Introduction Workshop Nibbana, Chennai Oct. 16. -18. 2015 Who is talking? How come I am here Moments of flow in professional life What I ask myself quite often Groups of 3: Meet 2 unknown partners and share 5 Min. each.  

Main perspectives Workshop Nibbana Oct. 16. -18. 2015 Systemic approach Sharing realities and Learning Leadership and performance Responsibility and team Organizational Coaching Dialogic Organizational Development Organizational culture and maturity  

additional options Workshop Nibbana Oct. 16. -18. 2015 Personality Narrative approach Dilemma International Network for Organization development and Coaching Schmid-Foundation - Global Probono

The way we do it Workshop Nibbana Oct. 16. -18. 2015 Presentation, demonstration Guided imagery, sharing Video

Dr. Bernd Schmid The Systemic Approach

Some main Systemic Perspectives Complexity and living systems Patterns of interrelatedness (mobile) Reality constructivist perspective Attitudes (respect, oriented to resources and solutions, curiosity, experimental) Systemic learning culture

Approaching Reality from Systemic Perspectives Realities are observers‘ realities and they are created! How is reality created through communication? What kind of… Perspectives? Frames of reference? Implications and consequences? How do... Individuals Organizations Professionals ...create realities?

Triangle of Complexity Management

Perspectives and Events

Things and Perspectives Objects and events Finding out facts Describing characteristics (attributes) Describing objective orders and rules Perspectives Including the observer Reality and perspective of the observer Interest of the observer Range of validity, doubts and non-sense Implications and consequences

Being aware of Perspectives Spotlights metaphor Which spotlights are actually turned on? In which light do they show the object? Which ones are unneccessary or distracting? Which other/additional ones would show the object in an useful light?

Foreground <--> Background are Observer's Categories What is considered a foreground? In which context? Clinical: Psychological and developmental background (motivation, re-enacting, biography) Organizational work: Needs more dimensions of reality like organizational roles, structures, market dynamics, technical and economical criteria in shaping processes (content and context) Others: Society forces of all kind (e.g. milieu)

The Challenge Not to bring background to the foreground habitually Create and take care of useful foreground communication In accordance and/or dialogue with helpful backgrounds Sensitive to background forces at work Leave room for what is creating itself intuitively Meta-communication, if necessary

The Three Swans

Perspectives on Companies