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Developing Organizational Identity -
A Relational Approach to Organisational Development
Martin Thiele, Dr. Michael Korpiun, Anja Stamm
World Conference of Transactional Analysis - Berlin, 27th July 2017
Introduction
From our understanding and experience the success and effectiveness of an
organisation is primarily driven by the way people cooperate, solve issues, reflect, be
creative etc. - or in other words live and express their relations. We will introduce our
relational understanding and approach of organisational development. Based on that
we share an actual real case ex-ample of an identity and organisational development
process within a well-known family-owned company. We invite the participants to
commonly reflect the case, bring in own experience and wrap-up the workshop in a
dialogue about relevance of relations for the development of organisations in the
upcoming years.
The participants will be offered a relational model of organisational development
applying this to an actual case. This shall invite the participants to get into dialogue
about the relevance of relational thinking in general, its application for the work with
and in organisations and concerning their future needs.
31.07.2017 © In Stability GmbH & Co. KG 2
Table of Contents
1. The Key Question to Organisational Development
2. How it is mostly addressed
3. Relational understanding of Organisations and Organisational
Development
4. A practical Example
31.07.2017 © In Stability GmbH & Co. KG 3
Table of Contents
1. The Key Question to Organisational Development
2. How it is mostly addressed
3. Relational understanding of Organisations and Organisational
Development
4. A practical Example
31.07.2017 © In Stability GmbH & Co. KG 4
The Key Question to Personal and Organisational
Development
I don‘t know who I am
OR
I don‘t know how to be who I am
We don‘t know who we are
(refers to missing Identity)
OR
We don‘t know how to be who we are
(refers to missing Strategy)
© In Stability GmbH & Co. KG 5 31.07.2017
Personal Development Organisational Development
Source: own presentation
The Key Question to Personal and Organisational
Development
We don‘t know who we are
(refers to missing Identity)
vs.
We don‘t know how to be who we are
(refers to missing Strategy)
© In Stability GmbH & Co. KG 6 31.07.2017
Organisational Development
• both, Identity as well as
Strategy are a dynamic
phenomenon
• both, Identity as well as
Strategy are a phenomenon
of being rather than having
(Erich Fromm: „Haben oder
Sein“)
Source: own presentation
Relational Understanding of Human Beings
1. We ARE related (rather than we HAVE relationships)
2. We are FULL of capacity (rather than we have only limited
resources …)
3. We are PURPOSE-driven and intentional (rather than goal or task-
oriented)
31.07.2017 © In Stability GmbH & Co. KG 7
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., p. 194 f.
Table of Contents
1. The Key Question to Organisational Development
2. How it is mostly addressed
3. Relational understanding of Organisations and Organisational
Development
4. A practical Example
31.07.2017 © In Stability GmbH & Co. KG 8
The „classical“ organisational understanding
31.07.2017 © In Stability GmbH & Co. KG 9
• The understanding of organisations is based upon the underlying idea
and image of human mankind (Concept of Man).
• The focus of classical economic literature is either on an
instrumental (the company has an organisation) or institutional (the
company is an organisation) understanding of organisations.
• Anyway, it is driven by the element of structure.
• Therefore, the development of organisations is understood implicitly
or explicitly primarily as a change of organisational structure.
• So we are still thinking about organisations on tayloristic principles
Source: own presentation
The „classical“ understanding of organisations
31.07.2017 © In Stability GmbH & Co. KG 10
Organisational Structure
Organisational Processes
Source: own presentation
Current answers: new organisational models …
31.07.2017 © In Stability GmbH & Co. KG 11
Source: Samantha Lee (2016): Business Insider (http://www.businessinsider.de/zappos-ceo-tony-hsieh-on-
misconception-about-holacracy-2016-2?r=UK&IR=T)
… „hipster“ locations …
31.07.2017 © In Stability GmbH & Co. KG 12
Impact hubs
Creative lounges
… „innovative“ office equipment …
31.07.2017 © In Stability GmbH & Co. KG 13
Slides
… „ultimate“ methods …
31.07.2017 © In Stability GmbH & Co. KG 14
Agile strategy map
(still) structural Answers
(means: people still rely on structures, like locations, equipment,
methods in order to address the organisational challenges they face
rather than addressing the working relations and working on them)
What all these thoughts have in common?
31.07.2017 © In Stability GmbH & Co. KG 15
Table of Contents
1. The Key Question to Organisational Development
2. What it may need instead
3. Relational understanding of organisations and organisational
development
4. A concrete example
31.07.2017 © In Stability GmbH & Co. KG 16
Approaches to a revised Concept of Man
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Psychology Philosphy
Neurobiological Motivational System
(Bauer 2013)
“In order to motivate people sustainably, as the given data irrefutably shows, we have
to provide them with the opportunity to cooperate and form relationships. This has far-
reaching consequences for the working environment, for leadership behaviour of
supervisors and managers, for the medical system, and for pedagogy. Successful
relationships are the unconscious goal of all human endeavour because they are
accompanied by a release of endorphins (happiness hormones) such as dopamine,
oxytocin and opioids. There is no lasting motivation without relationships.” (p. 63)
31.07.2017 © In Stability GmbH & Co. KG 18
Source: Bauer, J. (2013), p. 63
Psychology: Subjectivity as Intersubjectivity
(Stern 2004)
„In short, our mental live is cocreated. This continuous corrective dialogue with other
minds is what I am calling the intersubjective matrix.
The idea of one-person psychology or of purely intrapsychic phenomena are no linger
tenable in this light. Current thinking in psychoanalysis has moved a great distance in
the recent past from a one-person to a two-person psychology (Renik, 1993). I am
suggesting here that we move even further. We used to think of intersubjectivity as a
sort of epiphenomenon that arises occasionally when two separate and independent
minds interact. Now we view intersubjective matrix (…) as the overriding crucible in
which interacting minds take their current form.
Two minds create intersubjectivity. But equally, intersubjectivity shapes the two minds.
The center of gravity has shifted from the intrapsychic to the intersubjective.“
31.07.2017 © In Stability GmbH & Co. KG 19
Source: Stern, D. N. (2004): The Present Moment in Psychotherapy and Everyday Life, 1st Ed. (2004), pp. 77-78, New
York: W. W. Norton & Company
Philosophical Concepts of our relation to the world
(Martin Buber)
“I become through you.“
or
“All true living is encounter.“
31.07.2017 © In Stability GmbH & Co. KG 20
Source: Buber, M. (2014): Ich und Du. 14th Ed. (2014), p. 18.
Relational vs. Interactional Concept of Man
Relational Understanding
Interactional Understanding
Humans are related beings. Humans have relationships.
Our relatedness makes us human. We are humans and are living in
relationships.
We can not not be in relations. Humans are able to exist without
relationships.
Relations as constant and
immediate expression of life.
Relationship as mutual experience of
stimulus and response (S-R-Model).
31.07.2017 © In Stability GmbH & Co. KG 21
Source: own presentation
Table of Contents
1. The Key Question to Organisational Development
2. How it is mostly addressed
3. Relational understanding of Organisations and Organisational
Development
4. A practical Example
31.07.2017 © In Stability GmbH & Co. KG 22
Relational understanding of organisations
We understand organisations as a purpose oriented
– purpose oriented = meaningful (instead of target oriented)
31.07.2017 © In Stability GmbH & Co. KG 23
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 195 f.
Relational understanding of organisations
We understand organisations as a purpose oriented constitution
– purpose oriented = meaningful (instead of target oriented)
– constitution = substantiation in a manifest structure
31.07.2017 © In Stability GmbH & Co. KG 24
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 195 f.
The dimension of purpose in organisations
• Targets are derived from the purpose of the Organisationen
– Purpose = overall meaning, why an organisation exists
– Target = perspective alignment, what an organisation wants to
achieve
31.07.2017 © In Stability GmbH & Co. KG 25
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 194 f.
The dimension of purpose in organisations
• Targets are derived from the purpose of the organisation
– Purpose = overall meaning, why an organisation exists
– Target = perspective alignment, what an organisation wants to
achieve
• In practice this is visible, how far organisations are capable, to
convey the own identity and the clarity of purpose (e.g. through
values, mission, vision, objectives etc.) to their employees in a way
that it has an impact on their attitudes, thinking, feeling and acting.
31.07.2017 © In Stability GmbH & Co. KG 26
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 194 f.
Relational understanding of organisations
We understand organisations as a purpose oriented constitution of
collective
– purpose oriented = meaningful (instead of target oriented)
– constitution = substantiation in a manifest structure
– collective = through overlay of individual perspectives
31.07.2017 © In Stability GmbH & Co. KG 27
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 195 f.
Relational understanding of organisations
We understand organisations as a purpose oriented constitution of
collective relational images
– purpose oriented = meaningful (instead of target oriented)
– constitution = substantiation in a manifest structure
– collective = through overlay of individual perspectives
– Relational images = relational mental constructs (including
affective, cognitive and intentional aspects)
31.07.2017 © In Stability GmbH & Co. KG 28
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 195 f.
The integration of collective relational images
31.07.2017 © In Stability GmbH & Co. KG 29
Source: Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution kollektiver Beziehungsbilder -
Grundlagen eines beziehungsorientierten Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und
Brücken zur Welt. Willkommen in bewegten Zeiten, 1. Aufl., S. 193
Difference in looking at organisations
Characteristic Institutional & functional
understanding of organisations
Relational
understanding of organisations
Structure
Structure and processes as core
elements to ensure split of tasks and
respective coordination.
Structure as an expression of
relationships that develops based on
inner relational images (Sell: structure
as „coagulated relation“).
Membership
Formal affiliation to an organisation
(e.g. by working contract, formal
membership)
Expression of inner belonging and
identification with the organisation or at
least parts of it.
Target
Orientation
Orientation at economic measures of the
organisation and its respective
stakeholders.
Most possible overlap between collective
organisational targets and individual
needs of the people working in that
organisation.
31.07.2017 © In Stability GmbH & Co. KG 30
Source: own presentation
The development of organisations
The sense of organisational development: The development of the relational
capabilities of its members to collectively cooperate in a meaningful
manner.
Organizational development (as a steered and constructively designed
process) is …
… the conscious
… continuously progressing
… alignment process of the collective inner relational images
… in a dialog format
… and an effective and efficient manner …
in order to develop the relational capabilities of its members.
31.07.2017 © In Stability GmbH & Co. KG 31
create
room for
relations
Characteristics of an organisations relational
understanding and the implications for the development
Characteristic Relational
understanding of organisations
Relevance for the development
of organisations
Structure
Organization as a constituted expressions of
relationships that bases on individual mental
images (Sell: structure as coagulated
relations)
Dynamization of inner mental pictures, that
leads to new ways of developing relationships
and corresponding structures
Relational
images
Organization as a concurrent expression of
individuality and relation on the level of
„I - you“, „I - they“ and „we - them“
Initialization of change is on all levels of
relationship perspectives possible and relevant
Awareness
Organization as relational construct that is
partly conscious as well as partly
unconscious.
Working with the conscious and also
unconscious or subconscious parts.
Social character
Organization as a formation of individual
relational images to a shared collective
relational image
Exchange in form of dialogues instead of
discursive formats (e.g. discussions)
Cohesion and
Constitution
Organization as an overlap of individual and
collective experience of purpose and
meaning
Strengthening the dimension of purpose, e.g. by
facilitating a dialog format in developing the
vision, mission etc.
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Source: Korpiun/Thiele 2016
31.07.2017 © In Stability GmbH & Co. KG 33
Closeness
& Trust
cooperative
acting
Self reflection
& Feedback
Dispute &
Conflict
Demarcation &
setting boundaries
Dealing with
contradictions
Exemplary interventions of Relational Organisational
Development
Provide room for dialogue
Provide orientation
Spend time with each other
Cooperate on tasks
Reveal contradictions
Take conscious decisions
Exchange on relevance level of action
Define and transfer purpose
Appreciate positive development
Make small steps and successes visible
Inform about the process Need oriented interventions
Differentiated assessment of change
Focus energy on the constructive people
Strengthening self reflection & feedback
Voluntariness
Table of Contents
1. The Key Question to Organisational Development
2. How it is mostly addressed
3. Relational understanding of Organisations and Organisational
Development
4. A practical Example
31.07.2017 © In Stability GmbH & Co. KG 34
A practical Example
During our workshop on the World Conference of Transactional Analysis (TAWC) in Berlin
(27th July 2017), we have been presenting a practical example of Relational
Organisational Development.
It has been agreed with the participants to keep the contents of this example
confidential. Therefore, this presentation does not contain any more background on
the case.
We intend to continue publishing about our relational work. So please keep in touch or
visit our website gain. Thank You!
31.07.2017 © In Stability GmbH & Co. KG 35
Sources
31.07.2017 © In Stability GmbH & Co. KG 36
Bauer, J. (2013): Prinzip Menschlichkeit. Warum wir von Natur aus kooperieren. 4.
Aufl.; München: Wilhelm Heyne Verlag
Buber, M. (2014): Ich und Du, 14. Aufl. (2014), Gütersloh: Gütersloher Verlagshaus
Korpiun, M./Thiele, M. (2016): Organisationen als sinnorientierte Konstitution
kollektiver Beziehungsbilder - Grundlagen eines beziehungsorientierten
Organisationsverständnisses. In: Lohkamp, L./Raeck, H. (Hrsg.): Tore und Brücken zur
Welt. Willkommen in bewegten Zeiten, 1. Aufl.
Stern, D. N. (2004): The Present Moment in Psychotherapy and Everyday Life, 1st Ed.
(2004), pp. 77-78, New York: W. W. Norton & Company. Deutsch: Der
Gegenwartsmoment. Veränderungsprozesse in Psychoanalyse, Psychotherapie und
Alltag, 4th Ed. (2004), Frankfurt am Main: Brandes & Apsel
Martin Thiele
Managing Partner
In Stability GmbH & Co. KG
Wiener Str. 12
D-30519 Hannover
Germany
T +49 511 16 59 26 20
F +49 511 16 59 26 21
M +49 162 10 38 886
Dr. Michael Korpiun
Managing Partner
In Stability GmbH & Co. KG
Wiener Str. 12
D-30519 Hannover
Germany
T +49 511 16 59 26 40
F +49 511 16 59 26 41
M +49 170 45 56 77 7
Contact
31.07.2017 37 © In Stability GmbH & Co. KG