CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Organizational culture: leadership culture dialogue culture responsibility culture learning culture Dr. Bernd Schmid

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität CEO Matthias Mueller Head supervisory board Hans Dieter Poetsch: Old leadership and company culture Martin Winterkorn (CEO) und Ferdinand Piech (head of supervisory board) Patriarchal culture and authoritarian leadership style is a main reason for not correcting the wrong developments in time. Problems have been known, but dialogues have been suppressed by a climate of anxiety. Need for Cultural development was denied for years. Control illusion! The Volkswagen disaster – also a cultural issue

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Employees should engage in dialogue with everybody bringing in their knowledge and judgments (constructive criticism). They should “fight” even with their leaders for being heard with their experience and ideas (fighting for the best way to do things). Should take on responsibility for resources and performance (e.g. not just sitting in meetings, if not efficient). More structural decentralization, more autonomy for the subdivisions  more intelligent leadership. Volkswagen: cultural relaunch

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 If you want quick results, start with culture. 5 cultural problems results orientation cultural measures time The relationship between results and culture orientation in organizations.

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Definition of Leadership Leading someone means sucessfully inviting him/her into performing within an enterprise or helping to create a new one.

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 7 Sucessful Leadership There is no “right leadership“. There is only sucessful leadership. It is leadership that enables performance, carries forward culture and/or contributes to build something! It is leadership that takes care of bonding and meaning. And there is leadership that stands for defined values (or not).

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 8 Leadership is relationship The smallest unit of leadership is the relationship. Competent leadership is a quality of a relationship. All involved need competence, also the subordinates. Leadership is as good as conjoint acting. Leadership system = net of leadership relationships In the end the whole is a leadership chain.

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Vertical Leadership Relationships Horizontal Cooperation Relationships 2003 Schmid/Messmer LO 13 Leadership should integrate realities and actors: vertical and horizontal. Leadership is integration

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Only one leadership style in the company? Different personal styles Different styles in different departments Different styles deriving from different origins No laissez faire, but ideas and support for mutual understanding and interfaces Instructing each other as part of dialogue culture

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Institute for systemic consulting, Wiesloch (Germany) How to build a culture of responsibility ?

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 The four Dimensions of a Responsibility System Page 12

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Complementary Responsibility in Organizations Page 13

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Culture of responsibility Responsibility is not natural and not sufficiently based on traditions Dealing with known questions and answers  Clarifying the current responsibility system  Dealing with Taylorism (dividing and integrating answers)  Dealing with avoidance of responsibility Challenges change  Many new questions and re-launches of old questions  Develop system of responsibility  Culture of dialoguing on responsibility  Learn to confront

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Creating a shared reality in a context? 2.Building a learning partnership on equal eye level 3.Meeting each others’ realities! 4.Helping each other to understand the realities involved. 5.Experimenting with creating realities here and now- 6.Experimenting with creating realities for there and then. Culture of dialogue

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 16 Culture of dialogue within teams beyond classical boarders 1.Focussed dialogues 2.Framed and lead by authorized members 3.Inter-departemental exchange 4.Value network exchange 5.Building a culture for self-organized further exchange

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Don’t already know: Ask! 2.Don’t assume: Clarify! 3.Don’t expect understanding: Explain! 4.Don’t look up or down: Attain equality at eye level! 5.Don’t complain: Look for resources and solutions! 6.Accept mistakes: But require learning! 7.See the humans, playing their roles in a context! Culture of dialogue behavior

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität Complex tasks and cooperation need learning  shared attitudes, shared formats, shared models 2.Workplace learning 3.Professional development 4.OD learning 5.HR strategy for learning Learning culture

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 If you want quick results, start with culture. 19 cultural problems results orientation cultural measures time The relationship between results and culture orientation in organizations.