2. Systems ThinkinG 2 Organisations have become increasingly complex systems. Small catalytic events > cause large changes in complex systems. Systems Thinking = Proactive Leadership"concerns" < parts of an overall system Improvement in one area of a system affect another area of the system promote genuine communication
3. Hidden dynamics 3 Internal entanglements Context swops Disrespect of order Personal identifications Pattern swops Dynamic copies Missing links Distractions Reoccurring issues - Despite good advisors and intentions
5. Organisational constellations = Hellinger Methodology < Germany to explore deeper complexities encourage Systems Thinking Visualising procedure elements are placed in relation to each other & are worked with creatively to explore new perspectives Youtube: http://youtu.be/rQc_sUfdHoA(OrganisationalConstellation by Andre Burki) Main goal: Streamline the organisation as a whole Transitioning from current state to desired state Inspire Innovative leadership Problem solving Visionairy in eco-socio- political issues 5
7. process 7 2 4 1 BRING ORDER AND SIMPLICITY IN SYSTEM ELEMENTS WITH SYSTYEMIC INTERVENTIONS IN ORG AND HUMAN CAPITAL 3 SYSTEMIC SCAN OF ORGANISATION & DYNAMICS ACTIONS AND IMPLEMENTATION
9. OUTCOME New perspectives and actions to undertake Awareness shifts Problem solved Actual state –> desired state Genuine communication Respect for all elements of the system Higher performance of teams and organisation 9 COMPLEX BUT COLOURFUL AND HARMONIOUS SYSTEM