Using Strategic Model Buiding to See, Test, and Improve our Models for Action

                                                Where it Intervenes

Program and Field Consult Structure

Profiles in Action

This is an entry point for an individual to become deeply aware of their  environment. They begin recognizing and managing face to face behavior and the structures they create that impact individual and team performance.

Building Smart Teams 

A broader and deeper view of why and how team performance is impacted by the product of the team member's face to face interactions.

Team Outcomes:

1. Knowing what one's speech acts and behavioral preferences are and why and how they impact others

2. Knowing why and how their preferences shift in the context of Up, Down and Across relationships including High Stakes situations

3. Knowing the value of expanding one's repertoires and having the flexibility to correct patterns when necessary to achieve the team's desired results

4. Having your own evidence that this "stuff" works

Kantor Model Building and Structural

A global and systemic perspective to explore leadership with an increased emphasis on developing a capacity to create desired futures through Model Building. To include an innerpath forward in the organization, inevitable moral dilemmas, and strategies for intervening in larger systems. Robust focus on one’s Personal Model, Leadership Model and Model for Living, and how they are all interrelated in an Intervention Model to create a capacity for change and ongoing changing.

In this model we conceptualize an organization as a Human System. We intervene to map and make visible the actions and interactions of the people in this system. This provides them access to the structures that are both enabling and disabling their performance. They can then make effective choices to reinforce the helping structures and replace the hindering structures with ones that will sustain the exceptional performance they seek.

Building Smart Teams requires the team members to be able to produce change and sustain change at any level in an organization, by changing the nature of structures in face to face relationships. 


Most of the important work people do occurs face-to-face. Therefore, if your intervention model does not, or has not, effectively addressed these structures, I, from my model, predict your intervention results will fall short. And, your Teams will underachieve relative to teams that know how to "Read the Room" and understand the dynamics of their interactions, including how to constantly improve them.

Strategic Model Building begins by addressing these structures. It provides immediate traction by identifying "Surface or Presenting Structures" that are disabling both individual and team performance. We also introduce a structural language system (Structural Dynamics) that can shift conversations about these structures from undiscussable to discussable, from assessing blame to wanting accountability, and from defensive to productive. From there, depending on readiness, deeper and broader structures are made more visible and changeable. We classify these as "Super Structures" because they are often invisible yet have a strong impact on the system's performance.

Each model we build is different because the people building it are different. It is impossible to effectively deploy someone elses model. You can imitate it while you are building your own, but to have a model you can rely on, it has to be your own. As a result, these models are built as collaborative Intervention Models for each entity we work with - individuals, executive coaching, leadership development, two-person relationships, teams and whole organizations. In every instance, the Kantor Meta Model for Model Building is used as a template for this collaborative building process. This Meta Model has a Theory of Practice that is conceptually linked to a Theory of the Thing and a Theory of Change for each specific entity. See Reading the Room by Kantor for a more complete explanation of this model or contact me at 843 342 5471 for an explanation. ( See Link's Page)

In general, the goal is to effectively change the nature of face to face discourse within the team and eventually the organization.

Changing the nature of discourse involves: 

1. Learning a new language system that explains the nature of discourse (Structural Dynamics).

2. Discovering the source of one's own behaviors (both functionally and dysfunctionally) and understanding the source of other team member's behaviors and their interface impacts.

3. Increasing ones competency in recognizing the team's effective and ineffective structures and taking actions that increase communication effectiveness.

4. A fundamental shift in ones thinking of "cause" - a shift from linear to circular causality.

Our programs and field consults are unique in their sequencing. We start with "Knowing Thy SELF" or what we call Profiles in Action. From there, we can migrate to Team Performance, Leadership Model Building and Intervention. All of this process is self paced and jointly designed by the sponsor client so it becomes the client's model. This then is the sustaining structure for ongoing Model Building and Responsible Self-Evolution.

(See Program and Field Consult Structure side bar)







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