/span><\/span><\/td>\n<\/tr>\n
Phase 5<\/strong><\/span><\/td>\nProduce the intervention<\/strong>.<\/span><\/td>\n<\/tr>\n
Phase 6<\/strong><\/span><\/td>\n Study the impact<\/span><\/strong>.<\/span> This allows for the correction of errors as well as generating knowledge for future designs. If things work well under the conditions specified by the model, then the map is not disconfirmed.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

.<\/span><\/p>\n

Given that most of the work that I do is, in one way or another, trying to deliver\u00a0 effective<\/span><\/strong> (and collaborative) change, I wonder whether the latest developments in the Wikileaks drama will become the most effective way to use modern internet technology to bring about the changes so vitally needed in this world to challenge the corruption, waste and continuation of so many Model I organisations…..<\/p>\n

…….or whether there is another, better, more effective internet-based Type II model which creates a collaboration between the change agents and the Model I organisations to make the change happen more quickly and effectively….<\/p>\n

I suppose only time (and more thinking and action) will tell……<\/p>\n

Makes you think, anyway!<\/p>\n","protected":false},"excerpt":{"rendered":"

At the end of the week where Julian Assange was locked up and everyone has been commenting on the value (or threat) of Wikileaks, I thought I would reflect on what I see is going on here. Assange is a deep thinker – perhaps even an Autistic Savant. In researching the subject I came across … <\/p>\n

Continue reading “Assange, Argyris and Aristotle”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_mi_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false}}},"categories":[42,41,5,32,50,52,36,51,49],"tags":[],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/p6DQGK-5i","jetpack-related-posts":[{"id":306,"url":"http:\/\/www.lornemitchell.com\/?p=306","url_meta":{"origin":328,"position":0},"title":"Working Through the Big Freeze","author":"Lorne Mitchell","date":"03\/12\/2010","format":false,"excerpt":"I had a commute-from-hell to get home on Tuesday night with a train being broken down in front of mine and my train taking the side-track via a suburban frozen waste. \u00a0Not fun. \u00a0I decided to stop commuting for the rest of the week. For the past two days I\u2026","rel":"","context":"In "Big Ideas"","block_context":{"text":"Big Ideas","link":"http:\/\/www.lornemitchell.com\/?cat=42"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":1789,"url":"http:\/\/www.lornemitchell.com\/?p=1789","url_meta":{"origin":328,"position":1},"title":"The Myth of Zen in the Art of Archery","author":"Lorne Mitchell","date":"13\/12\/2017","format":false,"excerpt":"It's fascinating how aspects of Westernised Zen philosophy came out of Hitler's Germany. 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