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CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
www.isb-w.eu
Integrated Learning culture -qualifying individuals and systems
in an integrated way
Dr. Bernd Schmid
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Isb-GmbH Wiesloch - Schlosshof
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Culture emerges from culture and examples set the stage. www.isb-i.eu
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 5
If you want Quick Results, Start with Culture.
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Why is it so difficult to reach sustainable positive change in systems?Because we are unaware of or misjudge stabilizing factorsUnderestimated the most: habits and interplay of habits.Overestimated the most: knowledge on content level and individual enthusiasm for changes
Seite 6
Stability of Culture
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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 …
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Page 8
Typical areas of organizational Learning
1. Workplace learning2. Project learning 3. OD learning4. Strategic personnel development
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 9
When learning should create learning culture…
Achieving more competence as interplay of roles in a shared contextShared learning directed to shared tasks and responsibilities.Learning by experimenting and evaluating togetherBuilding up a self directed learning culture (shared approaches, concepts, metaphors)
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Page 10
For new learning culture we need different settings, roles, processes, concepts and methodsisb-Resources http://isb-i.eu/about/about-isb-wiesloch/
Different mindset and approachof 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 11
Supporting integrativeLearning culture
Examples for isb-concepts
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
The isb Formula ICompetence for individuals
Seite 12
Professional competence
Role-competenc
e
context-kompetenc
e Matching
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 14
How much individual?How much organization?
CC-by-Lizenz, Autor: Bernd Schmidfür isb-w.euSystemische Professionalität
2013
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 15
CC-by-Lizenz, Autor: Bernd Schmidfür isb-w.euSystemische Professionalität
2013
1. Developing role competences2. organizing ones roles and 3. relating from role to role4. thus referring to context5. and content
Isb-perspective on the acting individuals and their communication
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Seite 16
CC-by-Lizenz, Autor: Bernd Schmidfür isb-w.euSystemische Professionalität
2013The role-model and communication
Role areas and communication
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Isb-perspective on Team -learning Team:Those who share responsibilityTeam development is horizontal and vertical
Page 17
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
isb-perspective on leadership-learningLeadership: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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Isb-perspective on Coaching as an Organization-learning-ToolWork/OD- Focused Coaching-program for individuals:- Clarifying when starting- Help specific controlling problems during work/OD- Support for shared learning within teamsCooperation with work/HR/OD organizers
Page 19
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Page 20
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Page 21
Step by step strategy in changing systems
• 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015 Page 22
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
The four Dimensions of a Responsibility System
Page 24
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische Professionalität
2015
Complementary Responsibility in Organizations
Page 25
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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
CC-by-Lizenz, Author: Bernd Schmidfor isb-w.euSystemische 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-day4. Contracted behavior, attitude and competence
Page 27