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A peer reviewed Technical paper for the flagship journal of the Institution of Civil Engineers that introduced the value network approach to the profession has the following summary:-

"Civil engineers have a systems approach to model the behaviour of designed facilities and an appreciation of the complexity of natural environment. Yet many clients and implementation teams are constrained by management principles derived by 19th century industrialists which hinder the release of co-creativity required to deliver complicated infrastructures. This paper outlines and appraises the value network approach as a way for the industry to overcome these restrictions. It presents other case studies from other industries that show how the ingenuity to conceive, create and manage novel organizations can lead to a step change in project and programme performance."

An earlier summary was as follows: 

"Civil engineers have a systems approach to model the behaviour of designed facilities and an appreciation of the complexity of natural environment. Yet many clients and implementation teams are constrained by management principles derived by 19th century industrialists. These hinder the necessary release of co-creative potential required to deliver complicated infrastructures. This paper outlines and appraises the value network approach as a way to overcome these restrictions. It presents other industries’ case studies showing how the ingenuity to conceive, create and manage novel organizations can be harnessed in practice by adopting a new mindset. It concludes that, through using value networks, the construction industry can co-evolve solutions to cultural and practical obstacles by putting people at the centre of purposeful activity with a new way of perceiving how work is really done.  With the construction industry sector results in 2011 continuing to fall significantly, doing more of much the same is not a sustainable option. It is time to experiment."

Take your pick!

View and download the Paper here

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[Before getting to the meat, perhaps it is worth reflecting on the effectiveness of the value network that one of the main characters, St Paul, mentioned below, created. Is it time to re-examine how he cultivated and facilitated it through his journeys and letters? Maybe it is also time for the Church of England or the Roman Catholic Church to discover their existing value networks and co-create a more effective model for communicating, both formally and informally. The structures will follow suit in their own time]

I reproduce views from two very senior figures who represent the tradition of religious faith in the UK. The first is a response given to the revelations of expense claims by UK Members of Parliament last May. The other is offered by senior figure on his installation in a new leadership role.

The question “What can I get away with without technically breaching the regulations?” is not a good basis for any professional behaviour that has real integrity, writes Rowan Williams, the Anglican Church of England Archbishop of Canterbury, in The Times:-

http://www.timesonline.co.uk/tol/comment/columnists/guest_contributors/article6345624.ece

He writes further that integrity is about what we value in ourselves or our work for its own sake - what's worth making sacrifices for, what we're glad to have done simply for the kind of act it is.

If I do something just because I'm told to, or if I hold back from something simply because of fear that I shall be caught out, it's a very different business.

It (such a motive) has nothing to do with that sense of being glad to have done something. And without that sense, no one is really going to see public life as a vocation in the old-fashioned meaning of the word - a task you perform because you find yourself in the doing of it.

Further, Rowan Williams says of the installation of the new Archbishop of Westminster to lead Roman Catholics in England and Wales. “The Roman Catholic and Anglican communities in England and Wales have the God-given task… of making the Good News of Jesus compelling and attractive to a generation deeply in need of hope.”

For inspiration in his address to those assembled, the new Roman Catholic Archbishop of Westminster has turned to St Paul, who illustrates, he explains in a homily delivered from a stone pulpit bedded in lilies, the “true nature of belief in God.”

“Paul was open to the things of God, ready to recognise the touch of the divine in the unexpected.” “Faith in God,” he explains “is not a narrowing of the human mind” but “precisely the opposite.”

The Archbishop puts forth, in a few brief paragraphs, a blueprint for Faith’s place in the public square, drawing on St Paul’s attempts to evangelise the Greeks.

“Some today propose that faith and reason are crudely opposed, with the fervour of faith replacing good reason,” he says. Yet, at the “heart” of Paul’s attempts in the Areopagus was “an appeal to reason. He didn’t seek to impose his belief, nor to exploit anxiety or fear. Rather he had learned that his faith in Christ as compatible with the mind’s capacity for reasoned thought.”

Faith, he continues, is not a private “solitary” activity, but rather draws believers beyond the self and into a community that reaches out beyond the limits of ethnic or class division.

This theory, which the new Archbishop expounds at greater length in The Nation that Forgot God, is essentially that a “positivistic” theory of reason, in which only empirical evidence – that which can be seen, heard, felt or touched – is limited and no guide or basis for “moral reasoning”, the basis on which moral decisions are to be made.

A society limited to this understanding of reason, argues the new Archbishop in his essay, will be unable to “determine shared moral principles and values” and thus create a society lacking cohesion. He suggests that humans find their meaning in relationship rather than isolation.

We are not, he says, “plasticine figures to be moulded into shape at the hands of a political ideology or under economic demands.” Rather the self-giving love of Christ builds faith communities and inspires members to “reach out” and “build” a world that “reflects a little more closely the compassion, the justice, the tender mercy of God.” This he concludes is his “vision” for the Church in England and Wales.

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Metaphors and paradigms

Value networks combine formal processes/workflow and informal networks. Reference will be made from time to time to metaphors and paradigms as useful ways for looking at organisations. The attached document is a compilation of texts extracted from books written by Professor Mike Jackson at the University of Hull, UK. I am grateful to him for conversations allowing me to share with him some initial ideas on how value networks fit within his System of System Methodologies and his interest.

Metaphors and Paradigms.pdf

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Personal introduction to value networks

My first introduction to value networks was through the ground breaking book "Digital capital - harnessing the power of business webs" by Don Tapscott, David Ticoll and Alex Lowy, HBS Press, 2000 which I acquired after meeting Don at an event organised by Thomas Power in London, through the business oriented social networking community called Ecademy.

Don is from Toronto in Canada.

The diagrams and approach were the brainchild of Verna Allee who lives on the west coast of USA.

Calgary, between the two locations, is in Canada.

Therefore, in honour of both I am seen sporting below my Calgary Stampede vest and wearing my favourite summer hat bought at the Stampede. I gather my wife's "first cousins removed" were involved with the early Calgary Stampede founders (Graves).


Apart from the sporting events they put on one of the most spectacular open air evening shows available.

Today, with value networks by your side, you can co-create some of the most spectacular shows on earth as well!

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There was once a CEO of RBS (Royal Bank of Scotland, UK) who was pilloried for refusing to return a portion of his huge pension provision in the light of the subsequent disasterous performance of the group. Apparently he was legally justified in retaining what he was awarded when he left in disgrace. There has been talk of the Government enacting legislation to shred this award to a more fitting level.

Consider also the call of the Prime Minister for "global rules grounded in our shared values," plus a list of tests. The first test was "we must clean up the banking system." The last test was "we must never, ever, forget our obligations to the poor."

So a question arises, "is it good to make shedloads of money?" If not, how much is it appropriate to make? What should we expect of our organisations, and what should we contribute?

While many say Big Ideas-meganarratives- are out, that post-modern society is diverse and fragmented, and can't be reduced to any one organising concept, there are those who disagree.

Over the next few weeks, I will be addressing relevant material, some of it normally held to be off limits, in the search for a worldview or paradigm that can be considered in conversations as people in organisations envision a new future together.

I am indebted to Dr Charles Savage for his encouragement and ongoing dialogue when a year ago we started the quest for such a paradigm.

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Innovation

 

Concept sketch for showing the relative significance of Formal and Informal contributions during the "Maturity Cycle" of an enterprise.

 

 

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Moral Sentiments

The Prime Minister, Gordon Brown, said in an address in St Paul's Catheral, London on Tuesday, 31st March:-

"Markets need morals.

The reason I have been long fascinated by Adam Smith, who came from my home town of Kirkcaldy, is that he recognised that the invisible hand of the market had to be accompanied by the helping hand of society, that he argued the flourishing of moral sentiments comes before and is the foundation of the wealth of nations.

So the challenge for our generation is now clear: whether or not we can formulate global rules for our global financial and economic systems; global rules that are grounded in our shared values."

Adam Smith also referred to the "stupidity of mind" induced by being over mechanistic. We should be careful not to over regulate.

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