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Author(s): Don E Beck and Christopher C Cowan
Issue: Hardcover, 352 pages, 1995, Blackwell Publishers
Book read by: Coen de Groot Review written by: Anthony Warren
This book provides a model for understanding the complex shifts that are occurring in the world of business and social structure. Written in the mid 1990s, it aims at supporting managers and leaders planning for 21st century success. The book is ambitious in putting together different viewpoints and trends to explain the machinations underlying a global marketplace. Although there are cycles in human events, we don't start over completely new nor from the same place - hence the use of the (upward) spiral to explain things.
Don Beck is co-founder of The National Values Center, Denton , Texas and Christopher Cowan is at the NVC Consulting and National Values Center in Santa Barbara , California . They both have a long pedigree of high-level consulting success. They have been involved in assisting big corporations and countries deal with massive change - for example, South Africa in the mid-1990s.
The book takes the work of Clare Graves, a psychology professor at the Union College in New York , and develops it. Graves ' model gave 8 levels of development as a model of human consciousness evolution. Graves backed his model with an enormous number of empirical interviews and examples. Beck and Cowan bring in the concept of 8 "memes" or values systems which can be used to map and manage complexity. (This use of meme is also a development of the ideas of Richard Dawkins). As a kind of shorthand, each meme is given a colour. So for example, the basic survivalist meme is beige and the latest more holistic meme is green. There is no final state as such - it's assumed that it's a never ending quest as each stage leads on to another. It's then possible to look at individuals and complex organisations and see what memes are at work in what is going on. Thus the model of the book is very powerful.
Unfortunately the book's style makes it heavy going for the casual reader. It's academic roots mean it does require some dedication to get through it. There are very few illustrations. Some of the examples now look dated, but as the book was ahead of its time anyway, it generally stands up well to a little aging. Take care when buying the book as some versions do not have an index. A good approach might be to read a few interviews first to get the overall ideas and overriding structure clear, before reading the book.
This is a book to study rather than read. The value to managers and leaders is that it has a powerful model to explain change. Given that is the stuff of coaching and leadership, it is worth the effort. Having a framework that helps individual and organisations identify where they are, then where they are going to, in changing or even transforming, is very powerful.
Who will benefit from this book? Fans of Ken Wilbur will like the book if they haven't already got it. Business and thought leaders will also get something from it. Even at list price, the book packs a lot of content - enough to look like a bargain. Additionally there are used copies about, so this book is therefore a highly recommended classic to have and enjoy.
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A Theory of Everything
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Author(s): Ken Wilber
Issue: Paperback, 189 pages, 2001, Gateway
Book read by: Coen de Groot Review written by: Anthony Warren
Buy this book at Amazon.co.uk
Ken Wilber is like Marmite. People seem to either hate or adore him and refuse to talk meaningfully with those of the other side. Certainly he could not be accused of playing small with this work which seeks to integrate many different philosophies and approaches and show how they can all be valid. The key message is that we have had enough of the analytical, deconstructionist approach in the western world and to progress we need to look at integrating more and seeing things as wholes and systems not fragmented parts. On the way he seeks to show that religion and science can co-exist - even when they are apparently at loggerheads.
Wilber is a philosopher and writer who seeks the big patterns that explain things and create opportunities for progress to higher levels of consciousness. His written output is prolific, but this book is a mere couple of hundred pages. He is a scanner by nature, picking up diverse writings and pulling them together into meaningful groupings. He does not purport to have the answers, but certainly a hold on the latest answers.
This book has 3 major parts. First he outlines a theory that holds all the different worldviews together; second he examines the implications of this theory for social organisations such as business companies. Finally he looks at what it all means for individuals. He suggests activities that we can do daily to be more integrated.
Instead of the more academic terms usually used by Wilber, in this book he uses the terminology created by Beck and Cowan in their book Spiral Dynamics where possible. This helps to make the book more accessible. (See our review of their work at www.mentorcoaches.com/BookReviews/SpiralDynamics.html). Wilber summarises hundreds of books and articles and creates an integral vision which brings the material all together. He adopts a quadrant approach to show how things are related, even where it is traditionally separate territory such as physical and spiritual views or where there are different hierarchical levels such as atoms to humans. A key thought is that levels of consciousness will often subsume (transcend and include) previous levels. The previous levels are not wrong, just outmoded and incorporated into something that is bigger and better. The quadrants themselves are not that difficult to grasp - it's a 2 by 2 matrix that management consultants spend their days on. The axes are individual and group, then experience from inside and then outside.
He develops the idea of Flatland, which is where all quadrants are collapsed into a single one. For instance, by using science to explain art and religion, so that all we are left with is scientific explanations. He notes multiple levels of progress within each quadrant. Progress is a process of integration, with each early stage a necessary step on the way. Implied messages are that all views are useful and there should be less conflict as people understand this map.
Next this system is looked at for implications in fields such as business and politics. Wilber advises world leaders and so this is relevant reading for anyone interested in today's world. He explains how to govern the organisation or the world from an integrative standpoint. The organisation UNICEF is reviewed using the ideas.
The final part of the book is about how to apply these ideas in your personal life. Integral Transformative Practice, a regular exercise routine based on Ken Wilber's perspective is offered as a way to start on the path to "non-dualism" - where you have an integrative world view
The book naturally has its critics - inevitable given its ambitious scope. Some feel that not every view is fairly represented. Some say too simple and some say too complex. Our own feeling is that this book is a tremendous contribution to human understanding and to helping reduce conflict. The book is accessible to the non-academic, although it is still not a light read and requires study - unsurprising as it summarises a vast quantity of academic material.
This book is not about developing specific detailed coaching or management skills. However we feel it of value because it opens up the vista of further ideas and discussions and invites the reader to look beyond the concerns of today at what it might be all about. Readers will usually find they are less judgemental and more curious as a result. If you are a Ken Wilber fan you will already have the book. If you hate him you will not have read this far. For everyone else this is probably the best book to introduce you to his work.
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The Fifth Discipline
The Art and Practice of the Learning Organisation
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Author(s): Peter M. Senge
Issue: Paperback, 432 pages, 1993, Random House Business Books
Book read by: Coen de Groot Review written by: Anthony Warren
Buy this book at Amazon.co.uk
Originally published in 1990, the Fifth Discipline is much honoured in management discussion and yet often ignored in management practice. Ironically it is because it's about big business that it is both known yet under-utilised. Running a big business is different to running a small business. A major difference is that of the difficulty of maintaining vision and disseminating learning of solutions throughout the organisation. Instead what happens is that each part of the organisation creates a reactive solution to a problem and moves on. Consequently new problems are created and there is no learning going on to speed up progress. Since many CEOs are judged on quarterly results, there is a pressure to be constantly reactive. Organisations which evolve into Learning Organisations will have a better future.
Peter Senge has a background at MIT and is a well-known speaker, author and consultant. He believes that a "Learning Organisation" does five disciplines well. He identifies these as:
1. Building Shared Vision so that each part works together in the interest of the whole.
2. Managing Mental Models so that everyone is aware that their own assumptions and biases affect communication and analysis of problems.
3. Team Learning which takes individual and group experience and leverages it across the entire organization.
4. Personal Mastery - which is the individual taking responsibility for learning and growing.
5. The fifth discipline is that of Systems Thinking which allows to see a holistic systemic view of the organization.
The book encourages more holistic perceptions. It encourages a view of organizations being complex interacting systems rather than bunches of problems to solved in isolation. Leaders are to have the role of maintainer of vision, and overall responsibility for a systems approach. Employees are to be empowered to do what needs to be done to serve the customer without undue interference from an overly powerful central bureaucracy. In particular mistakes are to be seen as learning, not failures.
Indeed in a competitive world, one of the interviewed CEOs says that the ability to learn fast may, in the end, be the only competitive differentiator for organisations.
Although applicable to big organisations as a concept, the book is almost all about big business. It is packed full of content and requires more than a casual read but we did not find it as hard as some reviewers suggest. Certainly it will be easier if you have a big business background to grasp the ideas quickly. If you have that familiarity you will find yourself nodding at many of the ideas. Some of the messages are what an intelligent person will feel in a large organisation that has a "learning deficiency" as described earlier. However Senge does add value by giving the reader tools, terms and resources to move forward. Some of the ideas may seem to be too idealistic or long-term for the real world, but examples are given where the ideas can generate ideas immediately in a situation such as inventory ordering. Another criticism has been that the ideas should not be pushed to fit bigger situations such as world problems. We did not feel Senge really is doing that, only trying to suggest things for further enquiry.
The Fifth Discipline is a book that still divides readers into for and against. Our view is that it stands the test of time and still has some important things to say. Some feel it should be required reading because it identifies areas that need attention in large organisations.
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The Solution Focus
The SIMPLE Way To Positive Change
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Author(s): P.Z.Jackson and M.McKergow
Issue: Paperback, 258 pages, 2002, Nicholas Brealey Publishing
Book read by: Coen de Groot Review written by: Anthony Warren
Buy this book at Amazon.co.uk
Buy this book at Amazon.com
The book's simple idea is to focus on what is already going right in a situation, rather than focus on endless problem-solving. This especially makes sense if you believe you get more of what you focus on. This book takes the simple idea and develops it into a system to generate results backed by research, case studies, and examples of thoughts from well-known management writers.
The authors are experienced corporate trainers and consultants - although they would probably call themselves 'solutions practitioners'. They speak about the large corporate environment with authority, and make the message also applicable to smaller organisations all the way to individual coaching.
The book creates a system to create this 'solution focus' in practice and thereby generate results. The system takes about 5 of the 14 chapters, and the others are mostly about applying it. One of the chapters covers the history and roots of the underlying thinking. This is an excellent idea which adds greatly to reader appreciation. Perhaps other authors should take note, rather than just present their finished product. Seeing how the ideas came together from NLP, and authors like Milton Erickson, Peter Senge and so on creates confidence and understanding. After all the de-skilling in large companies in recent years, it is refreshing to read a book that treats human beings as if they are intelligent and unique, rather than shapeless factors of production that are all the same. With so many HR Directors now focusing on becoming employers of choice, the message of creating a more positive environment rather than constantly analysing problems must be relevant.
The style is very readable. The emphasis is on practicality rather having a theory that explains everything. This approach is attractive. After all, why spend time getting to the complex roots of what isn't working, when you can just grab what is working and build on it? There are 3 very comprehensive examples from different settings that take about ten pages each. The inclusion of non-corporate settings is a good feature.
There is little to grumble about. A minor irritant is the cover of the book used for the review was cheap looking and possibly undersells the usefulness of the book. Others have commented about repetition, but it was not that noticeable. Undoubtedly the central message could be put in 5 pages, but then it would be scanned and then its significance and implementation missed. The expansion into a full-sized book is necessary to help the reader really get to apply the ideas in their own thinking.
Another good feature is that it's easy to find things in the book because of its layout and a comprehensive index.
The book's audience is as broad as anyone interested in generating results. In particular managers, consultants, coaches and even parents will benefit. The ethos of the book fits well with most coaching approaches, and the tools and ideas open up more options than before.
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Effective Coaching
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Author(s): Myles Downey
Issue: Paperback, 139 pages, 2001, Texere Publishing
Book read by: Coen de Groot Review written by: Anthony Warren
Buy this book at Amazon.co.uk
We all want to know if a product will live up to its promise. Does "Effective Coaching" by Myles Downey do that? It primarily aims at helping corporate business managers introduce coaching into their organisation. Additionally others, such as coaches, may also benefit.
The author is Director of Studies for the Coaching School . The latter has roots from the U.K. 's Industrial Society (now The Work Foundation). This shows in the slightly gentlemanly feel and focus on the organisational imperative of getting the job done. There is less focus on generating developmental shifts in the people.
The content is enough for managers to get started on coaching their subordinates, setting up buddy coaching and team coaching. The author uses the GROW model and shows typical corporate applications. There are many practical examples and dialogues to show how to do it. The book is not going to knock "Coaching For Performance" off its perch as an exposition of the GROW model, but is not aimed at that. There is also an underlying assumption that the manager has a fairly clearly defined task to get on with. The task is set by a more senior entity. Subordinates are encouraged to set their own goals, but they have to fit into the bigger picture and task.
Downey 's style is readable, accessible, and mercifully free of jargon. He came to coaching after reading Tim Galleway's book on sports coaching. Inevitably there are several sports coaching examples but they actually work well. He assumes no prior knowledge of the subject and explains things simply and powerfully. There are examples of actual sessions. He also includes just the right number of diagrams to ring the changes for the reader. In 130 pages there is a lot of information, but it does not pretend to be a reference work. Most of it could be absorbed in one or two readings. The content-rich section on team development stages will repay return visits. A nice touch is that he gets the reader thinking before giving the answers and examples, almost coaching in print.
The hard hearted will find little to quibble about. Surprisingly though, the book says little on assessments. Less surprisingly it has few statistics for the manager to make a case for coaching. It could do more on managing upwards. These are not fatal flaws.
Overall, the book does what it says "on the tin", and lives up to its promise. It will be a useful addition to many leaders’ toolkits.
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