How to address challenges (Adam Kahane)Type of Approach to low Approach to ProcessComplexity complexity high complexity requirements for high comlexityDynamic Piece by piece System as a Systemic wholeSocial Experts and Stakeholders Participative AuthorityGenerative Existing practice Emerging Creative practices
System Thinking Events Patterns Systemic Structure
Global Trends fron a Systemic Thinking Perspective
Four Levels of Responding to ChangeManifestaction 1. Reacting: quick fixesProcess,structure 2. Redesigning: policiesThinking 3. Reframing: values, beliefsSourceof energy, 4. Regenerating: sources of commitment andinspiration energyand will
Theory U Downloading Performing by past patterns operating from the whole suspending embodying OpenVoJ Seeing Mind Prototyping the new by with fresh eyes linking head, heart, hand redirecting enacting OpenVoC Heart Sensing Crystallizing from the field vision and intention letting go Open letting comeVoF Will Presencing connecting to Source Who is my Self? What is my Work?
Fixing the Crisis Framework: Systemic U-process What are the events What events going on in current reality? might you see? What are the patterns of behavior What patterns of behavior underlying those might you see? events? What is the Desired systemic systemic structure structures in this situation? If you had an organization What seriously aimed at creating mental models your desired vision, what keep keep reinforcing mental models the systemic structure? would have to be present?What is the What is the What, then, is theexpoused vision vision “in use” What is the vision underlying that an observer might deduce desiredyou want to your from your actions, even if you create? behavior? haven’t explicitly chosen it? vision?
2 Questions 3 Levels of Knowledge Explicit Knowledge (written, visible) Tacit Knowledge (embodied)Who is my Self? Self TrascendingWhat is my Work? Knowledge (not yet embodied)
IQ, EQ, SQ EQ Company cultureSQ IQ 12 qualities of SQ Action Plans Power Wisdom Love Extended bottom line Willing Thinking Feeling Customer Satisfaction Employee health Deep Self, Core Vision, Revenue and Profit Potentiality Environmental effect Social consequences SQ : Exist for, Aspires to, take Responsability for Business as Usual