Seeing things with Donald SchönODN Europe Conference 7th May 2014

Inquiry

Figure

Gro

und

Consu

ltin

g

“….inquiry begins with an indeterminate, problematic situation, a situation whose inherent conflict, obscurity, or confusion blocks action. And the inquirer seeks to make that situation determinate, thereby restoring the flow of activity.” (Argyris and Schön, 1996: 30-31, interpreting John Dewey)

Determining the situation

Figure

Gro

und

Consu

ltin

g

Muddle, mess.Complex-bewildering

Name & Frame

Create a Problem

Act to resolve

Une

xpec

ted

cons

eque

nces

INQUIRY PROCESS LANGUAGE TOOL

Metaphor• Transposition• Mutual adaption• Elaboration• Spelling out

Body of Practice

Figure

Gro

und

Consu

ltin

g

“Once a case has entered into a practitioner’s repertoire he may be able to see a new case as that familiar one, the familiar one now acting as an exemplar for inquiry into the new one” (Schön and Rein, 1994: 205).

Over-determining the situation

THE RISK• “With a hammer in hand everything looks like a nail” (Anon)

THE MITIGATION• Reflexivity• Immersion in the client situation. Relevance over Rigour.• Self constraint around difference• Contained Frame Reflection

Figure

Gro

und

Consu

ltin

g

Organisation questions

From the viewpoint of practice in large systems:• Organisations appear largely undetermined• There appears to be a fallacy of determination• Do managers disclose the organisation as they design & solve

problems?• Are organisations completed by managers as they conserve &

disclose them?

Figure

Gro

ud

Consu

ltin

g