FOCUS: Re-Framing Perspective

By Patrick A. Trottier

FOCUS: Perspective

How we ‘see’ things is what we create.
(Trottier – sometime in the 60s)

Throughout the EODC® Platform, one very unique aspect within the overall process is in facilitating people to look at themselves and their organization through a different ‘lens’.

To facilitate such, we use a process called Strategic and Generative Dialogue:

A Tool and Process For Emergent Change; The Practice of Strategic and Generative Dialogue

In the write-up connected to the link above, you will notice that we distinguish between “strategic” and “generative”dialogues. In both forms we release the need for outcomes and instead engage in collective inquiry and the process of ‘meaning making’. As this proceeds, decisions emerge throughout the EODC® platform from new ways of thinking and new perspectives.

Here, we gather information from various internal and external sources and have open dialogue (good conversations) about:

  • What are the influencing patterns, trends, disruptions, drivers and determinates that influence us, our organization and our business?
  • What are our analytics, AI, social media, and other IT/IS internal and external as-close-to-real-time continuous loop feedback and pattern display interfaces   telling us?
  • What patterns are forming and what do we need to pay attention to?
  • Are these ‘patterns, etc.’ coherent, cohesive and congruent with our current beliefs and assumptions about ourselves, our customers, market, regulations, suppliers, etc.?
  • What perspectives do we need to re-frame to create an organization that is more adaptable, influential, and emergent, in form and capability, to the rapidly changing, complex world we find ourselves in? (second-loop learning)
  • What core elements can be influenced by us, our business and our organization in developing our business model?

A ‘lens’ naturally acts as our filters of incoming information through our beliefs and assumptions which then shape our thoughts, feelings and perspectives.

Our perspectives shape and form that we create.

When our beliefs, assumptions and perspectives are allowed to emerge and evolve …  so do our organizations more naturally.

Thus, simply through ‘changing lenses and re-framing’ toward an emerging perspective about change, an organization will create the conditions to adapt, emerge and evolve in real time.

Let’s have some fun with ‘perspective’:

# 1. What do you ‘see’ in this picture:

perception - horn plyer

Do you see ‘a woman’s face’ or a ‘jazz horn player’? If you ‘see’ one, relax your eyes and ‘see’ the other. Isn’t that interesting – ‘perception’!

Now think about what you would say and act act toward ‘the woman’. Now, think about what you would say and act toward the ‘jazz player’. Would there be a difference?

What we ‘see’ and how we ‘see’ things certainly defines what we would think, do, and act ‘framed’ by our perceptions.

Thus, our ‘perceptions’ are great influencers in what we create, and how we create something.

Thus, if one changes (re-frames) one’s perceptions about something, one creates a different relationship toward that thing, person or event. Be that a husband, or wife, a city, an election, or an organization.


#2. Do you ‘see’ this diagram spinning? Now, relax your eyes and softly look at this diagram. Now think left and the spin will go left. Now think right, and the diagram will spin right. Try it. It may take a moment to relax your eyes and brain to ‘control’ the spin.

Wheel Spin

Isn’t that interesting – ‘preception’!  Powerful!

Again, think about how our ‘perceptions’ frames our experiences, our thoughts, our decisions, our constructs about the world we interact with.

Curiosity, Exploration, Imagination and Discovery and Re-framing Our Beliefs, Assumptions and Perceptions

We believe that curiosity, exploration, imagination and discovery is critical in ‘re-framing’ our perceptions of ourselves, others, places , events, business, relationships AND organizations – actually everything.

EODC® facilitates the natural human capabilities of curiosity, exploration, discovery and experimentation throughout the EODC® circumplex.

This is critical to create emergent organizations – we need to understand and ‘see’ what that looks like, feels like, tastes like, smells like and sounds like.

We see these attributes as critical to open doors for innovation, creativity and new forms of everything – including organizations.

This ‘opening of doors’ is critical to the emergent process of crating emergent organizations.

We emphatically believe that humans have a natural curiosity for exploration, discovery and the unknown.

We believe that humans have a natural capability to collaborate and are self-organizing agents.

We believe that such natural human essences and inalienable attributes are depleted by our current institutions, our business structures, systems and processes, our social norms, traditional parenting, schools and organizational design and work environments.



Some Other Key Dynamics Within the EODC® Platform Worth Mentioning

‘Readiness’, ‘Ownership’, ‘Effective Engagement’ are key human and organizational dynamics that are facilitated within the EODC® process.

A Shift In Mental And Emotional Frameworks; The EODC® Platform begins by getting in touch with our natural ability to shift, simply put, ‘how we see ourselves, the things in our lives, and the worlds we live in by ‘re-framing’ our perceptions, beliefs and assumptions.

This diagram tries to show the degree of different approaches along the horizontal axis to change and how such manifests the degrees of the four change elements along the vertical axis

Within the EODC™ platform, the importance of becoming aware of what ‘shifting an emotional and cognitive framework‘ is like, and forming a comfort zone to that experience before getting into the organizational business model, business strategy, organizational design, etc., is critical, as simply stated below:

Dee Hock, author of Birth of the Chaordic Age, Founder and CEO Emeritus, VISA, says it well:

“Small shifts in deeply held beliefs and values can massively alter social behavior
and results – in fact, may be the only things that ever have.”

The most difficult part is to understand and get beyond the origin
and nature of our current concepts of organizations; to set them aside
in order make space
for new and different thoughts.”

COGNITIVE DISSONANCE and Re-framing Our Beliefs, Assumptions and Perceptions

There is a fundamental and natural process by which the human mind forms novel patterns of thought and thus facilitates a shift in cognitive and emotional frameworks by bringing in new information that does not align to current perceptions.

This is called ‘cognitive dissonance’.

Cognitive dissonance theory proposes that people seek psychological consistency between their personal expectations of life and the existential reality of life as seen though new information. To function by a expectation of experiential consistency, the mind has naturally incorporated the process of dissonance reduction in order to continually align our perceptions of the world with the patterns, trends, expectations and actions of the real world.

This is a pretty good write-up about ‘cognitive dissonance’, if interested:

An EODC® approach and an emergent perspective also seems to be the answer to this famous quote below attributed to Albert Einstein:

“The definition of insanity is doing the same thing over and over
and expecting different results.


GENERATIVE DIALOGUE and Re-framing Our Beliefs, Assumptions and Perceptions

Within this ‘Perspective’ phase within EODC®, we facilitate dialogue amongst key stakeholders not to come up with determined solutions at this point, but to understand ourselves, our current perceptions and is there a need to shift our mental and emotional frameworks in order to enhance an organization’s ability to create and sustain its organizational and business vitality and viability in complex worlds.

EMERGENT LEARNING All Through the EODC® Platform

Single, Double, Triple, and Quadruple-loop Learning (Emergent Learning)

Shifting ‘perspectives’ is a learning process of assimilation and accommodation. The deeper we reflect on situations, the more there is a possibility that we actually change how we see ourselves and things.

The concepts of Single, Double and Triple Loop Learning is explained by Chris Argyris. Wierdsma and Swieringa also take such as a fundamental concept to explain what a learning organization does. Hargrove also uses it in his books on Masterfull Coaching.


Single-Loop Learning ⇒ primary actions / activities and what will improve such…

Single-loop learning assumes that problems and their solutions are close to each other in time and space (thought they often aren’t). In this form of learning, we are primarily considering our actions and results. Small changes are made to specific practices or behaviors, based on what has or has not worked in the past. This involves doing things better without necessarily examining or challenging our underlying beliefs and assumptions. The goal is improvements and fixes that often take the form of procedures or rules. Single-loop learning leads to making minor fixes or adjustments, like using a thermostat to regulate temperature.

Are we doing things right? Here’s why this works or does not work – insights and patterns to our activities and approaches about what we do and the results obtained (desired or not desired). Here’s what to do—procedures or rules to correct / improve / fix things.

Double-Loop Learning ⇒ operating beliefs and assumptions that are internal influencers / filters in how we ‘see a situation’…

Double-loop learning leads to insights about why a solution works or does not work. In this form of learning, we are considering our actions in the framework of our operating beliefs and assumptions. This is the level of process analysis where people become observers of themselves, asking, “What are our beliefs and assumptions that underlie our decisions and activities to achieve results?What is going on here? What are the patterns?” We need this insight to understand the patterns. We change the way we make decisions and deepen understanding of our assumptions. Double-loop learning works with major fixes or changes, like redesigning an organizational function or structure.

Are we doing the right things? Here’s why this works or does not work – insights and patterns to our beliefs and assumptions about why we do what we do.

Triple-Loop Learning ⇒ the ‘context’ of a situation and the ‘influencers’ effecting the specific situation….

Triple-loop learning involves principles. The learning goes beyond insight and patterns to gaining insights into the ‘context’ that a situation exists in -certain important relationships as well as the relationship of the specicficsitutaion to the influences of the larger picture. . The result creates a shift in understanding our context or point of view. We produce new perspectives, commitments and ways of learning. This form of learning challenges us to understand how problems and solutions are related, even when separated widely by time and space. It also challenges us to understand how our previous actions created the conditions that led to our current problems. The relationship between organizational structure,behavior and results is fundamentally changed because our insights into these relationships, ourselves and our perspectives thereof  have changed. The results of this learning includes enhancing ways to comprehend and change our purpose, developing better understanding of how to respond to our environment, and deepening our comprehension of why we chose to do things we do.

How do we decide what is right? Here’s why we want to be doing this? How do we create congruence between what we do, what we create, what others actually experience, and our higher level of ‘purpose’ and principles.

Quadruple-loop Learning ⇒ how change patterns are occurring and how such ‘change pattern influencers’ shape and effect a situation, a person, a thing… emergent learning…


There is an additional ‘awareness’ that comes from this type of ‘time spent’ and that is a greater understanding of the dynamics of natural, emergent change itself  This is most critical in leadership and, well,  everybody’s, capabilities in creating emergent organizations.

Why is this critical?

Generating a greater understanding of the dynamics of natural, emergent change itself (quadruple-loop learning) is critical because such develops a greater ‘comfort zone’ to dealing with ‘chaos and complexity’ in rapidly changing environments.

Understanding natural, emergent change also gives rise to ‘seeing’ oneself, one’s organization and the conditions integral within an organization differently – through a different ‘lens’. A lens of evolution, adaptation, natural change and emergence. 

Thus, through practice, an emergent ‘lens’ starts to unfold.

Developing A Greater ‘Comfort Zone’ With Chaos

“Out of chaos emerges form” (Trottier, 2015)

“Out of complexity emerges simplicity through form” (Trottier, 2015)

To understand anything gives people a greater degree of comfort when dealing with that ‘thing’. In experiencing degrees of ‘chaos’ that is a natural part of learning and change itself, we learn and gain a greater ‘comfort zone’  where ‘chaos’ is experienced as a natural part of the change process giving people greater capabilities with manifesting and adapting to ‘change’ itself.

I have known a number of ‘leaders’, when they experience ‘chaos’ during a change process, revert back to the former status quo because the feel / think that the change effort is not working, or their ‘comfort zone’ has passed its threshold to continue on into the unknown.  They did not understand that ‘chaos’ is a natural part of incremental, transitional and transformational change. Many try to manage and control change efforts rather than guide it or allow such to emerge within guiding principles, operating guidelines and boundary conditions. (more on this later under ‘Business Model’, and Organizational Alignment)

A simple exercise regarding a ‘chaotic experience’: Simply use your alternative hand to move your computer mouse on the screen and to click on any link. Do you experience some degree of chaos? How long did it take to experience the urge to transfer back to your usual hand to manage your cursor on the screen?

If you are ambidextrous, think about the first time you tried to ride a bicycle, learn to drive a car, ski down a hill, ice skate, hit a golf ball, play the piano – or,whatever experience you choose to reflect upon. Was chaos experienced? Did you fall, stumble, make mistakes, get frustrated? Did you quit learning? What happened when you kept going? What happened to the chaos? (Well, maybe hitting a golf ball is an exception to the point made – LOL)

Re-framing Organizational and Business Perspectives

Thus, this is the time to explore, to imagine, and to be curious about how we ‘see’ our organization and our business.

We explore what trends, influencers, disruptors, patterns, drivers and determinates exist today and in the near future that we need to be aware of, and attend to?

We gain information from the organization, partners and suppliers, industry, market, customers, community, politics and legislation sources and our planet. This information is integrated and displayed by mediums such as data analytics, social media, AI and internal information feedback systems (both business performance and cultural information).

Dialogue and exploration centers around topics such as (and not necessarily in this order):

  • What business are we in?
  • What is our brand? What are we known for? What do we want to be known for? How do we create such through customer and market experience?
  • What are our customers saying?
  • How do we develop and retain customers?
  • What are our key products and services?
  • What are our business / pricing models?
  • What does our risk analysis tell us?
  • What will we do different from the competition? Who are our competition?
  • What is IT / IS / AI role and strategy in our business model?
  • How are we going to work together as an integrated whole organization?
  • What kind of relationships do we need / want with our environments (internal / external)?
  • What does ‘leadership’ look like in our business model? What ‘fits’?
  • How important is ‘culture’ in our business model? What is the role of ‘culture’ in our business model? What does culture look like in our business model?

Again, this is the time to challenge our beliefs, assumptions and perceptions about who we are, what we are about, how we filter information through what ‘lens’, and what information is critical to have some open dialogue about.

Internalizing different perspectives facilitates novel thoughts in looking at an organization’s business model, people and systems as well as manifesting emergent, evolving experiences to actualize greater adaptiveness and organizational emergence to changing and complex people and business challenges.

“There is nothing as great as honest and open conversations to ‘see’ things in new ways.”
(Trottier, sometime in the 60’s)

The Importance Of Integration Within Emergent Organizations, EODC®, and Emergent Change (TM)

Today many organizations are made up of, for the most part, segmented ‘boxes’. These ‘boxes’ or what are called key functions such as finance, IT/IS, HR, operations, marketing, communications, corporate, resourcing, customer service, billing, etc. mainly live in their own worlds. Each have their own colloquialisms, organizational dynamics, work processes, goals, strategies, pressures, hurdles, problems, checks and balances, and ways of doing things.

Each of these functions basically live in their ‘world’. We have many ‘worlds’ in an organization.

Thus, each ‘function’  sees the organization from their own perspectives. Each function will protect their own territory for their own survival.  Each will communicate their own perspectives to obtain resources for its own functioning

Each territory protects its information, because information is power.

This is the traditional hierarchical structure with its organizational dynamics and its many variations. This is a critical reason so many ‘change strategies’ fail.

The traditional modern organization is designed to hold onto the status quo, centralize its power and authority, hope for predictability of outcomes and try to continually stabilize the course while the world is changing at breakneck speeds and the issues, challenges and opportunities are becoming exponentially complex on both a regional and global scale.

We change the dance but the song stays the same.”
(Trottier, sometime in the 70s)

A changing organizational perspective – how I see my organization:

I saw it as  hierarchy then this…Across Hierarchy now this..NETWORKS PT 6

How I will ‘see’ my organization in the future is an unknown although with new technologies, influencing patterns, and determinates, I do know my organization will continually emerge into novel forms.

So… let us inquire as we go forth from FOCUS: Perspective within the EODC® platform – and continue to take the importance of ‘re-framing of perspectives’ with us.

Q: What is the ‘value’ – no, that is not a good enough word here.  What is the ‘power’ of taking the time to focus on, and shift / re-frame our ‘perspectives’ about ourselves,  our organization, our business, and what is happening in our internal and external environments?

Q: What is the value in experiencing what ‘shifting and re-framing’ one’s assumptions, beliefs and perspectives is like? What is that experience like?

Q: What is the value, throughout the EODC® platform, to manifest ‘a different lens’ from which to create novel business forms, capabilities and approaches to deal with the rapidly changing issues, opportunities and challenges in an emerging, complex world.
We leave this section with another quite interesting question to ponder:

“When does information and knowledge become our jailer?” (Trottier)

This does not conclude this area of Focus: Re-Framing Perspective’. EODC® is not a step-wise, linear traditional change management process. You do not ‘finish’ with one part and leave it in the dust.

All Focus areas integrate, synergize with and influence the other Focus areas. They all form together to create a continually emergent organization.

Thus, all areas of the EODC® platform co-create the conditions within an organization so emergent change becomes apparent, is influenced more fluidly and naturally, and ‘change’ itself is viewed and experienced as a normal, continuous, emergent, real-time process.

Such is only a beginning as we move through the other key areas of the EODC™ platform and take these concepts and approaches with us.

I hope you have gotten some value in this area called Focus: Re-Framing Perspective.


© Patrick Trottier and Associates, 2015 (All rights reserved)

Emergent Organizational Development And Change (EODC)®
Emergent Organization(s)®
Emergent Change®
Emergent Organizational Development (EOD)®


About Patrick A. Trottier

25 plus year applied Organizational Development (O.D.) practitioner both in the US and Canada. Presently living in beautiful Vancouver, B.C. Patrick currently is developing the next evolution of O.D. named 'Emergent O.D. and Change' (EODC)™
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