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„Zukunft durch Führung – Führung durch Zukunft“

Zukunft durch Führung – Führung durch Zukunft

Prof. Markus F. Peschl, Thomas Fundneider Universität Wien, theLivingCore GmbH

www.theLivingCore.com

Die Gestaltung von lebendigen Organisationen als Ermöglichungsräume

we enable desired futures

1. WARUM „MORE OF THE SAME“ ZUM CRASH FÜHRT – ENTWICKLUNG DER ORGANISATIONSKULTUR/STRUKTUR

Type  A Type  B Type  C Type  D

Time 1880  onwards 1960  onwards 1995  onwards 2005  onwards

Premise command  and  control mo4va4on  and  delega4on

focus  and  libera4on future-­‐orientedness  and  innova4on

Belief workers  are  lazy  so...  strict  structures  are  imposed  for  them  to  be  produc4ve

workers  are  willing  so...  they  can  be  mo4vated  by  a  vision  &  rewarded  (career)

workers  are  individualists  so...  expect  them  to  be  their  own  leaders

workers  are  responsible  and  entrepreneurial  visionaries  

Mode  &  a6tudes

set  strategy  supervise  &  measure  increase  produc4vity

paint  vision  manage  by  objec4ves  build  consensus

suggest  purpose  design  culture  provoke  experiment

shape  the  future    exhibit  radical  openness  prototyping  and  fast-­‐cycle  learningng  provide  space  for  deep  understanding  

Shape hierarchy network ecosystem future/innova4on  lab

Source: adapted and expanded from http://woreport.wolffolins.com

we enable desired futures

Control & Management VS. Enabling attitudesOld  organiza?onal  design  Primacy  of  control  &  management

Future-­‐ready  organiza?ons  Primacy  of  enabling

Planned,  rule  oriented,  algorithmic,  „making“  („facere“) Enabling,  facilita4on

Following  rules  &  „recipes“,  execu4on  of  rou4nes     Providing  suppor4ng  environment  &  enabling  constraints

Trying  to  keep  things  under  control LeQng  things  go,  follow  the  flow,  emergence

Problem  solving  &  „puzzle  solving“  (T.Kuhn),  paradigm  accep4ng   Problem  seQng  &  paradigm  seQng

Staying  within  the  predetermined  problem/knowledge/search  space Ques4oning  assump4ons  and  methods,  open  ended

Analy4cal,  „science  like“ Design  (-­‐thinking)  based  /  „ar4s4c“

Star4ng  with  already  exis4ng  solu4ons,  concerned  with  details Star4ng  with  blank  sheet,  taking  the  large  perspec4ve

© Peschl |

Further readings

— Peschl, M.F. and T. Fundneider (2014). Designing and enabling interfaces for collaborative knowledge creation and innovation. From managing to enabling innovation as socio-epistemological technology. Computers and Human Behavior 37, 346–359.

— Peschl, M.F. and T. Fundneider (2014). Evolving the future by learning from the future (as it emerges)? Toward an epistemology of change. Behavioral and Brain Sciences 37(4), 433-434.

— Peschl, M.F. and T. Fundneider (2014). Why space matters for collaborative innovation networks. On designing enabling spaces for collaborative knowledge creation. International Journal of Organisational Design and Engineering (IJODE) 3(3/4), 358–391.

— Peschl, M.F. and T. Fundneider (2013). Theory-U and Emergent Innovation. Presencing as a method of bringing forth profoundly new knowledge and realities. In O. Gunnlaugson, C. Baron, and M. Cayer (Eds.), Perspectives on Theory U: Insights from the field, pp. 207–233. Hershey, PA: Business Science Reference/IGI Global.

— Peschl, M.F. and T. Fundneider (2013). Branding as enabling knowledge creation. the role of space and cognition in branding processes. In S. Sonnenburg and L. Baker (Eds.), Branded spaces. Experience enactments and entanglements, pp. 261–277. Wiesbaden: Springer.

— Peschl, M.F. and T. Fundneider (2008). Emergent Innovation and Sustainable Knowledge Co-creation. A Socio-Epistemological Approach to “Innovation from within”. In M.D. Lytras, J.M. Carroll, E. Damiani et al. (Eds.), The Open Knowledge Society: A Computer Science and Information Systems Manifesto, pp. 101–108. New York, Berlin, Heidelberg: Springer (CCIS 19).

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we enable desired futures

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