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From Management 1.0 to Management 3.0


Management 1.0   Mind (process) IQ
Scientific
(past)

Management 2.0   Mind (process) IQ
Social           Heart (people) EQ
(present)

Management 3.0
Integrative      Mind (process) IQ
(future)         Heart (people) EQ
                 Soul (sense) SQ
System Thinking
How to address challenges (Adam Kahane)

Type of      Approach to low     Approach to       Process
Complexity   complexity          high complexity   requirements for
                                                   high comlexity
Dynamic      Piece by piece      System as a       Systemic
                                 whole
Social       Experts and         Stakeholders      Participative
             Authority
Generative   Existing practice   Emerging          Creative
                                 practices
System Thinking
System Thinking

                   Events




                  Patterns




                  Systemic
                  Structure
Global Trends fron a Systemic Thinking Perspective
Four Levels of Responding to Change
Manifest
action                  1. Reacting: quick fixes



Process,
structure              2. Redesigning: policies




Thinking             3. Reframing: values, beliefs


Source
of energy,
              4. Regenerating: sources of commitment and
inspiration
                                energy
and will
Theory U
        Downloading                                      Performing by
         past patterns                               operating from the whole

       suspending                                         embodying
                                 Open
VoJ      Seeing                  Mind              Prototyping the new by
      with fresh eyes                               linking head, heart, hand

      redirecting                                      enacting
                                 Open
VoC                              Heart
        Sensing                                     Crystallizing
      from the field                              vision and intention

          letting go             Open           letting come
VoF                               Will
                            Presencing
                         connecting to Source

                         Who is my Self?
                         What is my Work?
Fixing the Crisis Framework: Systemic U-process
        What are the events                                               What events
     going on in current reality?                                        might you see?

            What are the
        patterns of behavior                                                What
                                                                     patterns of behavior
          underlying those
                                                                        might you see?
              events?

              What is the
                                                                            Desired
              systemic
                                                                           systemic
              structure
                                                                          structures
                in this
              situation?
                                                                   If you had an organization
               What                                                seriously aimed at creating
          mental models
                                                                    your desired vision, what
       keep keep reinforcing
                                                                         mental models
      the systemic structure?
                                                                   would have to be present?


What is the     What is the            What, then, is the
expoused          vision                vision “in use”                    What is the
  vision        underlying      that an observer might deduce              desired
you want to        your          from your actions, even if you
  create?        behavior?         haven’t explicitly chosen it?
                                                                           vision?
2 Questions    3 Levels of Knowledge


                                       Explicit
                                    Knowledge
                                  (written, visible)


                                       Tacit
                                    Knowledge
                                    (embodied)


Who is my Self?
                                   Self Trascending
What is my Work?
                                      Knowledge
                                  (not yet embodied)
Mngt 3.0   12
IQ, EQ, SQ                       EQ
                                Company
                                 culture

SQ                                                                IQ

     12 qualities of SQ                             Action
                                                    Plans


  Power Wisdom Love                                Extended
                                                  bottom line


 Willing Thinking Feeling                  Customer Satisfaction
                                           Employee health
  Deep Self, Core Vision,                  Revenue and Profit
       Potentiality                        Environmental effect
                                           Social consequences
  SQ : Exist for, Aspires to,
  take Responsability for                      Business as Usual

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Mngt 3.0 12

  • 1. From Management 1.0 to Management 3.0 Management 1.0 Mind (process) IQ Scientific (past) Management 2.0 Mind (process) IQ Social Heart (people) EQ (present) Management 3.0 Integrative Mind (process) IQ (future) Heart (people) EQ Soul (sense) SQ
  • 3. How to address challenges (Adam Kahane) Type of Approach to low Approach to Process Complexity complexity high complexity requirements for high comlexity Dynamic Piece by piece System as a Systemic whole Social Experts and Stakeholders Participative Authority Generative Existing practice Emerging Creative practices
  • 5. System Thinking Events Patterns Systemic Structure
  • 6. Global Trends fron a Systemic Thinking Perspective
  • 7. Four Levels of Responding to Change Manifest action 1. Reacting: quick fixes Process, structure 2. Redesigning: policies Thinking 3. Reframing: values, beliefs Source of energy, 4. Regenerating: sources of commitment and inspiration energy and will
  • 8. Theory U Downloading Performing by past patterns operating from the whole suspending embodying Open VoJ Seeing Mind Prototyping the new by with fresh eyes linking head, heart, hand redirecting enacting Open VoC Heart Sensing Crystallizing from the field vision and intention letting go Open letting come VoF Will Presencing connecting to Source Who is my Self? What is my Work?
  • 9. Fixing the Crisis Framework: Systemic U-process What are the events What events going on in current reality? might you see? What are the patterns of behavior What patterns of behavior underlying those might you see? events? What is the Desired systemic systemic structure structures in this situation? If you had an organization What seriously aimed at creating mental models your desired vision, what keep keep reinforcing mental models the systemic structure? would have to be present? What is the What is the What, then, is the expoused vision vision “in use” What is the vision underlying that an observer might deduce desired you want to your from your actions, even if you create? behavior? haven’t explicitly chosen it? vision?
  • 10. 2 Questions 3 Levels of Knowledge Explicit Knowledge (written, visible) Tacit Knowledge (embodied) Who is my Self? Self Trascending What is my Work? Knowledge (not yet embodied)
  • 12. IQ, EQ, SQ EQ Company culture SQ IQ 12 qualities of SQ Action Plans Power Wisdom Love Extended bottom line Willing Thinking Feeling Customer Satisfaction Employee health Deep Self, Core Vision, Revenue and Profit Potentiality Environmental effect Social consequences SQ : Exist for, Aspires to, take Responsability for Business as Usual