Bernd schmid integrated learning culture qualifying individuals and systems in an integrated way_systemic research conference heidelberg 2017
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This document discusses culture and organizational learning. It argues that culture emerges from examples and habits within a system. Changing a system's culture requires introducing new elements across many levels in a coordinated way and integrating learning among those who share work and responsibility. It also discusses developing individual, team, and systems competence through shared and coordinated learning approaches.
Bernd schmid integrated learning culture qualifying individuals and systems in an integrated way_systemic research conference heidelberg 2017
- 1. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 www.isb-w.eu Integrated Learning culture -qualifying individuals and systems in an integrated way Dr. Bernd Schmid
- 2. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Isb-GmbH Wiesloch - Schlosshof
- 3. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Culture emerges from culture and examples set the stage. www.isb-i.eu
- 4. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Culture is an „umbrella term“ for how reality is shaped consciously and unconsciously – habitually or creatively. Culture = the “personality” of a system Culture is needed to manage complex organizations. Culture is complex and powerful, because supported by a complex interplay mostly without awareness. Seite 4 Culture
- 5. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 If you want Quick Results, Start with Culture. 5
- 6. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Why is it so difficult to reach sustainable positive change in systems? Because we are unaware of or misjudge stabilizing factors Underestimated the most: habits and interplay of habits. Overestimated the most: knowledge on content level and individual enthusiasm for changes Seite 6 Stability of Culture
- 7. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 1. introduction of new elements on many levels and in an coordinated way. 2. integrated learning and exercising of those who share work and responsibility 3. sustainable exercise until new culture becomes habitually stronger than old culture. 4. connection with tradition, change should be experienced as progress of actual reality 5. realistic judgment on conditions like maturity, resources, time, power support etc. available Seite 7 Changing the Culture of a system requires …
- 8. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Typical areas of organizational Learning 8 1. Workplace learning 2. Project learning 3. OD learning 4. Strategic personnel development
- 9. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Seite 9 When learning should create learning culture… Achieving more competence as interplay of roles in a shared context Shared learning directed to shared tasks and responsibilities. Learning by experimenting and evaluating together Building up a self directed learning culture (shared approaches, concepts, metaphors)
- 10. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 For new learning culture we need different settings, roles, processes, concepts and methods isb-Resources http://isb-i.eu/about/about-isb-wiesloch/ 10 Different mindset and approach of the provider of education Our usual education programs are insufficient, to create effective learning systems To better run a system together individuals should learn together
- 11. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Seite 11 Supporting integrative Learning culture Examples for isb-concepts
- 12. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 The isb Formula I Competence for individuals Seite 12 Professional competence Role- competence context- kompetence Matching
- 13. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 The isb Formula II Competence for systems Seite 13 Systems competence Coordinated Competence of single players Shared learning culture Matching + Imbedding in Business & OD
- 14. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Seite 14 How much individual? How much organization? CC-by-Lizenz, Autor: Bernd Schmid für isb-w.eu Systemische Professionalität 2013
- 15. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Seite 15 CC-by-Lizenz, Autor: Bernd Schmid für isb-w.eu Systemische Professionalität 2013 1. Developing role competences 2. organizing ones roles and 3. relating from role to role 4. thus referring to context 5. and content Isb-perspective on the acting individuals and their communication
- 16. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Seite 16 CC-by-Lizenz, Autor: Bernd Schmid für isb-w.eu Systemische Professionalität 2013 The role-model and communication Role areas and communication
- 17. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Isb-perspective on Team -learning Team: Those who share responsibility Team development is horizontal and vertical Page 17
- 18. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 isb-perspective on leadership- learning Leadership: Leading someone means successfully inviting him/her into performing within a play (theatre metaphor) or helping to create a new one. Leadership is an issue of relationships. This is why partners of such real relationships should learn together! Page 18
- 19. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Isb-perspective on Coaching as an Organization-learning-Tool Work/OD- Focused Coaching-program for individuals: - Clarifying when starting - Help specific controlling problems during work/OD - Support for shared learning within teams Cooperation with work/HR/OD organizers Page 19
- 20. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Page 20
- 21. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Step by step strategy in changing systems 21 • develop a prototype • roll out step by step (when it works) • have a strategy for acting complementary with other sub-systems and their culture • For companies: make visible which use -for partners -for costumers of your client system
- 22. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Page 22
- 23. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Responsibility as Response-ability With reference to their positions at work, people: want to respond (are dedicated) to: question of values are able to respond: question of being qualified to respond are allowed and have the resources to respond: question of being sufficiently equipped have to respond: question of obligation Page 23
- 24. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 The four Dimensions of a Responsibility System Page 24
- 25. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Complementary Responsibility in Organizations Page 25
- 26. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Dysfunctional symbiosis Dysfunctional symbiotic relationships Responsibility is not taken or Responsibility is shifted or Discomfort from missing responsibility is shifted or potentials for better responsibility are not activated or not developed Page 26
- 27. CC-by-Lizenz, Author: Bernd Schmid for isb-w.eu Systemische Professionalität 2015 Responsibilities in Organizations 1. Organization as a system of complementary responsibilities 2. Each role and relationship is part of a whole system of responsibilities 3. To be cultured through dialogue, day-by-day 4. Contracted behavior, attitude and competence Page 27