Causal Layered Analysis: Sohail Inayatullah at TEDxNoosa
Summary
TLDREste video presenta la metodología de Análisis Causal y Alerta (CLA, por sus siglas en inglés), una teoría destinada a generar cambios profundos y duraderos en organizaciones. El ponente discute la importancia de medir nuevas visiones, transformar culturas, y adoptar metáforas de apoyo para superar los enfoques convencionales. Destaca el aprendizaje en doble bucle, la previsión narrativa, y el desafío a futuros convencionales, usando CLA para redefinir métricas, sistemas, y narrativas. Ejemplos prácticos de varios sectores ilustran cómo reinventar percepciones y estructuras para un futuro más inclusivo y adaptativo.
Takeaways
- 📊 CLA (Causal Layered Analysis) es una teoría y metodología para lograr cambios profundos y duraderos, enfocándose en múltiples capas de la realidad.
- 🌏 La importancia de crear nuevas métricas para medir visiones y progresos alineados con los objetivos de cambio organizacional o social.
- 🔄 Se destaca la importancia del aprendizaje de doble bucle, donde no solo cambiamos comportamientos, sino también los mecanismos para aprender sobre el aprendizaje.
- 📖 La narrativa y los metáforas son cruciales para habilitar futuros posibles, sirviendo como herramientas para enmarcar y guiar el cambio.
- 🔍 La perspectiva sobre el futuro debe ser activa y presente, utilizándolo como un recurso para informar y moldear acciones presentes.
- 🌐 CLA implica trabajar en cuatro niveles: litania (datos empíricos), sistema (estructuras y diseño), cultura (visiones del mundo e ideologías), y metáfora (narrativas y mitos).
- 📏 Cambiar la forma en que medimos el éxito (por ejemplo, del PIB a índices de felicidad o sustentabilidad) puede catalizar cambios significativos en la sociedad.
- 💡 El desafío de cambiar la educación y otros sistemas está en transformar no solo las estructuras, sino también las narrativas subyacentes y las mentalidades.
- 🔄 Transformar la cultura organizacional o social requiere desafiar y cambiar las narrativas centrales que definen nuestras percepciones y comportamientos.
- 🤝 CLA promueve la inclusión de múltiples perspectivas y la colaboración entre distintos actores para abordar complejos desafíos sociales y organizacionales.
Q & A
¿Qué es CLA y cuál es su objetivo principal?
-CLA (Causal Layered Analysis) es una teoría y metodología diseñada para fomentar un cambio más profundo y duradero. Su objetivo principal es trabajar en varios niveles de la realidad para lograr un cambio significativo en organizaciones y sociedades.
¿Cuáles son las cuatro capas que CLA considera esenciales para el cambio?
-Las cuatro capas consideradas por CLA incluyen: 1) la visión y estrategia de la organización, 2) los habilitadores sistémicos, 3) la transformación cultural, y 4) un nuevo y soportivo metáfora o narrativa.
¿Qué es el aprendizaje de doble bucle y por qué es importante según CLA?
-El aprendizaje de doble bucle es un proceso que no solo se enfoca en hacer cosas de manera diferente, sino también en aprender sobre el proceso de aprendizaje en sí mismo. Es importante porque permite a las organizaciones adaptarse y evolucionar su manera de aprender y enfrentar desafíos futuros.
¿Cómo ayuda CLA a prever o crear el futuro?
-CLA ayuda a prever o crear el futuro al promover un marco de aprendizaje y al incentivar a las organizaciones a pensar en sus narrativas futuras. Al entender y emplear narrativas, las organizaciones pueden influenciar y construir futuros posibles.
¿Qué significa la metáfora del futuro como un recurso según CLA?
-La metáfora del futuro como un recurso sugiere que el futuro es un activo valioso que puede ser utilizado sabiamente para lograr cambios positivos. Implica que el futuro se debe emplear como una narrativa que guíe hacia la transformación deseada.
¿Qué es el futuro del 'EU' mencionado en CLA y cómo se relaciona con el cambio?
-El 'futuro del EU' se refiere a la tendencia a continuar aplicando soluciones que no funcionan, a pesar de la evidencia de su ineficacia. CLA busca superar este enfoque, proponiendo cambios en múltiples niveles de realidad para evitar estos ciclos contraproducentes.
¿Cómo propone CLA medir el éxito de una nueva visión en las organizaciones?
-CLA sugiere medir el éxito de una nueva visión a través de la creación de nuevas métricas que reflejen los objetivos y valores de la visión. Estas métricas pueden incluir, por ejemplo, la cantidad de fondos de investigación destinados a beneficiar a las poblaciones más desfavorecidas.
¿Cómo influyen las metáforas en la capacidad de una organización para catalizar el cambio según CLA?
-Las metáforas influyen profundamente en la capacidad de una organización para catalizar el cambio, ya que determinan cómo se interpreta y se actúa sobre la información. Cambiar las metáforas puede cambiar las recomendaciones de políticas y las acciones, afectando el enfoque hacia la educación y la reducción de la pobreza, por ejemplo.
¿Qué papel juegan las narrativas en la transformación organizacional según CLA?
-Las narrativas juegan un papel crucial en la transformación organizacional según CLA, ya que ofrecen un marco a través del cual las organizaciones pueden entender su pasado, interpretar su presente y construir su futuro. Cambiar la narrativa central de una organización puede llevar a cambios profundos y duraderos.
¿Cómo aborda CLA la resistencia al cambio en las organizaciones?
-CLA aborda la resistencia al cambio desafiando las suposiciones subyacentes y las narrativas existentes dentro de las organizaciones. Al trabajar en diferentes niveles, desde la data empírica hasta las metáforas y mitos, CLA ayuda a las organizaciones a ver más allá de las limitaciones actuales y adoptar nuevas posibilidades para el cambio.
Outlines
📊 Introducción a CLA y la importancia de un cambio multidimensional
Este segmento introduce la teoría y metodología de Análisis de Causa y Alerta (CLA) como un medio para lograr un cambio profundo y duradero en las organizaciones. Se enfatiza la importancia de tener una nueva visión que esté acompañada por mediciones específicas, habilitadores sistémicos, una transformación cultural y un nuevo metáfora de apoyo. El orador destaca la relevancia de considerar el aprendizaje en dos niveles: el aprendizaje directo (¿qué harás diferente?) y el aprendizaje sobre el aprendizaje (cómo puedes aprender de manera más efectiva). También se subraya la importancia de tener un marco de aprendizaje para adaptarse al futuro y usar narrativas para dar forma y facilitar posibles futuros deseables.
🔄 Cambiando la Medición y Perspectiva para Transformar el Futuro
Este párrafo aborda cómo el cambio a largo plazo en las organizaciones depende de la alteración de la narrativa central y de la cultura, más allá de las estrategias y mediciones convencionales como el PIB. Se menciona el índice Coolness de Corea y la felicidad nacional bruta de Bután como ejemplos de nuevas métricas que pueden fomentar un futuro diferente. La importancia de los cambios sistémicos, como las intervenciones de diseño que alteran el comportamiento independientemente de la persona, se ilustra con ejemplos prácticos. Se argumenta que, para lograr un cambio significativo, es esencial reimaginar la cultura organizacional y la narrativa central, desafiando las perspectivas tradicionales y adoptando un enfoque más inclusivo de la realidad.
🏫 Transformación Educativa: Del Paradigma de Fábrica a un Futuro Co-creado
Este párrafo explora la necesidad de transformar el modelo educativo tradicional, comparado con una fábrica, hacia enfoques más inclusivos y colaborativos. Se discuten varias estrategias para repensar el espacio educativo, desde la co-creación de 'fábricas' eficientes hasta el abandono total del modelo de fábrica por espacios más abiertos e interactivos que fomenten el aprendizaje. Se destaca la resistencia al cambio por parte de las estructuras establecidas y la importancia de alterar la mentalidad de los directores para aceptar un papel menos autoritario, fomentando un ambiente de aprendizaje digital y colaborativo.
🚀 Narrativas y Metáforas: Claves para la Transformación Organizacional y Personal
El último párrafo se centra en la importancia de las metáforas y narrativas en la transformación organizacional y personal. Mediante ejemplos concretos, se ilustra cómo cambiar las metáforas fundamentales puede ayudar a las organizaciones y a los individuos a reimaginar su futuro, desde la concepción de uno mismo y de la organización hasta el replanteamiento de las interacciones con stakeholders externos. Se discuten varios casos donde cambiar la narrativa central ha permitido a organizaciones e individuos redefinir su identidad, objetivos y métodos para alcanzar un éxito transformador a largo plazo.
Mindmap
Keywords
💡CLA (Causal Layered Analysis)
💡Aprendizaje en doble bucle
💡Metáfora de futuro
💡Cambios sistémicos
💡Habilitadores sistémicos
💡Transformación cultural
💡Narrativa
💡Agencia
💡Futuros convencionales
💡Medición del cambio
Highlights
Introduction of CLA (Causal Layered Analysis) for deep, lasting change.
Importance of new measurement, systemic enablers, cultural transformation, and supportive metaphors in organizational change.
The significance of single and double-loop learning for enduring change.
The concept of narrative foresight and its role in shaping the future.
The idea that the future is an active aspect of the present, influencing today's decisions.
CLA's role in addressing the heterogeneous rates of global change.
The importance of multi-stakeholder approaches in transformative foresight.
Use of CLA to challenge and transform the 'used future' into a new, innovative vision.
The structured levels of CLA: litany, system, worldview, and metaphor.
Case studies illustrating the application of CLA in education and governmental policy.
Exploring different perspectives through CLA to achieve comprehensive change.
Transformation from old narratives to new, empowering stories for future success.
The impact of metaphorical transformation on organizational and personal levels.
The role of CLA in redefining measurement and success metrics for a different future.
Final emphasis on the importance of systemic enablers and supportive culture in sustaining change.
Transcripts
thank you my presentation is on cause
alert analysis or CLA you know when you
land in Australia you have to come up
with an acronym or they don't let you in
so - CLA it's a theory and methodology
200 I have deeper and longer lasting
change I work with organisations I ask
them you have this new vision but do you
have a new measurement of it you have a
new vision you have systemic enablers
has your culture transformed and you
have a new supportive metaphor so often
they have a vision and strategy but they
don't have these four layers so we'll
talk more about that now if you're
engaged in change you can often get
tired that's almost single loop it
becomes overwhelming you're inspired
today but how about Monday morning so
the Monday morning question to me is
crucial what's the one thing you might
do differently from this presentation or
earlier presentations what's the thing
that you enact you change your behavior
there's also double-loop learning
equally important so it's not what
you'll do differently but you have the
mechanism to learn about learning so
many organizations they want to predict
the future I said well you might get the
future wrong but if you can create a
learning framework you'll get it right
to do the learning framework you have to
have a narrative the narrative foresight
is almost the most important part what's
your metaphor of the future if you can
figure out your story you can use your
story to leverage to enable a possible
future so start to think about what is
my story about the future what might
that be now often when people think
about the future they think it's out
there robotic space travel but as
Professor Molitor says the future is not
an empty space is like the past it's an
active aspect of the present so as you
can guess thinking about the future is
in fact to change today so the future
then is an asset it's a resource that we
can wisely use it's a narrative to be
employed so
process causal analysis CLA is how do we
employ the narrative the reason why we
engage in this is one the world is
changing and the rate of change is
heterogeneous it's different in
different part of the world it's
different when you're 80 versus when
you're 18 and to to do this well you
have to do multiple stakeholders hold of
government hold of business partnership
but the reality is most of us don't like
some of these stakeholders and finally
given this rate of unequal change we
lose agency so we get inspiration but
Celia says let's go beyond inspiration
let's change multiple levels of reality
so it's how to bring back efficacy in
this now if we don't do this we go to
something called the EU's future it
doesn't work but we keep on doing it the
evidence says it's not working but we
keep on doing it and we get this type of
future you see there if you work with
international policing there use futures
they just keep on driving around even
though that's not the best way to have
safety so you have to challenge the
conventional future and create something
else that's transformative foresight
bring back agency to universities that
work with brac and Bangladesh use them
in Malaysia they came up with a new
vision but using CLA they said how do we
measure the vision you have to have new
metrics the metrics was how much of the
research funding goes to the bottom
billion and you have to then enable it
so professors have a structure where
they do research to help the bottom
billion so it's not just having the
vision but how do you enable it further
you can see there is the global student
connected to community digitally aware
involved in social justice that becomes
what moves them forward now if you're
doing this you have to see the world
differently so can anyone just yell out
what does that look like ok this is a
very smart group yes it's Mars its Mars
looking at Earth you can tell right so
it changes your perception we also want
to see both worlds you want to see the
ships and the bridges and you want to be
able to see multiple perspectives from
different views not just the same view
that takes skill
sets all the brain learning EQ IQ
spiritual intelligence you want to bring
that on board so the structure of CLA is
quite simple there's the data the
literally the empirical world the
systemic world what engineers designers
bring us the world view of philosophers
talk about and myths metaphors with
storytellers as Campbell and Thompson
say myths create us so in CLA we work at
all four levels and we accept all levels
of reality it's included if you want to
do short term change it's the litany if
you want longer term change the system
even deeper you change the culture
longest term is you change the core
narrative the core story the
organizational the personal or the
civilizational now if you're a data
person and you may be metaphors look
imagined right weird stuff so your own
perspective tells you what's really real
what's imagined this is suggesting all
levels are real so play in multiple
spaces so when I work with organizations
if you want a different future change
how you measure the world we used to
always be stuck on GDP Korea start to
talk about the coolants Index perhaps
ten years later you get Gangnam style
Booton wants gross national happiness
triple bottom-line mother's index if you
want a different future you have to
measure it level to systemic changes
person invariant doesn't matter who you
are buckle up if you're male they've
found putting those little spider things
in urinals leads to cleaner bathrooms
bad a more good a more doesn't matter
the structure changes behavior and
there's good scientific studies that
support that if you want a healthier
hospital green design work with hospital
engineers how do you design for safety
for sunlight for plants how do you bring
them in for people to recover quicker
how do you design for aging systemic
changes ultimately done well reframe
culture and culture is the world views
the ideologies all of us we the world
differently it's a whole of world view
effort feminist green left conservative
the Singapore government now you're
having a national conversation and
they're using CLA to unpack all the data
how do we use this and collect the data
and start to think about what's our new
narrative father has been father's
always right as been the old narrative
what's their new narrative it becomes a
way to unpack culture but the deepest
part in my perspective keeps on coming
back to culture eats strategy for
breakfast I was working with one
Queensland government group in charge of
developing policy frameworks for having
people work from home when we did the
CLA process the conclusion was their
core narrative is employees are lazy and
not to be trusted
so they would have come up with a report
but ensured it didn't wasn't implemented
right because their story contradicted
their official terms of reference given
we live in world of contradictions then
you pretend to have done a good job the
seal their process showed that culture
eats strategy for breakfast transform
the story to do that you have to
critically unpack
you have to unpack yourself challenge
look lady you're the one who has for a
famous movie star with dark hair strong
nose and deep set eyes now I showed this
to one brilliant geneticist he said an
Ayatollah we can't create that route
right now is that the only thing you got
from that now it's not just the human
issue it's the issue of language is
language transparent what I see you here
or we know language is opaque politics
culture data it's a better than language
so we have to challenge that now those
of you perhaps skeptical here look at
some recent studies on meta foreign to
end data two groups of people both given
the same data on criminal behavior in
their neighborhood group one the
metaphor they used is climb as a beast
their conclusion policy recommendation
was put money in catching and jailing
criminals group two same data of
criminal behavior in their neighborhood
but the metaphor they used was crime is
a virus what's their recommendation
educate and end poverty if you are
engaged in catalyzing change in
long-term social change be very clear on
the metaphors you use we know scientist
brilliant as they are present data they
don't tell the other story we have to do
both that's what CLA suggests now that's
the theory
what about case studies so let's look at
some if you want to change the
educational system why is it so
difficult one hypothesis is it's based
on the factory you see the factory
education comes in models itself off the
factory new technologies that are
space-time invariant to come in what do
we do we put the kids in rows why is
that surveillance control or what is
what's going on so we have to transform
the factory when I've done with clean
when I work with Queensland principals
the type of things they say one
create your own factory co-create with
students bring in the stakeholders to a
smart efficient private factory or three
go even more radical Silicon Valley
forget the factory we did that in one
building and one of the minister's
assistants came in and said what's going
on here there's no learning going on
here we had bean bag space-time and
variation so if you start to create that
you get resistance from the past he
remembered the way he learned in 1920s
perhaps the last one is okay let's make
it students enter use the shopping
center as a metaphor for knowledge in
that sense you choose now the learning
is there let me rethink the factory
challenge my assumption and come up with
alternatives that creates possibility
but my deeper learning was in fact the
real issue in bringing in digital
pedagogy's new technologies in
classrooms was the principles once we
push them were unable to give up on I'm
in charge I'm a smart older person this
is suggesting I'm no longer in charge so
what do we do so let's go step by step
in the CLA process level one there's a
knowledge revolution
let's join it right so laptop for each
child to do that well you have to make
sure there's systemic support principles
tell me I got that notebooks they broke
I didn't know what to do I put in the
closet okay bad strategy so you have to
make sure there's a service contract and
you have to make sure you design
classroom spaces for the new
technologies to do that you have to
change the pedagogy from industrial to
digital you have to change how you learn
how you teach how you interact who you
are that means a different story
it can't be technology as a silver
bullet and we find I am in charge is not
so useful when your students are smarter
than you
you have to filet you may have wisdoms
you have to find a way to include their
their knowledge in your experience that
means the new story maybe we are all
learners
now CLA is not just going up and down
it's going across perspectives so if we
look at this work we've done in Malaysia
current reality is traditional teaching
and learning is the best it's rigid
if the lecturers knows best the metaphor
is the regiment
well let's challenge that from a
different view so we challenge it from
the view of the student student learning
self assessment democratic but their
metaphor is tug of war we want this
world but the Ministry and lecturer says
this will caught between worlds you want
us to go here but he's still grading me
what happens to me so bringing them
together we come up with this third
preferred future holistic teaching and
learning ministry assessment plus some
self assessment and then we change the
story for the orchestra and you'd make
you may take turns being the director
but the main goal is you change the
story of the regiment to the orchestra
and you have harmony you have different
actors playing together so the stew the
reconstructed transformed CLA gives the
way out I've been working with
Queensland library and they're just
brilliant to librarians their challenges
budgets are going to go down it's very
clear people are borrowing fewer books
what do you do so they start to think
about who are we is it
we're keeper of the collection so where
do you go to you have to transform it
come innovator of the gardens what are
the gardens digital spaces 3d printing
spaces workshop spaces for the elderly
we go into a process where we think
through who are we so we let go of the
collection and enter a new space if you
do that in terms of now structurally
your measurement is books loaned to
visits and workshops the collection to
argumented reality the expert to
co-creation Co curation from the keeper
of the collection and it's painful you
let it go innovative the gardens so it's
for Lev
of transformation now if the core of
this of course is metaphorical
transformation you have to do all levels
but I find that metaphors in my work
seem to be more profound so this is one
ministry and they wanted to be global
risk taker innovative so brilliant so
tell me your core narrative our core
narrative we're in a castle the king is
the minister the Queen is the secretary
and the knights of the principles I said
well it sounds like a blast
it's yes lots of fun we have parties
it's all good I said this about this
problem what's the problem well outside
the castle is a moat and there's hungry
wolves everywhere I said who are they
parents teachers students the media so
what would you do how do you transform
them metaphor in abil in order to
achieve the future you want so what
might you do someone yell something out
yeah so there's knock the walls down the
type of things people say is knock the
walls down make it more transparent
invite the wolves in when I did this
with international policing they said no
no no find the head of the Wolfpack and
eliminate them look I said I said I said
ok I'm ok with that
but your strategy is to be a global
innovator that just says you're more
afraid of the risk than the risk is so
the issue is not the right or wrong
metaphor does my metaphor serve me in
the future I wish for if so if it
doesn't how do I transform the story so
a lot of the work is you come up with a
new story this is a natural Department
of Statistics when we did the inner work
they said they're brilliant
mathematicians we grew up as the last
kids picked the last children picked
when we did the visioning they imagined
their children saying mom dad you have a
cool job as a statistician now at the
narrative level that meant going from
scorekeeper neutral not in
the game - trusted expert in the game
advising government advising the Prime
Minister and more importantly part of
the national conversation on how we
should we measure the future so this
becomes a national issue as a scorer
keyboards great you're just counting as
a trusted expert you're creating a
different future and that was quite
profound for them it'll this is the
local counts from the Sunshine Coast
they said they're they love their work
but it's a merry-go-round right
different mayor every three years
nothing truly changes but they don't
want dramatic 24/7 change they want some
safety security their new story was more
choices going to the fairground from
merry-go-round to fairground now these
narratives are not just organizational
they can be civilizational when I work
with one electronic company they were
they came in the evening dressed as
Superman all the men so I said okay it's
not about copiers it's about serving and
saving the world
the females didn't know how to dress
because the civilizational narratives
was Snow White Cinderella waiting for
Prince Charming not creating your own
future so these civilizational stories
are practices that need to be
transformed and it can be applied to the
self one woman she said should she get
married I said I don't know she said I'm
caught between freedom autonomy the bird
flying versus security and safety the
bird in the cage conclusion on the ledge
some freedom and some safety that gives
her a way forward and the last version
here a CEO I'm very good at playing on
grass the world has changed his
conclusion how to play on multiple
courts use EQs q IQ multiple
intelligences
but even deeper get in touch with his
inner child and love the game change his
KPI is not just about growth it's about
being present ultimately that led to him
thinking about in the long term he'll
become a coach so that was the narrative
transformation
I hope you figure out your new story and
I hope you find ways to measure it and I
hope you ensure their systemic and a
blurs and a culture that supports your
transformation thank you very much thank
you
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