By David Campbell
This ebook explores the demanding situations confronted via managers and specialists operating in huge agencies. in line with equipment first utilized in relatives remedy, it emphasises how connection, context, and communique might help them care for concerns equivalent to swap, management, and studying inside present day advanced paintings surroundings.
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Additional info for Systemic Work With Organizations: A New Model for Managers and Change Agents (Systemic Thinking and Practice Series)
Sample text
It is very difficult to get the message across, particularly if it is a complex and unpopular one. We were rather struck a few months ago by an apparent paradox within one of our media clients. They clearly were working to an explicit policy of providing more "explanation" and less direct information in their output, in line with recent trends in the United States and here, for a "call to context". The way they were implementing a major change in organization and new working arrangements, however, provided a stark contrast to this.
A system is a "whole greater than the sum of its parts" and what makes it greater is the process by which the component parts work KEY CONCEPTS OF SYSTEMIC THINKING 25 together. If they work in harmony—if they fit—the whole is seen to be integrated and efficient. Therefore the systemic thinker is always interested in "problems of fit" between (a) the component parts and (b) the components and the whole. The components should be in a relationship such that they contribute to the smooth working of the whole—the organization.
Instead, there needed to be an awareness of the dilemmas always involved in addressing the interests of multiple stakeholders, and in the dynamic complexity of change itself. The metaphor emerged of the corporate helmsman (Hampden-Turner, 1990), not holding to a fixed course but constantly redefining the course between conflicting priorities; not solving problems but constantly re-solving them on the basis of feedback. This implied a change in the nature of the proposed cascade process, too. From a didactic, one-way push process, the idea emerged of building in conversations across levels and functions.