This conference aims to decode the impact of the new age on management practices. Self-organization of teams with significant freedoms to drive business decisions is much written about. In practice implementing such self-organization proves to be extremely challenging. Why? The reasons lie in the DNA of management of the past century which was about top-down hierarchy and control rather than self-organizing. A gene refreshment of sorts is therefore needed for new age managers and teams. Two "skill genes" in particular will be essential for new age managers and teams: first, the Collective intelligence gene and second, the Facilitative intelligence gene. This presentation will illustrate through a Turkish and a European company the hardships, success and lessons learned. You will gain an understanding how you may apply this to your own organization.

1. Management ‘Genes’ for a turbulent age
H R S U M M I T
I S TA N B U L F E B . 2 0 1 7
D R . A L P E R T E N G Ü Z

2. 2

3. 3

4. 4

5. 5

6. 6

7. T H E L E A D E R S
W E H AV E …
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8. … T H E L E A D E R S W E WA N T…
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9. … T H E L E A D E R S W E N E E D !
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? ! S E L F - M A N A G I N G T E A M S ! ?

10. 10

11. 11
“ W E K N O W M O R E
A B O U T A U T O C R A C Y
T H A N W E K N O W
A B O U T
D E M O C R A C Y. ”
K U RT L E W I N
1 8 9 0 - 1 9 4 7
FAT H E R O F
M O D E R N S O C I A L P S Y C H O L O G Y

12. FA C I L I TAT I V E
I N T E L L I G E N C E G E N E
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C O L L E C T I V E
I N T E L L I G E N C E G E N E

13. 13
C O L L E C T I V E I N T E L L I G E N C E G E N E
O W N
R E S P O N S I B I L I T Y;
J O I N T LY

14. 14
B E D E P E N DA B L E
AU T H O R I T Y
FA C I L I TAT I V E I N T E L L I G E N C E G E N E

15. 15
CASE

16. 1 : E U R O P E B 2 B S A L E S
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2 : T U R K I S H B 2 C F I N . S E R V I C E S

17. 17
C O L L E C T I V E I N T E L L I G E N C E G E N E
O W N
R E S P O N S I B I L I T Y;
J O I N T LY

18. 18
Collective Principle 1
Work with
Agreements serving
the Whole
Silo Thinking

19. 19
Collective Principle 2
Step on the Balcony,
systematically
Work harder

20. Collective Principle 3
Hold each other
accountable
Shift the monkey

21. 21
Collective Principle 4
Detox conflicts early
and often
Elephants in the
room

22. 22
1. Work with Agreements serving the Whole
2. Step on the Balcony, systematically
3. Hold each other accountable
4. Detox conflicts early and often
C O L L E C T I V E I N T E L L I G E N C E G E N E
P R I N C I P L E S

23. 23
B E D E P E N DA B L E
AU T H O R I T Y
FA C I L I TAT I V E I N T E L L I G E N C E G E N E

24. 24
Facilitative Principle 1
Guide the transition
Tell people what to do

25. 25
Facilitative Principle 2
Bring the whole system
in the room
Top Mgmt decides

26. 26
Facilitative Principle 3
If it doesn’t add to
peoples power, don’t do
it
Command-Control

27. 27
Facilitative Principle 4
Protect voices of leadership from below
TOXIC Authority

28. 28
FA C I L I TAT I V E I N T E L L I G E N C E G E N E
P R I N C I P L E S
1. Guide the transition
2. Bring the whole system in the room
3. If it doesn’t add to peoples power, don’t do it
4. Protect voices of leadership from below

29. L E S S O N S F O R H R / O D
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Systemic Approach not Classroom Teaching
1. Support GROUPS in learning of how to work
collectively
2. Coach EXECUTIVES for dependable authority
3. Support UNITS of authority for Org.Dev.

30. T H E L E A D E R S
W E H AV E …
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31. "Leadership should generate capacity, not
dependency."
-Ron Heifetz
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32. … T H E L E A D E R S W E N E E D
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PA RT I C I PAT O RY L E A D E R ( S H I P ) !