Download Systemic Work With Organizations: A New Model for Managers by David Campbell PDF

By David Campbell

This booklet explores the demanding situations confronted through managers and specialists operating in huge agencies. in response to equipment first utilized in relations remedy, it emphasises how connection, context, and conversation may help them take care of matters equivalent to switch, management, and studying inside of cutting-edge complicated paintings atmosphere.

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Additional resources for Systemic Work With Organizations: A New Model for Managers and Change Agents (Systemic Thinking and Practice Series)

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The quick-fix solutions had given way to a greater use of developmental routes to change. Unhooking the chairman from the problem system was now seen as a more complex process, requiring time. In our view, adaptiveness and flexibility in complex organizational systems is enhanced when self-appointed change agents are able to connect their own previous and anticipated actions to the problems of change, of the "resistance" that they are seeking to manage and control. Change programmes start to deliver when such people are able to see themselves as an integral part of management processes that reflect their place within the problem system, rather than as independent manipulators of "things".

In this scenario, an employee tries to build his own personal security or power base, which usually conflicts with the needs of the organization. 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.

Its necessity in financial control and its utility in process control has encouraged its spread into the marketing and personnel functions. In the latter area, you now have performance, competence, attitudes, and behaviours measured and their future course or effects predicted by reference to norm groups or correlations. The role of context in these measures and the effect of the measuring process itself on what is being measured are either unremarked or ignored. Even revered gurus find it difficult to stem the flood of measuring.

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