2. 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.

3. 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

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

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

6. Dr. Bernd Schmid
The Systemic Approach

7. 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

8. 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?

9. Triangle of Complexity Management

10. Perspectives and Events

11. 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

12. 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?

13. 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)

14. 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

15. The Three Swans

16. Perspectives on Companies