Ariane Paradigm

1. Context
2. Overview
3. Key practices
   1. Strategic Evaluation Process
   2. The Flow and its Margins
   3. The Curves and Frameworks tools
   4. Triangulation
   5. When to use use which process
4. Key concepts
5. Wisdom dimension

Context

The Ariane paradigm was put together by Olivier Ronceray and Maryse Tournon Ronceray. Originally French, it is named Paradigme Ariane. This overview is put together based on a pdf written by the creators titled Le Paradigme Ariane. Voyage au coeur du chaos. Instrumentation. Théorie et Pratique. Apparently it was published in 2009. (ISBN 9781445256542)

Overview

The Ariane paradigm provides a structured approach for groups to navigate complexity. It integrates a suite of four navigational instruments including

• Strategic Evaluation Process
• The Flow and its Margins
• The Curves and Frameworks tools
• Triangulation

These allow skillful steering through the ambiguities and paradoxes inherent in innovative situations by managing both inner and outer dimensions.

Fundamentally, the methodology revolves around (a) eliciting and updating mental model representations from all stakeholders, then (b) transforming areas of misalignment or confusion revealed through the mapping techniques. This surfaces otherwise tacit assumptions and contradictions undermining progress. Ongoing iteration of evaluation, adjustment and integration allows fluid convergence upon wisdom.

Beyond mere planning, Ariane offers groups an adaptive orientation harnessing collective intelligence to skillfully ride the dynamic waves of reality.

Key practices

Strategic Evaluation Process

The Strategic Evaluation Process involves projecting key aspects of a project or situation along four dimensions:

1. INNOVATIVE: breakthrough concepts, new approaches
2. VALID: working well currently, aligned with needs
3. OBSOLETE: outdated, no longer fit for purpose
4. NOT YET FULLY FORMED: potential seeds but underdeveloped

Each stakeholder involved quantifies across those four levels where they see different components mapping and enters that assessment data.

For example, rating 1-5:

• The team communication approach as highly innovative
• The timeline as largely still valid
• The content framework as potentially needing overhaul
• Ideas for future phases as sparking interest but needing refinement

For finding the components, consider these examples:

• subsets, e.g. for an event: venue, activities, promotion; for a product: the prototype, design, user experience
• intangible factors like team cohesion, leadership vision, or organizational supports,
• group’s functioning: decision-making, conflict resolution, creativity, hierarchy, closeness of connections, demographic diversity
• personal growth: mindsets (“I feel stuck”), behaviors (impulse control), skills (public speaking ability), knowledge bases etc.

The collective mapping aggregates and externalizes assumptions, revealing blindspots. Shared discussion of the findings allows consciously regulating elements needing transformation vs stabilization. This empowers accelerating innovation aligned to collective intelligence, not isolated perspectives.

Regular reassessment fosters continuously updated navigation. The visualization methodology structures co-creating reality amidst complexity.

The Flow and its Margins

This surfaces key variables/energies, their balanced interplay. It helps define warning signals to stay in integrated flow and accelerate progress through consciously leveraging tensions.

1. Map out the key elements, resources, or priorities with inherent tensions in the situation. For example in developing a new product this may include technology constraints, customer ease of use needs, flexibility vs standardization, quality control vs rapid iteration, etc.
2. Define the optimal “Flow” state where those elements are in balance – playing off each other synergistically versus working against progress. Continuing the example, this means leveraging technology that still allows customizable experiences tested for excellence.
3. Identify Risk Margins where overfocusing on one element disconnects the others. Such as over indexing on quality assurance slowing speed to customers. These signal moving out of integrated flow.
4. Note key indicators that warn when tipping toward unbalanced risk margins – metrics and verbal feedback that are visceral lead indicators.
5. Continuously re-regulate and calibrate as changes emerge over time, external impacts shift elements out of balance requiring adjustment. The mapping visualization facilitates quick accurate response.

The Curves and Frameworks tools

This tool contextualizes the rhythm, milestones, decision points and requisite focus areas needed along the journey towards ultimate goals to actively actively navigate life cycles.

1. Map out a timeline of the key phases in the lifecycle of the project or system – past, present, and likely future. For a team this may mean stages like Formation, Growth, Maturity, Decline. For a personal passion it may be Envisioning, Planning, Building Momentum, Manifestation.
2. Plot significant milestones reached along with probable upcoming pivotal milestone markers for each forward phase. These provide quantifiable targets and accountability.
3. Note the “Framing” or focus expected to be relevant for each lifecycle stage – what should take primacy in that season. For example, in initial team building it may be Relationship before Task.
4. Anticipate potential major “Bifurcation Points” ahead where key choices must be made that divert onto risky versus fruitful paths. Prep decision factors.
5. Trace current place on this visualized timeline to properly calibrate short and long term efforts. Course correct cadence or priorities that may be out of phase.
6. Revisit and evolve timeline as future unfolds, adjusting projections based on emergent internal and external developments that shift trajectory. Constantly orient present work by past and probable future landscapes.

Triangulation

1. Start with a triangle: The basic structure is a triangle with three vertices, surrounded by a circle.
2. Define the three key elements: Choose three main aspects of your situation or project to examine. Place these at the three vertices of the triangle. For example: A. Your objective B. The means at your disposal C.
3. Analyze the relationships: Consider the relationships between each pair of elements (sides of the triangle). For each relationship, examine:
   • The immediate implications
   • The perspectives or potential future developments
4. Use the circle: The circle surrounding the triangle represents your field of influence. The intersections of the sides of the triangle with the circle represent the short-term implications of each relationship.
5. Add a second circle: This represents medium to long-term perspectives. Extend the lines from the triangle vertices through the first circle to this second circle.
6. Consider the center: The center of the triangle (barycentre or center of gravity) represents your overall perspective. Practice shifting your focus between the center and the various elements to maintain a balanced view.
7. Iterate and refine: As you gain insights, refine your descriptions of the elements at each vertex and your analysis of their relationships.
8. Transform: Use this analysis to identify areas needing transformation or adjustment in your project or situation.

The key to effective triangulation is to move beyond binary thinking and explore the dynamic relationships between all three elements. This process helps reveal hidden connections, potential conflicts, and opportunities for innovation that might not be apparent when considering elements in isolation or simple pairs.

By regularly revisiting and updating your triangulation, you can maintain a dynamic, multi-dimensional understanding of your project or situation as it evolves over time.

When to use use which process

Use the Strategic Evaluation Process when you want to:

• Map overall representations about elements of a project
• Establish a baseline assessment and continue tracking it over time
• Identify gaps between current state and potential state

Use the Flow & Margins tool when you want to:

• Understand connections and disconnections between aspects
• Reveal problem areas undermining cohesive flow
• Transform suboptimal representations obstructing progress

Use the Curves & Frameworks approach when aiming to:

• Situate yourself, team or organization in timeline context
• Anticipate upcoming transitions and optimize their navigation
• Match efforts to the phase, milestones and focus required

Key concepts

1. Representations – The idea that we each hold internal maps or models representing reality rather than having direct access to reality itself. Making those representations explicit and discussing them collectively is key.
2. Flow State – There is an optimal state of flow between contradictions and tensions. The goal is dynamically balancing competing elements rather than resolving paradox.
3. Bifurcation Points – The moments in complex evolutionary processes when entire trajectories hinge upon choices. These threshold moments require conscious navigation.
4. Managing Intersubjectivity – Collectively generated understanding emerges through skillfully integrating diverse subjective viewpoints rather than seeking imposing objective truths.
5. Transforming Uncertainty – Complex situations can be steered by deliberately transforming uncertainty into temporary certainty in order to take action. Crystallizing just enough structure to move without overspecifying.
6. Triangulation – Going beyond binary polarizations into a third generative space allows new solutions not accessible from the original one-dimensional perspectives.
7. Synchronizing Timescales – Holistic insight requires aligning actions across operational, functional, and structural timescales, from short-term projects to long-term industry shifts.

Wisdom dimension

• Internalization?