Today’s digitally connected workplace demands a completely new set of skills. Our increasing interconnectedness is illuminating the complexity of our work environments. More connections create more possibilities, as well as more potential problems.
It is indeed needed to know and acknowledge the difference , because many mistakes are made to use tools like Lean 6sigma,balancedscorecard, for complex problems , while they should use for complicated.
The big difference is order and unorder, predictibility and risk.
Creating values for a better organisation by teambuilding
Ides De Vos's insight:
When I woke up , this morning and looked through the window , there was a beautiful spiderweb hanging across my window.It was a perfect work of interconnections , all tinny threads connected together and forming the system , with a important purpose for the spider:his home for catching what he need to survive.
It remembered me the beautifull weekend ,I passed together with our advisory team in the Belgian Ardennes. The purpose for the weekend was to elaborate on our values .
Values we have to have as a team , in order to collaborate and giving "the extra mile " to our customers.
I want to share our process we went through: systemic approach by using our left and right brain sides.
I have to say , that everything was systematic prepared :briefing on friday, sequency's of activities, timeshedule, etc
but the creation of the values has been done by systemic thinking:
- Seeing the whole
- Interconnection of parts
- Team learning
- Shared vision
- Shared mental models
This included respect for each other, making time for each other, taking attention!
Our warming up excercise ,Contactpoint, from the Systems field Playbook of L.B.Sweeney and D.Meadows reinforced our teambuilding and unified our mental models , to come up with the most effective strategy.
As systemsthinking is looking at the whole ,considering that every person is a system on his own ,we have captured from each the personal values (initiated by present and past experience)and the values he believe necessary for the future.
Personal values are the values everybody get them from home, education ,social life....That what he believes in!
Future values are the values that each person believes ,is needed to give our customers a prime service.
The information we received was coming:
- from the participants: the values were expressed by using a personal object as metaphor
- from the absents: on-line information by e-mail
The next step was to to sort all this data , and looking for linkages between them . Therefore , we used again a excercise from the fieldbook , "postcards" where you learn to make a story from random distributed pôstcards.
With our linkage excercise , we gathered 36 values/beliefs which were at the same time important for each of us personally and important for collaboration and delivering the extra mile to our customers.
Our next step , was to upchunk our 36 values/beliefs to 9 important and critical values for the future.
To operate as a learning organisation, to communicate our values to our customers, to live our values and to maintain ownership, we made from each value a painting .
Visualisation is an important tool for systemsthinking, because it let you use your whole brain.
These painting will be hanged up in the office , used in publications , folders but more important .....they are the anchors for our beliefs.
Tired, but happy with the results, we driving home ........
This link between Daoism and Complexity theory adds credence to the idea that the Chinese mind is conducive to a Complexity approach to whole systems.
I will conclude by coming firmly off the fence: if the Chinese (as a nation and as a race) master Complexity theory in their business, economic and political lives then they will make a true “great leap forward”. It is tempting to paint a picture of China as communist, autocratic, non-democratic, etc. This is not necessarily wrong but as a civilisation, communism has been just a recent blip. How people cognitively frame things is very deeply rooted and Complexity theory looks like a technical and intellectual counterpart to how they think already, broadly speaking.
Embrace Complexity – Revisited The 21st Century Supply Chain - Perspectives on Innovative (blog) I agree very much with most of Tony's perspective, but there are areas where I think the argument can be taken further, particularly in the...
Emma Seppala explains how compassionate workplaces are good for employee health and the corporate bottom line.
Managers often mistakenly think that putting pressure on employees will increase performance. What it does increase is stress—and research has shown that high levels of stress carry a number of costs to employers and employees alike...
But there’s a different way. A new field of research is suggesting that when organizations promote an ethic of compassion rather than a culture of stress, they may not only see a happier workplace but also an improved bottom line.
To start,It's important that the purpose of the company is known and well-understood by everyone.If than a culture can be instored without fear, sanctions and respect,engagement will rise and benefit the company at last.
This single slide PPT features the 4 levels of listening identified by Otto Sharmer. Download this editable Scharmer Theory U slide for immediate use. Browse through our range of Editable Single Slide PowerPoint Products.
La mondialisation ne s’arrêtera pas et évolue sans cesse sous différentes formes. Ces dernières augmentent l’incertitude à une vitesse toujours plus grande à tel point que personne n’échappe(ra) à faire face à l’incertain. Nous devons donc nous préparer et préparer nos entreprises, au management de l’incertain, les budgets annuels et le management par les chiffres les conduiront à la faillite.
Het is mijn overtuiging dat we in onze complexe samenleving ,problemen niet langer blijvend kunnen oplossen met onze vroegere denkwijze.(A.Einstein)
Begrijp voor je ingrijpt!
Organisaties zijn systemen: netwerken van elementen die op elkaar inwerken om één of meer doelen te bereiken. De resultaten van je organisatie hangen dus niet af van enkele oorzaken. Ze ontstaan door de interactie van alle elementen én door invloed van systemen rond je organisatie. Wil je het resultaat beïnvloeden, dan moet je het volledige systeem begrijpen!
Wil je blijvende resultaatverbeteringen voor je organisatie, en wil je niet steeds opnieuw het wiel uitvinden?
Leer dan systeemdenken!!
Wil je meer weten over systeemdenken , hoe het toepassen en hoe het aan te leren ?.