S13. Action Inq + TL

..

Torbert, W. R. (2004). Action inquiry: The secret of timely and transforming leadership. Berrett-Koehler Publishers. Retrieved from https://books.google.com/books?hl=en&lr=&id=_qZSjIi5WHUC&oi=fnd&pg=PR9&dq=%22of+the+present+situation+that+high+quality+action+inquiry%22+%22president+makes+her+assumption+explicit+and+advocates+that%22+%22even+such+obvious+types+of+checking+and+inquiry+as+this%22+&ots=iPbsyi5EY6&sig=u_Zj_o0CGQZGkz1ViqFSSEY-DSc

Structure

Chapter 1

p13. intro

p14. The underwater pipeline project manager

p18. Single-, Double-, and Triple-Loop Awareness

Figure 1.1 Single-, Double-, and Triple-Loop Feedback Within a Given Person's Awareness

p21. Improving the quality of our Awareness by Including for territories all the experience

Table 1-1 Four Territories of Experience

Chapter 2

p24. intro

p24. Anthony's Action Inquiry Leadership Experiments

p27. In Improving the effectiveness of our speaking Buy interweaving 4 parts of speech

Figure 2.1 How the Four Parts of Speech Draw Their Timely Content from the Four Territories of Experience

p32. A disciplined way to practice the four parts of speech

Figure 2.2 Example Dialogue with Concurrent Inner Monologue

Figure 2.3 Case Summary Using a Grid

Extracted Annotations (12/4/2017, 11:19:34 AM)

"action inquiry," we mean a kind of behavior that is simultaneously productive and self-assessing." (Torbert 2004:1)

"single-loop feedback (information that tells me whether or not my last move advanced me toward the goal). Reliable single-loop learning is critical for reaching goals efficiently and effectivelv," (Torbert 2004:3)

"v s ' This deeper spiritual presence r super-vision not based on a self-image, but rather on experiencing the actual exoccurring among the four territories of our experience-our atcha~ge tentiOn, our strategies, our actions, and our outcomes." (Torbert 2004:4)

"Framing refers to explicitly stating \vhat the purpose is for the present occasion, what the dilemma is that everyone is at the meeting to resolve, vvhat assumptions you think are shared or not shared (but need to be tested out loud to be sure). That is, put your perspective as well as your understanding of the others' perspectives out onto the table for examination. This is the element of speaking most oflen missing from conversations and meetings. The leader or initiator too often assumes the others know and share the overall objective. Explicit framing (or reframing. if the conversation appears off track) is useful preciselv because the ~eople assumption of a shared frame is frequently untrue. \Vhen have to guess at the frame ("\Vhat's he getting at?"), we frequently guess wrong and, because the frame is veiled, it is not surprising that we often impute negative, manipulative motives." (Torbert 2004:9)