A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Systems thinking is perhaps one of the most critical tools in handling the complexity in coping challenges we are facing now and in the coming decades. This is a brief introduction to the basic concepts in System Thinking. It is defined and organized in a way that can provide those basics for every audience. I hope you find it helpful!
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Systems thinking is perhaps one of the most critical tools in handling the complexity in coping challenges we are facing now and in the coming decades. This is a brief introduction to the basic concepts in System Thinking. It is defined and organized in a way that can provide those basics for every audience. I hope you find it helpful!
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Why use a Value Stream Map, How to create As-Is and To-Be maps, two types of VSMs (Operational and Development), and how VSMs can help you organize your teams
Team Topologies - Des organisations pour une architecture émergenteRomain Vailleux
De nombreuses organisations se posent la question de quel modèle d'équipe adopter : Spotify, Feature Teams, Component teams, SAFe, ...
Et d'autres (ou les mêmes) se démènent à faire émerger une cible d'architecture : API-first, datamesh, ...
Team Topologies, le livre de Matthew Skelton et Manuel Pais, réunit ces 2 questions en une problématique commune.
Avec ce talk, je vous propose un résumé ultra condensé qui vous ouvrira les yeux sur l'interdépendance entre organisation et architecture IT, et qui vous permettra de prendre du recul sur les transformations sur lesquelles vous vous impliquez.
Introduction to Systems Thinking: System Structures and BehaviourJason Yip
Presentation for the Sydney Limited WIP Society
An introduction to Systems Thinking for people who I assume are familiar with designing, building IT systems and/or the mess of large organisations
Targeting beginners OR a review of fundamentals for non-beginners
How DoorDash created their design system, what their guiding principles and constraints were, the challenges they encountered, their strategies for its adoption and use, how they implemented it in code, and how they continue building it out today.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Cynefin and Complexity: A Gentle IntroductionJocko Selberg
NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg
What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty.
Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems.
Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making.
Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty.
About Jocko Selberg
Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
profile dynamics brengt organisaties in bewegingmanyd
Botst u wel eens met een collega maar weet u eigenlijk niet waarom?
Werkt uw team niet optimaal?
Had een een andere uitkomst verwacht bij uw medewerkers tevredenheidonderzoek?
Wie gaat u aannemen voor de job?
Zitten de juiste mensen wel op de juiste plaats?
Krijg de antwoorden met de profile dynamics methode!
ENG: Article in Dutch about the 'Crisis of Meaning' in organizations, seen from the perspectives of Spiral Dynamics and related to the Dutch cultural development. It gives direction how to handle/solve this tension which effects the effectivity and results of the organization and the wellbeing of their people.
Een essay over het vormgeven aan betekenisvolle organisaties.
DUTCH: De betekenisgevingscrisis die ik waarneem in organisaties heeft een enorme weerslag op de prestaties en het welbevinden van medewerkers en daarmee op de effectiviteit van de organisatie als geheel. Ik duid deze crisis vanuit Spiral Dynamics en Management Drives en geef een route aan om hier uit te blijven/komen.
Talent 2.0 Een Nieuwe Visie, Een Ander Geluid Door Alexander CrepinAlexander Crépin
Talent ontwikkeling loopbaan management anno 2009 legt veel meer verantwoordelijkheid bij het individuele talent.
Het is hierbij de uitdaging een verbinding te krijgen tussen de talent behoefte in de markt en de talent ontwikkelingsinvesteringen, de investering in de eigen employability.
Why use a Value Stream Map, How to create As-Is and To-Be maps, two types of VSMs (Operational and Development), and how VSMs can help you organize your teams
Team Topologies - Des organisations pour une architecture émergenteRomain Vailleux
De nombreuses organisations se posent la question de quel modèle d'équipe adopter : Spotify, Feature Teams, Component teams, SAFe, ...
Et d'autres (ou les mêmes) se démènent à faire émerger une cible d'architecture : API-first, datamesh, ...
Team Topologies, le livre de Matthew Skelton et Manuel Pais, réunit ces 2 questions en une problématique commune.
Avec ce talk, je vous propose un résumé ultra condensé qui vous ouvrira les yeux sur l'interdépendance entre organisation et architecture IT, et qui vous permettra de prendre du recul sur les transformations sur lesquelles vous vous impliquez.
Introduction to Systems Thinking: System Structures and BehaviourJason Yip
Presentation for the Sydney Limited WIP Society
An introduction to Systems Thinking for people who I assume are familiar with designing, building IT systems and/or the mess of large organisations
Targeting beginners OR a review of fundamentals for non-beginners
How DoorDash created their design system, what their guiding principles and constraints were, the challenges they encountered, their strategies for its adoption and use, how they implemented it in code, and how they continue building it out today.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
Cynefin and Complexity: A Gentle IntroductionJocko Selberg
NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg
What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty.
Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems.
Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making.
Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty.
About Jocko Selberg
Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
profile dynamics brengt organisaties in bewegingmanyd
Botst u wel eens met een collega maar weet u eigenlijk niet waarom?
Werkt uw team niet optimaal?
Had een een andere uitkomst verwacht bij uw medewerkers tevredenheidonderzoek?
Wie gaat u aannemen voor de job?
Zitten de juiste mensen wel op de juiste plaats?
Krijg de antwoorden met de profile dynamics methode!
ENG: Article in Dutch about the 'Crisis of Meaning' in organizations, seen from the perspectives of Spiral Dynamics and related to the Dutch cultural development. It gives direction how to handle/solve this tension which effects the effectivity and results of the organization and the wellbeing of their people.
Een essay over het vormgeven aan betekenisvolle organisaties.
DUTCH: De betekenisgevingscrisis die ik waarneem in organisaties heeft een enorme weerslag op de prestaties en het welbevinden van medewerkers en daarmee op de effectiviteit van de organisatie als geheel. Ik duid deze crisis vanuit Spiral Dynamics en Management Drives en geef een route aan om hier uit te blijven/komen.
Talent 2.0 Een Nieuwe Visie, Een Ander Geluid Door Alexander CrepinAlexander Crépin
Talent ontwikkeling loopbaan management anno 2009 legt veel meer verantwoordelijkheid bij het individuele talent.
Het is hierbij de uitdaging een verbinding te krijgen tussen de talent behoefte in de markt en de talent ontwikkelingsinvesteringen, de investering in de eigen employability.
Welke drijfveer herken je je in? Welke drijfveren hebben je klanten? Deze profielen zijn zo samengesteld dat ze goed kunnen helpen bij het opstellen van een klantpersona en / of het beter begrijpen van klanten. Mede omdat er elementen van communicatie in zijn opgenomen.
College Frank Willems Quint over digitaal leiderschap, organizational change ...Frank Willems
Op 16 januari 2020 ontving ik een award voor de beste spreker van 2019 van de vakvereniging Sourcing Nederland. Uit de 26 sprekers die in 2019 de seminars, masterclasses en leergangen hebben verzorgd, verkozen de deelnemers deze lezing over verandermanagement, leiderschap en digitale strategie als de beste. Leuk als je een verhaal vertelt vanuit passie voor het vak in combinatie met de inhoud van het onderzoek dat ik heb gedaan.
Verandering(en) groot of klein zijn meer dan aanwezig in elke organisatie. Hoe kijkt ieder van ons ernaar en hoeveel verschillen we daarin? Wat vind ik belangrijk in een change-context? Het kleurdrukdenken (en dus ook jouw kleur!) brengt hierover opheldering.
YourCoach Café met Sandra De Clercq over het EnneagramYourCoach BVBA
Op donderdagavond 19 mei 2016 bracht Sandra De Clercq van de Enneagramschool ons een interactieve workshop rond 'Efficiënt coachen naar diepe transformatie via het Enneagram'. Meer dan 30 enthousiastelingen waren erbij en konden zich laven aan Sandra's kennis en kracht.
Presentatie leiderschap is loslaten daan fousert 19 april 2011IngridToet
Op dinsdagavond 19 april 2011 heeft Funktiemediair een themabijeenkomst georganiseerd met als thema Leiderschap is Loslaten. Daan Fousert, servant leadership pionier van het eerste uur, verzorgde de inleiding en de workshop hoe je leiderschap implementeerd in een organisatie. Dit is zijn presentatie van de inleiding. Een boeiend en inspirerende presentatie!
16. Bron: De Waardenmatrix, H. Versnel en H. Koppenol; Pearson (2004). binding en veiligheid creëren tempo maken, beslissen organiseren, structuur brengen gaan voor resultaat en uitdaging anderen betrekken communiceren ideeën ontwikkelen, meedenken argwaan, wantrouwen zelfbescherming, duikgedrag positie verdedigen kritiseren, compliceren protesteren, zwart maken terugvallen op eigen taak relevante dingen doen alles zinloos vinden Positief Negatief
17.
18. Onderlinge percepties Paars Rood Blauw Oranje Groen Geel Turkoois Paars vindt…. Normaal Verstorend voor het evenwicht Machinaal, ziet de natuur en de mens niet Uitbuitend: sloopt de natuur voor eigen gewin Langdradig: moet altijd praten waar stilte meer zegt Blasfemisch, ontkent het goddelijke, wil alles analyseren Vreemd, lijkt van een andere wereld Rood vindt…. Kinderlijk, kan niet voor zichzelf zorgen Normaal Naïef, ziet niet dat hij gebruikt wordt Onbetrouwbaar, laat je zo vallen Neerbuigend door ‘begrijpende’ houding Warrig en onpraktisch met al die theorieën Vreemd, komt niet voor zichzelf op Blauw vindt…. Magisch, werkt volgens onbegrijpelijke orde Agressief, neigt ertoe regels te overtreden Normaal Onberekenbaar, egoïstisch, gaat steeds voor eigen doelen Ongeorgani-seerd, naïef over misbruik Chaotisch, ziet voor iedere oplossing een probleem Vreemd, hecht zich aan geen enkel systeem Oranje vindt…. Doelloos: hier bereik je niets mee Niet strategisch, te impulsief Rigide, snapt doelen niet Normaal Onrealistisch en soft: ontkent ongelijkheid; traag door overleg Theoretisch, complicerend, komt niet tot actie Vreemd, vergeet eigen belang Groen vindt…. Kleingeestig, te zeer op kleine groep gericht Egocentrisch, verpest de sfeer Onpersoonlijk, stelt regels boven mensen Arrogant, stelt zich boven anderen, statusgevoelig Normaal Vrijblijvend, wil zich niet conformeren Vreemd, is wel sociaal maar bindt zich niet aan de groep Geel vindt…. Onwetend: wil geloven, niet analyseren Ondoordacht, ziet complexiteit niet Belemmerend, wil orde waar leuk en vrij uitdagend is Geen diepgang, gebruikt kennis alleen instrumenteel Bedillerig, sociale politie, niet open voor kritiek Normaal Weinig geconcentreerd, kan concept niet uitleggen Turkoois vindt…. Oorspronkelijk, maar onwetend Geobsedeerd met respect en pikordenaar Geestig, te zeer gericht op zekerheid Consumentistischijdel Kleinzielig door ideologie en gelijkheid Individualistisch, niet effectief voor mondiale problemen Normaal
19. Begrippen en drijfveren Bron: De Waardenmatrix, H. Versnel en H. Koppenol; Pearson (2004). commitment integriteit professionaliteit openheid R ood Wij staan schouder aan schouder Laat zijn collega´s niet vallen Mens en werk zijn één, de activiteiten worden verricht met een geoliede routine Is helder over ieders plaats Blauw Wij houden ons aan de afspraken Houdt zich aan de regels Past regels, afspraken en maatstaven systematisch toe Is transparant en controleerbaar in zijn handelen Oranje Wij gaan samen voor gestelde doelen Heeft geen dubbele agenda Is sterk gericht op resultaat en klanttevredenheid, is flexibel Is duidelijk over doelen Groen Wij hebben een groepsgevoel Gaat eerlijk met eigen en andermans emoties om Is in staat om zakelijkheid en menselijkheid te verenigen Is niet gesloten. Is eerlijk over gevoelens Geel Wij zien er voldoende intellectuele uitdaging in om ons te concentreren Is consistent in strategie en gedrag, is open voor feiten Heeft zicht op nieuwe ontwikkelingen, is in staat strategisch over positie op langere termijn na te denken Staat open voor nieuwe ideeën en concepten