Day 5 2 10 od approach and culture of leadership-systemic-coaching_odb_schmid_cape cod 2013 systemic perspectives _ew
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This document discusses organizational development (OD) and leadership. It provides examples of OD principles like defining frames, prototyping experiments, and minimizing complexity. It also discusses different modes of working, including dialogs, coaching, and workshops. Leadership is defined as successfully inviting others to perform or create. Effective leadership depends on the context and developing strong relationships between all levels. Both functional and strategic leadership are needed, with the strategic providing a clear vision and direction.
Day 5 2 10 od approach and culture of leadership-systemic-coaching_odb_schmid_cape cod 2013 systemic perspectives _ew
- 1. » Culture is cultured by culture and examples offer the lessons.« isb - slogan
- 2. 2 Task and Culture Orientation in Organizations Cultural Problems Result Orientation Cultural Measures Result Orientation time
- 3. © isb Systemische Professionalität 2012 www.isb-w.euSeite 3 OD- Approach of isb
- 4. © isb Systemische Professionalität 2012 www.isb-w.euSeite 4 OD Means Developing Systems of Humans I. OD-specific tutorial of key-figures within the organization. II. OD combined with cultural development (CD). III. More defined through principles, attitudes and perspectives than “how to - formulas“. IV. Which are those principles etc.? See below. V. Methods for working with people & supporting a learning organzation.
- 5. © isb Systemische Professionalität 2012 www.isb-w.euSeite 5 IV/1 Examples for ISB-Principals and Concepts concepts 1. Defining frames and clarifying contracts with those who have the power. 1. As little greenhouse-effects as possible. 1. Realistic timing and careful proceeding. 1. Crystallizing and prototype-experiments. 1. Take care for possibility to multiply. 1. Keep your cultural principles in all processes.
- 6. © isb Systemische Professionalität 2012 www.isb-w.euSeite 6 IV/2 Examples for ISB-Principals and Concepts 7. Contol complexity. 8. Minimize transfer problems (on the job + in the role). 9. Check readiness level of actors and relevant parts of organization. 10. Be cautious with use of resources and means.
- 7. © isb Systemische Professionalität 2012 www.isb-w.euSeite 7 V. Modes of Working Matching the Concept Example 1: Dialogs on Responsibility. Example 2: Vertical Team-Coaching. Example 3: OD-Workshops (werkstätten). Example 4: OD Focused Coaching Programs. Example 5: Peer to Peer Transfer.
- 8. © isb Systemische Professionalität 2012 www.isb-w.euSeite 8 Leadership
- 9. isb systemische Kulturentwicklung 2013 www.isb-w.euSeite 9 Definition • Leading someone means sucessfully inviting him into performing within a play or help to create a new one. (Theater metaphor) • There is not the “right leadership“. There is successfull leadership. It is leadership, that is carrying forward culture and/or contibutes to build up! • There is leadership, that stands for defined values (or not).
- 10. isb systemische Kulturentwicklung 2013 www.isb-w.euSeite 10 Leadership stiles • 1000+ ways and styles to accomplish leadership. • 2 directors of dance theatres Pina Bausch – Wuppertal: attention, invitation and space for unfolding and inspiration (little script). • John Neumeier Hamburg: Designing and close rehearsal (much script). • No matter how: In the end the dancers have to do it and not the choreographer.
- 11. Context Bound Leadership © isb Systemische Kulturentwicklung 2013 www.isb-w.euSeite 11 Always consider context of leadership • Leadership addresses particular dimensions of creating reality. • Leadership plays together with other factors of creating reality. • Theatre metaphor (stages, requisites but also conditions of rehearsal and performance). To lead successfully requires integration of many aspects!
- 12. isb systemische Kulturentwicklung 2013 www.isb-w.euSeite 12 Leadership-relationship • Smallest unit of leadership is the relationship. • Competent leadership is a quality of a relationship. • All involved need competence also the subordinate (ex. First time show jumping). • Leadership is as good as done together complementary. Leadership-System = net of leadership-relationships. In the end the whole leadership-chain.
- 13. isb systemische Kulturentwicklung 2013 www.isb-w.euSeite 13 Development of leadershipsystem Horizontal + Vertical Is there shared or at least complementary reality? • Yo share realities and horizons? • You at least know about those of the others? • You can relate to each others realities? • You can translate stimuli of controlling? • Is the message running through all parts of the chain? • Leadership is as good as partners “reach each other“
- 14. isb systemische Kulturentwicklung 2013 www.isb-w.euSeite 14 Avoiding leadership • By formal goals and request to reach them pressure, control, standardization • By abstinence from leadership “the best do know what to do!“ Desintegration (top artists require top directors) • Uncontrolled Decentralization: missing relationships between levels (barriers) Aquaplaning effect
- 15. Strategic leadership © isb Systemische Kulturentwicklung 2013 www.isb-w.euSeite 15 Functional vs. Strategic Leadership (director of the day vs. director of new plays) Without a functioning directing of the day by day business stategic leadership will not work. Strategic Leadership Knows to Design + Knows to Communicate Doing the script and directing the show go hand in hand, but not necessarily to one person. Missing or lousy scripts bring either arbitrary (beliebig) plays or need oversized directing.