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 Leadership Team Organizational Coaching Organizational development Dr. Bernd Schmid Page 2

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 3 Learning fields Staff performance Organizational development Leadership for Creators Professional development

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Definition Leadership Leadership is an issue of relationships Leading someone means sucessfully inviting him into performing within a play or helping to create a new one. Page 4

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 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 doesn‘t). Page 5

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Leadership a dimension of Relationship  The smallest unit of leadership is the relationship  Competent leadership is a quality of a relationship  Everyone involved needs competences – also the subordinate (example: first time show jumping)  Leadership is as good as the conjoint acting  Leadership-system = network of leadership relationships  In the end, the whole is a leadership chain Page 6

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Integrating relationships Leadership should integrate realities and actors: Vertically and horizontally. Page 7

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Development of a Leadership System Horizontal and Vertical: Is there a shared or at least a complementary reality?  Do you share realities and horizons?  Do you at least know about those of the others?  Can you relate to each other‘s realities?  Can you translate stimuli of control?  Is the message running through all parts of the chain?  Leadership is only as good as partners can „reach each other“! Page 8

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Avoiding Leadership  By formal goals and requests to reach them  Pressure, control, standardization  By abstinence from leadership: „The best know what to do!“  Desintegration (top artists require top directors)  Only control or trust  Uncontrolled decentralization: Missing relationships between levels (= barriers)  Aquaplaning effect Page 9

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 The isb Formula of Competence Competence in organizations = role competence X competence in the professional field X matching Page 10

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 The Circle of Matching Systems Page 11

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Beyond working on the same floor Team: Those who share responsibility Team development is horizontal and vertical Page 12

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Team coaching triangle Page 13

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 14 Organizational Coaching: Holistic Responsibilities  Organizational Coaching integrates...  life and work  work and learning  individual with organizational learning  individual careers with HR development  organization development with all kinds of Coaching perspectives

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 OD means to Develop Systems of Humans I.OD-specific tutorial of key figures within the organization II.OD combined with cultural development (CD) III.More defined through principles, attitudes and perspectives than “how to - formulas“ IV.Which are those principles etc.? See below V.Methods made for working with people – supporting a learning organization Page 15

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 IV/1 Examples for isb Principles and Concepts 1.Defining frames and clarifying contracts with those who have the power 2.As little greenhouse-effects as possible 3.Realistic timing and careful proceeding 4.Crystalizing and prototype experiments 5.Take care of possibility to multiply 6.Keep your cultural principles in all processes Page 16

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 IV/2 Examples for isb Principles and Concepts 7.Control complexity 8.Minimize transfer problems (on the job + in the role) 9.Check readiness level of actors and relevant parts of organization 10.Be cautious with the use of resources and means Page 17

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Dialogic OD – Bushe, Marshak, Robert and others A new generative image (set of perspectives):  Planned emergence  Dialogic networks  Emergent, continuous, iterative  Heterarchical, start anywhere, spread out  Mindset for organizing strategies and change  Using diagnostic OD and all other frameworks Page 18

CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Page 19