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

2. CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 www.isb-w.eu OD Approach of isb Dr. Bernd Schmid Page 2

3. 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 3

4. 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 4

5. 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 5

6. CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 V. Modes of Work Matching the Concept  Example 1: Dialogues on responsibility  Example 2: Vertical team coaching  Example 3: OD workshops  Example 4: OD focussed coaching programs  Example 5: Peer to peer transfer Page 6

7. 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  Other slides by Röhrig 12, 14 and 16 Page 7

8. PREMISES OF DIALOGIC OD 1. 1.Reality and relationships are socially constructed. 2. 2.Organizations are meaning-making systems and continuously self- organizing. 3. 3.Language, broadly defined, matters and creating Change requires changing conversations. 4. 4.Participative inquiry and engagement to increase differentiation before seeking coherence. 5. 5.Transformational change is more emergent than planned. 6. 6.Consultants are a not apart but a part of the process. Source: Schwendenwein, modified from Bushe & Marshak, 2015 2 MICHAEL ROEHRIG

9. DIAGNOSTIC AND DIALOGIC MINDSETS (IDEAL TYPES) Source: Bushe & Marshak, 2015 2 MICHAEL ROEHRIG

10. AMPLIFYING CHANGE – ORGANIZING FOR “PLANNED EMERGENCE” Michael Roehrig, 2014 MICHAEL ROEHRIG INSPIRE lInstigate strategic dialogue lCreate a frame and a spirit of inquiry lEstablish strategic agenda and guiding questions lGive permission and encouragement to explore MODEL lEncourage small scale initiatives and experimentation (explorative, entrepreneurial) lEncourage/ensure involvement of key stakeholders lIdentify what works NURTURE lAmplify what works lEngage different energies and qualities in the system lCheck Alignment of new solutions with strategy and culture EMBED lAdapt structures and processes to support the New lIdentify lessons learnt for ongoing change lPublicly appreciate and value successes 3

11. REFERENCES MICHAEL ROEHRIG Bushe, Gervase R. & Marshak; Robert J.: Dialogic Organization Development - The Theory and Practice of Transformational Change, 2015 Bushe, Gervase R. & Marshak; Robert J.: Dialogic Organization Development in: Jones, B. & Brazzel, M. (eds): The NTL Handbook of Organization Development, 2nd Ed., 2013 Forchhammer, Lorenz S. & Straub, Walter: Verändern – Change Praxis für Entscheider und Führungskräfte, 2013 Holman, Peggy: A Call to Engage in: OD Practitioner, Winter 2013, Vol. 45, No. 1 Rowland, Deborah & Higgs, Malcolm: Sustaining Change – Leadership that Works, 2008 Scharmer, C. Otto & Käufer, Katrin: Leading from the Emerging Future – From Ego-System to Eco-System Economies, 2013 Scharmer, C. Otto: Theory U – Leading from the Future as it Emerges, 2009 Snowden, D. & Boone, M.: A Leader‘s Framework for Decision Making, in: Harvard Business Review, November 2007 Get in touch: www.michaelroehrig.de (website currently available in German)

12. CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 Integration and Integrity  Sustainable developments are heading for integration (coherence) and Integrity (sense- making)  Formula for the health of an organization: Health = Integration x Integrity  In a developmental crisis we can describe 4 phases of health: disclosed desintegration, overt desintegration, disclosed integration, overt integration Page 12

13. CC-by-Lizenz, Author: Bernd Schmid for isb-w.euisb-w.eu Systemische Professionalität 2015 4 Phases of Crisis Development Page 13