About this Presentation
If you have seen a cloud and always wanted to draw one but never have, or you are just a little unsure of how to do so, then please join me for this webinar. I will show you that for any cloud in a dialectic or conflict situation we also need to draw two change matrices in order to do justice to the situation. Two change matrices are a simpler, and for us, a more natural way to portray this structure. We will also investigate the layers of resistance and the role of satisfaction and security. Then we will look at how we exacerbate conflicts through miscommunication and confirmation bias, how these two combine to produce schismogenesis, and the feedback loops within the cloud that this draws upon. Then we will look briefly at how conflicts can stagnate before returning to the concepts from difficult conversations to alleviate the conflict. From conflict we move to 3rd person dilemma and investigate some of the important transitions that accompany this. The dilemma is of a higher logical type and a more solvable form than a 1st and 2nd person conflict.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Many organizations stay stuck because they treat conflicts as problems to manage—this session reveals how dilemmas create oscillation that prevents real progress until they are fundamentally resolved.
You’ll see how shifting from “managing trade-offs” to seeking transcendent solutions allows teams to eliminate the dilemma entirely rather than choosing between competing options.
The presentation explores how systems often cycle between opposing actions, and how recognizing this pattern of oscillation exposes the deeper structure limiting performance.
It highlights how breakthrough improvement comes from applying a higher-level organizing principle that aligns the system and resolves the conflict without compromise.
Instructor(s)
Dr. Kelvyn Youngman
A practitioner and developer of the application of Theory of Constraints. The first person to apply this at scale in Japan, and in the largest machine tool-bit factories in the world. Have consistently raised productivity in the range of 25-50% and have quintupled profitability. Have also applied this approach to large-scale acute hospital care.
Visit my website: www.dbrmfg.co.nz , it is utilized by individuals, corporations, and universities around the world, and has been for more than a decade and a half. You will find explanations, simulators, powerpoints, and much, much, more.
More recently have developed a methodology to systematically capture a range of paradoxical challenges, dilemmas, and technical conflicts. This can be applied seamlessly to Goldratt’s resistance to change and thinking process, Robert Fritz’s path of least resistance, Ury, Fisher and Patton’s Harvard Negotiation Project, Stone, Patton and Heen’s approach to difficult conversations, Gregory Bateson’s logical levels, Brené Browns work on vulnerability, Kegan and Lahey’s work on immunity to change, Bill Torbert’s action logic, and Kahneman and Tversky’s prospect theory.