How can the inter-relations between the cognitive styles contribute to designing a self-organising framework that serves the purpose and strategy of the project?

“Cognitive style is a term used in cognitive psychology to describe the way individuals think, perceive and remember information, or their preferred approach to using such information to solve problems.”

So far in this project we have used the cognitive styles as a way to understand different perspectives and ways of working which are useful when dealing with multiple stakeholders, which is the case of a meta-design process. A ‘meta-design process’ as used in the context of M21 is a complex process, that is approached both in a holistic and analytical way. It is a co-creative process that recognises the different levels of consciousness, relations and actions that occur between a team and the context they operate in and the wider context.

The different approaches that have been identified and explored are: New knowing, Languaging, Envisioning and Pushing-Doing. Each person in a team may have characteristics of all these cognitive styles, yet in certain situations we tend to become e.g. more a languager or a pusher-doer. Sometimes it is the context that guides the preferred approach, i.e. what is needed there and then, whilst other times it may be personality driven. Most often it is both. When working co-creatively in teams there is a constant regulation that takes place (this happens both consciously and sub-consciously). It seems important to bring awareness to how the relations within a co-creative process function, between the self, the others, the team and the organisation and its purpose.

Relations within a co-creative process

SELF: Self reflexivity

OTHERS: Balance of give and take.

TEAM: Sense of mutual achievement.

ORGANISATION: a framework that serves a purpose and strategy

Within and between any human systems there are hidden and invisible forces that can be used to support change. When understanding these forces as they are codified in ‘lawful’ orders, (Hidden orders of change) we can work with them both rationally and intuitively to untangle blocks and create better ‘flow’ throughout an organisation. A crucial aspect of organisational design is the notion of ‘Place’ (positional value) where identifying the appropriate roles and responsibilities in relation to others and finding the right place in the system everyone is strengthened and so is the organisation.

Inter-relations between the 4 cognitive styles from a languaging perspective

We are all ‘languagers’ and languaging is used at different levels across the cognitive styles, and at different levels. From the moment e.g. new knowing comes to consciousness and needs to be articulated in some form, verbal or other. Or, when e.g. envisioning needs to be shared in order to motivate and engage the others team workers to pull in the same direction. Or, e.g. when pushing-doing becomes pro-active through communicating the need to make something happen. By trying to identify when and where the specific approaches are useful to each other and the whole we may be able to design auspicious conditions for synergy to arise. This approach may be called ‘senseness’.

Following are some observations that may help us understand better when and where during the meta-design process the inter-relations between the cognitive styles can help the flow and strengthen purposefulness.

A view of new knowing from a languaging perspective:

When does the New knowing role become a resource for Languaging during the Metadesign process?

“Tacit knowledge ‘ is the kind of intelligence that is situated behind the barrier of language.” - Michael Polyani, The Study of Man.

New-knowing operates on a phenomenological level and therefore in a perceptive and subconscious way where the senses and intuition are captivators for picking up and “amplifying weak signs” (M. Tham) in the field. They are feelings-oriented. New-knowers are highly tuned-in to their surroundings because they are comfortable in using their bodies as ‘instruments’ to read situations, alongside their intellect. Generally, when something is ‘sensed’ and experienced we try to grasp and comprehend what is going on. This mostly happens in a subconscious and bodily way before it is rationalised. Whereas everyone uses ‘tacit knowledge’ in our ways of working, the new-knower is more confident at relying on the signals, perceptions, they sense resonate with a particular context, and can translate this into useful information.

At some point in a perceptual process languaging becomes necessary to filter and facilitate the communication of what is happening, this translation may take shape through e.g. linguistics or imagery. At this level there is an inter-relation between languaging and new knowing and can be described as a catalysing process.

E.g. a trend-forecaster is scoping a subject and knows intuitively that the there is a pattern that transpires from the different signals. Together with the languager they can seek to translate this pattern into an appropriate ‘language’ that makes sense to a larger audience. (artists, musicians, designers etc. are usually very skilled at working with perceptual processes.)

In a meta-design process the languager needs the new-knower to help expand the insights and open up the field for what is happening. Without this insight, intuition and holistic view the languager may limit the ‘language’ and bypass important factors that may prove crucial to both the meta-design process and its outcomes. It is often easy to accept common assumptions and the zeitgast, yet the new-knower looks beyond the visible and often finds new insights and outlooks that are more appropriate. By active listening and in-tuneness new- knowing helps bring nuance as well as expand awareness by being receptive to the ‘NOW’ and including experiential data.

A view of envisioning from a languaging perspective:

When does the Envisioning role become a resource for Languaging during the Metadesign process?

Envisioning operates on a strategic and conceptual level. Envisioners are analysis/rationality-oriented. Their ability to imagine outcomes help them project themselves in the future and work towards a goal. They can therefore help provide sense of direction and intention. They approach a given problem by unpicking the parts in order to understand how they are composed and with this knowledge and critical stance they are able to plan steps ahead and be tactical. Their vision helps them be farsighted and they often take leadership and influence opinion.

In a meta-design process languaging is needed to support the vision. To inspire their team workers and become a ‘vision communicator’, the envisioner may ask the languager for coaching and assistance in translating and articulating the vision to a wider group. Despite a certain rationality the envisioner is also a dreamer and utopian, and risks being misunderstood by his peers as she/he tends to go too fast at times. The languager can be helpful at mapping and finding a language with nuances that will consolidate his/her foresights and the success of the concepts.

In a meta-design process timing is always of essence. Whereas the languager may like to take time, and be methodical in order to fully grasp a concept, the envisioner may inspire with their passion to take more risks and speed up the process as they have a focus, and no time to waste…

A view of pushing-doing from a languaging perspective:

When does the pushing-doing role become a resource for Languaging in the Metadesign process?

Pushing-doing operates on a pragmatic and functional level in real-time. They are action-oriented and will try to enact on the possibilities they consider worth testing to reach a solution. The pusher-doer often has an innate ability to find ways of transforming concepts and ideas into tangible and explicit formats. It seems they often think better through making and doing and that through action their intentions are sharpened. They are often tuned in to their immediate environment and are therefore capable of taking quick decisions based both on their experience and the conditions they operate in. These skills enable them to discover well-balanced ways to take in and embody the different parts of the process and form a cohesive outcome.

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