Interweaving is founded on a Work Oriented and Human Centric grounds. A Work Oriented practice focus is on what persons, organisations, machines, and other performers do (work or job to be done) with others.
A Work Oriented practice …
- embraces a pragmatic attitude towards things and knowledge produced and used within an organisation or community.
- recognises that people have very different interests in the same things and situations, largely depending on work they actually do or are is assigned to do.
The interests of people are accommodated according to quality criteria. Work Qualities include, understandable, trusted, workable, interweable, acceptable, and agreeable. This means that a facility manager is likely to work more with a facility catalogue rather than a model of information services.
The focus is on what is most important (salient) in work they do with others. The key talking points are identified and framed to empowers people with means that realise worthwhile benefits.
The main deliverable of Interweaving is knowledge, in all forms. The knowledge is accompanied with narratives that tells a story and with formulations that captures the underpinning logic. In the world of strategic, knowledge comes in many forms: explicit in strategy documents with strategic stories and a strategic logic, embodied through Gemba walks and strategic cafes, and embedded through alignment and engagement practices.
Individuals, the interested parties, have different attitudes towards the talking points and the delivered knowledge. They can believe it, intend to used, desire or expect what the knowledge describe should be happening, agree or disagree with it, etc.
A Work Oriented approach …
- is pragmatic.
- supports storytelling.
- focuses what are the most important to people.
- empowers people with means, which realise worthwhile results and effects over the whole life cycle of their work, up to the horizon.
- delivers knowledge (embodied, explicit, end embedded).
- aims to Unlock, Realise, & Optimise The Value Of Saliency and Togetherness.
- enriches working together.
- enables people to approach the same topic from their different needs and work to be done.
- provides reference points that enable people to work together.
- establishes shared mental models across people that work together.
- encourages participation.
- balances servicing.
- levels the playing field between workers and experts.
- enables a balance to be established between the pull (demand) from interested party’s needs, and the push (supply) from the material made available by analysts and subject matter experts.
The Work Oriented foundation represents a shift from … to …:
- from persona to job-to-be-done.
- from stakeholder to work done by interested party.
- from a focus on the subject matter to the workers, and questions such as: "Who is doing what, with what, and for what purpose?”, “What is in it for me?", "What questions do I need to answer?”, and “What type of decisions do I take?”.
- from paradigms, dogms, gurus and structures that are available in existing (often large) frameworks or methods to what people need in order to perform their work successfully.
- from qualities of things to qualities of work where things participate.
- from models and blueprints to use and utility of them.
- from use case to work story.
- from the search for a single-source-of-truth established by experts to knowledge relevant to people in work they to together.
- from evaluation of qualities artifact’s to evaluation against work qualities.
- from theoretical artefacts and models to pragmatics tools.
The work oriented approach focuses on defining and delivering work products that make sense to people. This may introduce a tension with experts, theoretical, frameworks, and “single source of truth” principles. Care must be taken to balance the primacy of human centrism and work orientation with structural principles.
The aspects that affect a work practice, work-to-be-done comes from many sources:
- intrinsically 'embedded i the walls'
- explicitly declared in instructions
- written down in purpose of work
- specific (work) situations
- relationships with other workers and their work practices
- social norms, laws, regulation, or legislations
- industry specific knowledge
- knowledge fields, or community of interest, semantic community (knowledge), or practice communities
- work ethics and values
- organisational history
- inputs and outputs of a unit of work
- organisational design, unit, role, position, or post
- profession, or disciplines
- methodologies, or approaches
- patterns of action, interaction or communications
- responsibilities, authority, or other decision making aspects
Note: Anekāntavāda (Sanskrit: अनेकान्तवाद, "many-sidedness") refers to the principles of pluralism and multiplicity of viewpoints, or vantage points, the notion that reality is perceived differently from diverse points of view, and that no single point of view is the complete truth, yet taken together they comprise the complete truth. [https://en.wikipedia.org/wiki/Anekantavada]