Management Cybernetics has its models and language. They are extremely valuable when discussing with peers and for the advancement of the discipline. Yet, they limit the accessibility of the wider audience to these ideas. What’s more, they limit the spread of the mindset and skills needed for systemic change.
In this session, at Mataphorum 2019, I shared how I'm teaching my version of management cybernetics. It works without models and without the language of channels, transducers, amplifiers, and attenuators. Without even using the word “system”. Instead, this a way of helping leaders to work on their skills for diagnosis and design, by building observational and thinking habits, related to three organisational balances: autonomy-cohesion, diversity-stability, and exploration-exploitation