Welcome to SEAM

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Welcome to SEAM

• David Boje 532-1693
• Claudia Gomez TA cgomez_at_nmsu.edu
• David Tobey Talking Stick ghtobey_at_hotmail.com
• Jordan Hansen pickles_at_nmsu.edu

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TO DO

• Your workbooks (70 value) are on web ct at 0000
  cost to you. See course materials
• Memorize 4-leaf clover
• Turn in completed Small Business Application
• Buy 1 Composition Notebook (not spiral) from
  Family Dollar or Big Lots (1) and 3 ring binder
  to assemble project
• Review Syllabus and Schedule

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Web CT

• UNDER COURSE MATERIALS Print the following out
• SBA Assistance app
• Print confidentiality agreement
• BMAQ
• SEAM BOOKLET (very important)

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• Consulting is Clowning around to provoke changes
  in the SCRIPT of the Organization
• Theatre of Implementation
• TOI Dramatizes founding/developmental story,
  problem/solution, customer perception/differentiat
  ion/evolution, and before/after intervention
  behavior 4 Theatre components
• Founding developmental story
• Problems arisen since 1
• How did customer perceive org before types of
  customers their perception
• What was identity of org prior to the
  intervention how will the metascript change as a
  result of the intervention

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FILL THIS CARD OUT PRINT CAPITAL LETTERS
Print First name ____________________ Print Last
Name ____________ Hometown ____________________
Current phone number _______________ Print
CLEARLY your E-mail ______________________________
_________ Why you are here?___ May start small
business ___ want to make in consulting ___
heard this is a great course, so stretching my
horizons Complete this sentence Small Business
is _________________________?
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What are SEAM Codes?
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SEAM 4-Leaf CLOVER
DIALOGIC
DEBATE
DIALECTIC
DIALOG
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7 Dysfunctions

• 1. WCT Working Condition Themes, 2. WCT Work
  Organization Frames, 3. 3C's D - Communication,
  Coordination, Cooperation Dialogs, 4. TR - Time
  Rhythms, 5. TC - Training Cast of Characters,
  6. SP - Strategic Plots,
• 7. SOCIO-ECONOMIC Spectacles.

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Mission Statement
MISSION STATEMENT To build the trickest bikes
possible, with the highest quality components, at
a reasonable price. Kim Suter Your job is to
help your small business client develop their
STRATEGY
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http//business.nmsu.edu/dboje/448/prisma1.gif
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Available online at http//business.nmsu.edu/dboj
e/sbc
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Organizations are Theatres

• Many Characters
• Many Plots
• Many Script Writers
• Lots of Directors
• Dialog Coaches

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9 Levels in COMPLEXITY THEORY

• L1 Framework - change frames to emerging ones
• L2 Mechanistic - change cause-effects emerging
• L3 Control - change 1st cybernetic
• L4 Open - add 2nd cybernetic to react to
  emergence
• L5 Organic - change to environment awareness
• L6 Image - change image management
  contemporalization to retain customers
• L7 Symbol - change relation of past future to
  emergent present change local to global
  emergence
• L8 Network- change relation to emerging societal
  discourse (I.e. ethics) change transorganization
  relationships emerging
• L9 Transcendental - change spiritual direction
  emerging

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At What Level of System COMPLEXITY L1 to L9 is
each Area?
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SEAM STAR
L3
L4
L3
L1
L8
L5
L3
L9
L2
L6
L2
L7
L3
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Agenda For Class

• SEAM Root Cause Story Charting Client
  application due today
• Sit in your groups
• Do Clover Leaf Game
• Each group choose one Social Dysfunction come
  up with list of 10 interview questions for client
  about that area
• Use Notebook to record mock interview Verbatim
  notes.
• Do Root Cause Analysis with (mock) client in
  small groups identify the ROOT CAUSE
• Do Story Chart
• Act out the Story Chart as a group using silent
  theatre

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Day Two Agenda

• 1. Root Cause/Story Charting
• 2. How to take notes as you interview clients for
  SEAM 4 leaf
• 3. Divide into small groups for story theatre
  training (icebreaker)
• 4. check Memory of 4 Leaf Clover, Septet, PRISMA,
  notebooks 4 manuals from Gerald Thomas
• 5. Progress reports/ proposals for clients
• 6. PRISMA homework review

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How SEAM and System Complexity Interact?

• Working Conditions - L1 to L3
• Work Organization L3 to L6
• 3 Cs L3 to L4
• Time Management L3
• Training L3
• Strategic Implementation L3 to L6

TETRANORMALIZATION COMPLEXITE L7 - Symbol -
chronotopic local-global conceptions L8 - Network
- architectonic discourse (cognitive aesthetic
ethical L9 - Polypi of Dialogisms
(transcendental level)
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Metascript

• The organization is a Metascript
• a collection of many scripts, collectively
  written, that specify what we say and do
• The Metascripting social practice are located in
  a network mixture of genres (talk text,
  translations in between)  
• Characters are trained in their scripts, and
  punished by the script police, when they deviate
  from their script.
• Characters are constituted and located in a
  network of meta scripted practices.
• Each script is part of a network of scripts that
  constitutes what we mean by Metascript (the
  network of scripts within and among small
  businesses).  

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Henri Savalls METASCRIPT

• There are people who are the stars of
  organizational theatre.
• There is an off stage and an on stage, and those
  who work to perfect what takes place on the
  stage.
• There is a director, and there are people who
  think they can be better directors.
• There are people on the sidelines who want to
  replace the stars, who think they can do a better
  job.
• With so many directors and also spectators
  seeking to displace actors and become the new
  stars, the metascript becomes increasingly
  chaotic. (from Boje Rosile, 2003)

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SMALL BUSINESS is (Metascript) of THEATRE

• SEAM juxtaposes the senior executives official
  script against many alternatives, the more
  marginalized scripts of employees, customers,
  vendors, and community together this is
  metascript.
• The metascript is a multiplicity of contending
  and fragmented scripts of the organization.

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List 7 Social Dysfunctions in Bojes COUCH STORY

• 1. WCT Working Condition Themes
• 2. WOF Work Organization Frames
• 3. 3C's - Communication, Coordination,
  Cooperation Dialogs
• 4. TR Time Rhythms (linear/cyclical)
• 5. TC - Training Cast of Characters
• 6. SP Strategic Plots
• 7. SE - SOCIO-ECONOMIC Spectacles
• Purple 7 elements of theatre SEPTET

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• What is TAMARA of your organization?
• TAMARA involves the use of many scenes, plots,
  and sub-plots happening at the same time in an
  organization. Instead of remaining stationary,
  viewing a single stage, the audience fragments
  into small groups that chase characters from one
  room to the next (Boje, 1995).
• It is the spectacle of simultaneous theatre
  story in many places and you as leader cannot be
  every place at once!

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Metascript Summary

• Organization are Metascript-conflicted need a
  rewrite
• Metascripts are collectively written specify
  what we say and do
• At the margins there is improvisation, but mostly
  we work in McDonaldized Disneyfied organizations
  whose theatre is tightly scripted.
• Characters are trained in their scripts, and
  punished by the script police, when they deviate
  from their script.
• Characters are constituted and located in a
  network of scripted practices.
• Each script is part of a network of scripts that
  constitutes what we mean by Metascript (the
  network of scripts within and among
  organizations).
• The Metascripting social practice are located in
  a network mixture of genres (talk text
  translations in between)  
• In Tamara, the scripts are in many places at
  once, its all simultaneous

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4 SEAM PHASES of Consultation

• Act I CLOWN MIME Consultant is mimic, writing
  silently in notebook all the script fragments of
  the METASCIPT
• Act II CLOWN HERALD Consultant performs
  METASCRIPT theatre live for client evoking
  MIRROR EFFECT of root cause story of lost
  revenue hidden costs from strange scripting
• Act III CLOWN CARNIVAL Consultant performs
  the INTERVENTION Theatre for client with script
  changes
• Act IV CLOWN HEALER Consultant evaluates the
  renewal of metascript, changes in lost revenue
  hidden cost outcome measurements

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Retrospective
DIALOG6. Appreciative Inquiry10. Learning
Org3. STS (Weisbord)9. Open Space (owens)15.
Network Org (Chisholm)

• DEBATECommunity Org (Alinsky)2. Search
  Conference (Emery)8. Frameworks (Goffman)12.
  Transorganization (Boje)

Emergent Story Types E1 to E8
WHOLE
PARTS
DIALECTIC5. Double Loop (Argyris)11.
Restorying (Rosile13. Spectacle (Debord)16.
Critical Sociology (Collins)
DIALOGIC4. SEAM Metascript (Savall)13.
Carnival (Bakhtin)14. Postmodern Theatre (Boal
Boje Rosile)
Reflexivity
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What is Psychoanalytic SEAM?

• Psychoanalytic-SEAM (P-SEAM) is an advanced
  research methodology that interrelates socio
  (social performance) to economic (hidden costs)
  with the psychoanalytic dimensions of
  organizations.  I learned from Henri Savall and
  his collaborators, that the psychoanalytic
  analysis of the firm comes into play during the
  second year of Ph.D. training in the French
  consultant training.

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What is the relation of Psychoanalytic to SEAM? 

• Have you ever worked for an obsessive-compulsive
  boss, or even an organization?
• Have you ever worked in a disordered and
  constantly disorganizing enterprise?
• Have you ever worked for a workaholic?
• Have you ever worked in an addictive
  organization, one that motives your addiction to
  work?
• Have you ever worked in a paranoid firm, where
  conspiracy is everywhere?
• Have you ever worked in a firm that tried to
  outsource itself out of existence?

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HIDDEN THEATER

• - Psychoanalytic SEAM looks at the "hidden
  theater" of organizations.  This is the back
  stage and off stage psycho-social processes, that
  while most are aware of what is going on, no one
  talks to consultants about the hidden theater. 
  When I say hidden, I do not mean we are looking
  only at what is not said to you in the consulting
  session. I mean that if you carefully take notes
  in your interviews and observe what you see, and
  listen to their dialog you can discern the hidden
  theater, that surrounds you at every field trip. 

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Taboo Topics

• When you as beginning consultants take
  copious journal notes, there are times when the
  client asks that you stop writing.  They tell you
  something that is off the record. This is what we
  call a TABOO TOPIC. Please do not record what
  client's do not want on the record. However, do
  make a mental note that something is off line,
  and do keep a list of the topic (categories) that
  are off record, so you can make your client aware
  (at some future meeting) of types of events,
  history, and process-behavior that are always
  "hidden theater"  to most people you talk to. 
  They are giving you insight into the P-SEAM. 

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Scripted Addictions

• - Over time the organization falls into scripted
  process routines, that we call scripted
  addictions. One addictions most Masters students
  know all too well is workaholism.  Workaholism is
  an addiction to a process

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Phrog Farm

• -  A long time ago, a fellow named Harvey wrote
  an article in Organization Dynamics on the Phrog
  Farm.  Addictive bosses (and other folks) have
  the fantastic power to speak a few word and turn
  their victims into Phrogs.  Can you imagine a
  human being believing they are a powerless
  Phrog.  Organizations become swamps, and the
  hegemony is such that people become Phrogs,
  unable to speak up or talk back, they croak the
  lines the Head Bull Phrog wants them to say. 
  Consultants are asked to drain the swamp