CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Culture emerges from culture and examples set the stage. isb-i.eu

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität Organizational culture Learning culture Dr. Bernd Schmid

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Culture is an umbrella term for how reality is shaped conciously and unconsciously – habitually or creatively. Culture is needed to manage complex organizations:  Culture of performance  Culture of caring for performers Seite 4

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 If you want Quick Results, Start with Culture. 5

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 OD is the development of human systems for actual and future performance and at the same time cultural development. (1/3 actual performance, 1/3 caring for future business, 1/3 caring for people) Seite 6 A “mature” viewpoint

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität How to Grow Maturity of Professionals and Organizations Dr. Bernd Schmid

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Paradox: You need a certain level of maturity for further growth You need further growth to reach maturity. The more maturity is lacking the more illusionary the ideas about growth and maturity are. ZEN-story Maturity = Readiness 8

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Cultivating sharing realities dialogues on responsibility OE process controlling strategic leadership learning together and from each other Maturity and Organizational development 9 Levels of maturity: of individuals  organizational culture

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität Worldwide discussion on adequate education for the econonomy Education for  profession  workplace  in general

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Defragmentation 11 1.Workplace learning 2.Project learning 3.OD learning 4.Strategic personnel development with specific perspectives (like leadership) oriented to specific events (like production lines) People who are responsible For Designing For Doing For Learning need to design and act hand in hand.

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013  Systems qualification focussed on people  People qualification focussed on running systems together  Combining doing and learning Qualifying Individuals and Systems 12 Compensating an organization‘s lack of maturity with the maturity of individual players has limits and is exhausting

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Starting Questions for Change 1.What is the overall starting context? 2.How can we start an experimental design? 3.What is the main focus with doing and learning? 4.How can we organize learning while experimenting? 5.How can we integrate those who are finally responsible? 6.Frame of time and other resources and conditions? 7.How can we include others in the roll-out? 8.Project learning 9.OD-Learning 10.Strategic personal development With specific perspectives (like Leadership) Oriented to specific events (like production lines) Starting point for an issue are ideas of goals to reach and improve in doing 13

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Protagonists...  want to improve through case-based learning  want to improve on current projects and professional competence  need to act and improve, although their professional competence is still limited  need to find out what can be done and learned with the resources available  specify necessary competence in designing, directing and acting back home  define learning approach and priorities OD learning workshops – Medium for OD learning ( “big wheels“) 14

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Please give a first outline of the project you (want to) be involved in! (few minutes)  What is your task, your role, your responsibility?  How are you related to others involved?  How far is reality shared?  Do you have necessary access to those who are in charge?  What kind of experience do you have with these kinds of projects?  What are the experiences of the relevant orgnizations with projects of this kind and size?  How is your expierence with learning in this field? 15 Maturity check for Protagonists

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität Can outline the project of the organization and his/her status. 2.Can transport images of roles and functions that are easily understandable. 3.Realistically assesses abilities and responsibilities of the people involved. 4.Has an idea of necessary contracts and resonsibilities for the project and his/her role. 5.Develops ideas of necessary clarifications, resources and procedures. 6.Can explain organization in a way to assess its maturity. 7.Is experienced with projects of this kind and takes care of his/her own support. Knows what kind of support he/she needs. 8.Contributes to the project and the exercise in a fact-based way, stays focussed and puts feedback into practice. 9.Is open for constructive criticism and carries it in the organization. Has fallback positions. 10.Is self-centered, retains direction for his/her plans and learning process and constructively shapes the learning relationship. Maturity feedback for Protagonists 16

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität Does the organization have experiences with projects of this kind and size? Can positive experiences be used? Does it learn from mistakes? 2.Do members share enough reality for the project? Does the organization hav a realistic view on the project? 3.Is the project supported? Is it obvious who wants what and how differences and conflicts will be acted on? 4.Do Füllen clients and contractors fullfill their roles? Do the realistically assess the situation? Can they talk about it? 5.Does the contract with the protagonist make sense? Does everyone assess him and his possibilities realistically? Is it clear who will assess and is responsible for progress and results? 6.Are necessary components for success available? Is enough power, resources and time available? Is clarification possible, if not? 7.Do members have sufficient competences and ideas about their own contributions and responsibility? Are these realistically available? 8.Do interests and contexts have to be matched? Can long-term engagement by authorities and management be ensured? 9.Can corrections be made? Will there be consequences and are these communicated? 10.Who has to relearn what in such a situation? Are they aware of it? Are scope and measures planned for that? Maturity feedback for the Organization 17

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013 Maturity-Profiles Seite 18 Dimension of maturity according to actual requests.

CC-by-Lizenz, Autor: Bernd Schmid für isb-w.euisb-w.eu Systemische Professionalität 2013  How are the chances for the organization to accomplish its goals?  How can the protagonist position himself?  How can the protagonist improve taking responsibility?  What can be done for that now and later? If desires of organization or protagonist cannot be met:  What could be achieved under current conditions (instead)?  With whom should the protagonist engage in dialogue on situation, responsibility, protecting himself and others? Dialogues on Consequences 19