IDM – An Institute Supporting the Art and Science of Agile Thinking and Listening
In today’s tumultuous global environment, organizations and institutions face many critical challenges.
Two of them stand out:
- Strengthening organizational innovation through design thinking as a way of problem solving
- Teaching self-organizing and cross-functional teams complex and agile thinking
Based on the tools provided by the Constructive Developmental Framework (CDF), our clients learn to create an “open-system” organization. Such an organization safeguards the self-development of its contributors and stakeholders. CDF tools comprise both individual and team-oriented tools for assessment, hypothesis formulation, assumption mapping, team dialog based on novel thought forms, and social-emotional self-testing. These tools all operate on a ‘meta-thinking’ level where the structure of thinking itself becomes thematic. In particular, tools referred to as ‘DTF’ (Dialectical Thought Form Framework) help clients move everyday discourses from logic-analytical and systems thinking to a way of grasping not simply ‘change’ but ‘transformation’ of the real world. We call that ACQUIRING CRITICAL REALISM.
It is this continuum that underlies all offerings of the Interdevelopmental Institute (IDM).
Complex Thinking for Integral Leaders
This first book on complexity thinking for integral leaders will come in handy at a time of great turmoil in the global economy, reflected in organizational attempts at agile thinking, lean start ups, and forestalling the risk of defeat by disruptive business models. The author critiques the sole reliance on formal logical thinking, showing how via systems thinking a path can be cleared to what he calls transformational thinking, based on Roy Bhaskar’s Dialectical Critical Realism.
In particular, the book focuses on agile teams and pods, pointing to both the risks and opportunities of flexible managerial hierarchies and distributed leadership. It not only teaches the rudiments of transformational thinking but also gives many examples of how to boost complex dialog — connected to the real world — in teams.
By introducing the four moments of dialectic and their associated thought forms, the book suggests avenues toward transforming organizational and institutional cultures through dialog, opening up new vistas toward agile action logics beyond purely logical thinking.