1. » Culture is cultured by culture And examples offer the lessons.« isb - slogan

2. 2 Task and culture orientation in organizations Cultural Problems Result orientation Cultural measures Result orientation time

3. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 3 OD- approach of isb

4. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 4 OD means developing 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 organzation

5. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 5 IV/1 examples for ISB-prinziples and concepts concepts 1.Defining frames and clarifying contracts with those who have the power 1.As little greenhouse-effects as possible 1.Realistic timing and careful proceeding 1.Crystallizing and prototype-experiments 1.Take care for possibility to multiply 1.Keep your cultural principles in all processes

6. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 6 IV/2 examples for ISB-prinziples and concepts 7. Contol complexity 8. Minimize tranfer problems (on the job + in the role) 9. Check readiness level of actors and relevant parts of organization 10. Be cautious with use of ressources and means

7. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 7 V. Modes of working matching the concept example 1: dialogs on responsibility examplel 2: vertical Team-Coaching examplel 3: OD-workshops (werkstätten) examplel 4: OD focussed coaching programs examplel 5: peer to peer tranfer

8. © isb Systemische Professionalität 2012 www.isb-w.eu Seite 8 leadership

9. isb systemische Kulturentwicklung 2013 www.isb-w.eu Seite 9 Definition Leading someone means sucessfully inviting him into performing within a play or help to create a new one. (Theatermetaphor) There is no „the right leaderhip“. There is sucessfull leadership. It is leadership,that is carrying forward culture and/or contibutes to build up! And there is leadership, that stands for defined values (or not).

10. isb systemische Kulturentwicklung 2013 www.isb-w.eu Seite 10 Leadership stiles 1000 ways and styles to accomplish leadership: 2 directors of dance theatres Pina Bausch – Wuppertal: attention, invitation and space for unfolding and inspiration (little script) John Neumeier Hamburg: Designing and close rehearse (much script) No matter how: in the end the dancers have to do it and not the choreographer

11. Context bound leadership © isb Systemische Kulturentwicklung 2013 www.isb-w.eu Seite 11 Always consider context of leadership: Leadership adresses particular dimensions of creating reality. Leadership plays together with other factors of creating reality. Theatremetaphor (stages, requisites but also conditions of rehearse and performance) To lead succesfully requires integration of many aspects!

12. isb systemische Kulturentwicklung 2013 www.isb-w.eu Seite 12 Leadership-relationship Smallest unit of ledership is the relationship. Competent leadership is a quality of a realationship All involved need competence also the subordinate (ex. First time showjumping). Leadership is as good as done together complementary. Leadership -system = net of leadership-relationships In the end the whole leadership-chain

13. isb systemische Kulturentwicklung 2013 www.isb-w.eu Seite 13 Development of leadershipsystem Horizontal + Vertical Is there shared or at least complementary reality? You share realities and horizons? You at least know about those of the others? you can relate to each others realities? You can translate stimuli of controlling? Is the message running through all parts of the chain? Leadership is as good as partners „reach each other“

14. isb systemische Kulturentwicklung 2013 www.isb-w.eu Seite 14 Avoiding leadership By formal goals and request to reach them  pressure, control, standardization By abstinence from leadership „the best do know what to do!“  Desintegration (top artists require top directors) Uncontrolled Decentralization: missing relationsships between levels (barriers)  Aquaplaning effect

15. Strategic leadership © isb Systemische Kulturentwicklung 2013 www.isb-w.eu Seite 15 Functional vs. Strategic leadership (director of the day vs. director of new plays) without a functioning directing af the day by day business stategic leadership will not work Stategic leadership knows to design + knows to communicate Doing the script and directing the show go hand in hand, but not neccessarily in one person Missing or lousy scripts bring either arbitrary (beliebig) plays or need oversized directing.