CDF Induces Critical Realism Regarding How Agile/Lean Organizations Work
In the cauldron of change we are living in, we need a set of mind opening tools whose use leads to complex ways of thinking and listening. CDF empowers us to understand not just change but transformation, both of ourselves and our organizations. Transformation eludes formal logical thinking but not “dialectical” thinking based on CDF.
With CDF, we can add depth-first to mere breadth-first search, whether in integral thinking or in working in the business model canvas. Depth-first search brings us closer to how the real world works, thus to critical realism about what is achievable at a particular moment.
CDF comprises a set of values, strategic principles, and practices forming a cohesive whole. Like the components of business model canvas, its parts form a living system. CDF-based action logic is grounded in three interrelated perspectives on human capital in organizations :
- How individual contributors position themselves differently toward each other at major points of their developmental journey
- How individual contributors show up with regard to their self-concept, approach to tasks, and emotional intelligence
- How individual contributors construct their own “real world” depending on the complexity of their present thinking
CDF is a Complexity Theory of How Work is Delivered
We start from the premise that contributors construct unique “real worlds” of their own whose common denominator is the complexity and agility with which they carry out their practices based on their meaning-making and thinking.
Individuals’ contributions are grounded in an empirically measurable internal workplace indicating how they conceive of their work emotionally and intellectually at different points in their lifelong adult development.
We can determine contributors’ internal workplace through assessment by structured interview based on the metaphor of the Three Houses of work delivery: Self House, Task House, and Organizational House.
Knowing people’s internal workplace prepares a common ground for understanding and guiding the action logic of teams and circles, whether by way of coaching, mentoring, or shared design sessions.
CDF Functions as a Culture Transformation Tool
CDF comprises a set of values, principles, and practices all of which support agile work cultures. It addresses the gap between how reality works and how people think. It shifts the nature of stakeholder conversations for the sake of creating effective shared- leadership journeys not bound to rigid managerial hierarchies.
CDF heralds a dialogical turn of social practices in which individuals recapture the experience of their own untrammeled thinking in working together in self-organizing teams. It does so by forcing attention to team members’ movements-in-thought in real time, a learnable practice.
As a result, CDF functions as a culture transformation tool that delivers breakthroughs by improving the quality of dialog between stakeholders.
CDF Helps Put in Place Agile, Team-Based Organizations
CDF is also the tool of choice for building leadership talent in deliberately developmental organizations (DDOs). By helping to understand developmental differences between members of cross-functional teams, CDF strengthens the “wisdom” of such teams. CDF also fosters new ways of dialog in and between teams that creates that “wisdom”. Thereby, it expands that wisdom.
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