Persistent Systems Theory
From Stephen Le’s Adaptive Persistence documents · reconstructed by AI
Question 4 of 6 · The change
What will we change?
The change, and what it should lead to.
- Statements
- 12
- Connections
- 8
How to read it. Read from the bottom up: from each change to the effects it should have.
Part 1 of 3
Find the mismatch, then close it
The cycle and the summary’s rule of thumb together show which capacity the environment calls for. Combined with what members finally say, adjustments can reach causes.
Draws on Stephen Le (documents).
Outline
- Desired effectMembers cooperate, and conflicts are resolved rather than recurring.From Stephen Le
- ↑ contributes to all of these together
- Predicted effectMembers become willing to take an active part in finding the solution.From Stephen Le
- Predicted effectAdjustments address structural causes rather than symptoms.From Stephen Le
- ↑ contributes to all of these together
- Predicted effectThe group sees which capacity its environment most calls for and where it falls short.From Stephen Le
- ↑ contributes to all of these together
- ChangeThe group runs the Adaptive Persistence cycle: orient on one agreed issue, assess its environment and core capacities, analyse the mismatch, adjust, and repeat.From Stephen Le
- ChangeEmphasise adaptability where the environment is volatile, robustness where it is hazardous, and coordination where it is neither.From Stephen Le
- ↑ contributes to all of these together
- Predicted effectMembers voice the thoughts, feelings and needs that a structural assessment misses.From Stephen Le
- Predicted effectThe group sees which capacity its environment most calls for and where it falls short.From Stephen Le
- ↑ contributes to all of these together
- ↑ contributes to all of these together
- Desired effectThe group's capacities fit its environment better with each cycle.From Stephen Le
↺ feeds back to The group runs the Adaptive Persistence cycle: orient on one agreed issue, assess its environment and core capacities, analyse the mismatch, adjust, and repeat.
Beyond this part · 3 links
- Assess, close the biggest mismatch, and repeat. is meant to address Fixes treat symptoms; the mismatch remains. In the way
- Assess, close the biggest mismatch, and repeat. is meant to address It hasn't assessed its environment. In the way
- Assess, close the biggest mismatch, and repeat. put into practice by Assessments describe the environment and capacities. First steps
Part 2 of 3
Say what gets in the way
The ACT matrix, or a lighter first pass for wary groups, can bring hidden needs into the open and win members’ part in the fix. The author reports four cases; they are not independent evidence.
Draws on Stephen Le (document).
Outline
- Predicted effectMembers become willing to take an active part in finding the solution.From Stephen Le
- ObservationStephen Le reports four facilitation cases, using lighter variations of the method, in which groups in conflict reconciled or renewed their collaboration.From Stephen Le
Beyond this part · 7 links
- Hidden needs get voiced. contributes to Fixes reach causes, not symptoms. in “Find the mismatch, then close it”
- Members take part in the fix. contributes to Conflict gets resolved, not repeated. in “Find the mismatch, then close it”
- Name what gets in the way, and move anyway. is meant to address Fear keeps real needs hidden. In the way
- Name what gets in the way, and move anyway. put into practice by A format that fits the group's size and trust. First steps
- Start lighter where vulnerability feels unsafe. is meant to address Be open and vulnerable. Pulling apart
- Start lighter where vulnerability feels unsafe. is meant to address Keep your guard up. Pulling apart
- Start lighter where vulnerability feels unsafe. put into practice by The matrix speaks the group's language. First steps
Part 3 of 3
Agree what success means
The summary asks each group to set clear success criteria when it orients and to stop once they are met. No connection to the other changes is recorded yet.
Draws on Stephen Le (document).
Beyond this part · 1 link
- Agree success criteria and test against them. put into practice by One agreed main issue with success criteria. First steps
Where this comes from
In the Logical Thinking Process this view is a future reality tree. How a commons works →