Bernd schmid integrated learning culture qualifying individuals and systems in an integrated way_systemic research conference heidelberg 2017

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Author: Bernd Schmid
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Systemische Professionalität 2015
www.isb-w.eu
Integrated Learning culture
-qualifying individuals and systems
in an integrated way
Dr. Bernd Schmid

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Isb-GmbH Wiesloch - Schlosshof

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Culture emerges from
culture and examples
set the stage.
www.isb-i.eu

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Culture is an „umbrella term“ for
how reality is shaped consciously and unconsciously
– habitually or creatively.
Culture = the “personality” of a system
Culture is needed to manage complex organizations.
Culture is complex and powerful, because supported
by a complex interplay mostly without awareness.
Seite 4
Culture

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If you want Quick Results,
Start with Culture.
5

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Why is it so difficult to reach sustainable
positive change in systems?
Because we are unaware of or misjudge
stabilizing factors
Underestimated the most: habits and interplay of
habits.
Overestimated the most: knowledge on content
level and individual enthusiasm for changes
Seite 6
Stability of Culture

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1. introduction of new elements on many levels
and in an coordinated way.
2. integrated learning and exercising of those
who share work and responsibility
3. sustainable exercise until new culture
becomes habitually stronger than old culture.
4. connection with tradition, change should be
experienced as progress of actual reality
5. realistic judgment on conditions like maturity,
resources, time, power support etc. available
Seite 7
Changing the Culture of a system
requires …

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Typical areas
of organizational Learning
8
1. Workplace learning
2. Project learning
3. OD learning
4. Strategic personnel development

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Seite 9
When learning should create
learning culture…
 Achieving more competence as interplay of
roles in a shared context
 Shared learning directed to shared tasks and
responsibilities.
 Learning by experimenting and evaluating
together
 Building up a self directed learning culture
(shared approaches, concepts, metaphors)

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For new learning culture we need different settings,
roles, processes, concepts and methods
isb-Resources http://isb-i.eu/about/about-isb-wiesloch/
10
Different mindset and approach
of the provider of education
Our usual education programs are insufficient,
to create effective learning systems
To better run a system together
individuals should learn together

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Seite 11
Supporting integrative
Learning culture
Examples for isb-concepts

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The isb Formula I
Competence for individuals
Seite 12
Professional
competence
Role-
competence
context-
kompetence
Matching

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The isb Formula II
Competence for systems
Seite 13
Systems
competence
Coordinated
Competence
of single
players
Shared
learning
culture
Matching +
Imbedding
in Business
& OD

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Seite 14
How much individual?
How much organization?
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1. Developing role competences
2. organizing ones roles and
3. relating from role to role
4. thus referring to context
5. and content
Isb-perspective on
the acting individuals
and their communication

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Seite 16
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The role-model and communication
Role areas and communication

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Isb-perspective on Team -learning
Team:
Those who share
responsibility
Team development
is horizontal
and vertical
Page 17

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isb-perspective on leadership-
learning
Leadership:
Leading someone means successfully inviting
him/her into performing within a play (theatre
metaphor) or
helping to create a new one.
Leadership is an issue of relationships. This is why
partners of such real relationships should learn
together! Page 18

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Isb-perspective on Coaching as an
Organization-learning-Tool
Work/OD- Focused Coaching-program for individuals:
- Clarifying when starting
- Help specific controlling problems during work/OD
- Support for shared learning within teams
Cooperation with work/HR/OD organizers
Page 19

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Step by step strategy
in changing systems
21
• develop a prototype
• roll out step by step (when it works)
• have a strategy for acting complementary
with other sub-systems and their culture
• For companies: make visible which use
-for partners
-for costumers
of your client system

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Responsibility as Response-ability
With reference to their positions at work, people:
 want to respond (are dedicated) to:
question of values
 are able to respond:
question of being qualified to respond
 are allowed and have the resources to respond: question
of being sufficiently equipped
 have to respond: question of obligation
Page 23

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The four Dimensions of
a Responsibility System
Page 24

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Complementary Responsibility in
Organizations
Page 25

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Dysfunctional symbiosis
Dysfunctional symbiotic relationships
 Responsibility is not taken or
 Responsibility is shifted or
 Discomfort from missing responsibility is shifted or
 potentials for better responsibility are
not activated or not developed
Page 26

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Responsibilities in Organizations
1. Organization as a system of complementary
responsibilities
2. Each role and relationship is part of a whole system of
responsibilities
3. To be cultured through dialogue, day-by-day
4. Contracted behavior, attitude and competence
Page 27

Bernd schmid integrated learning culture qualifying individuals and systems in an integrated way_systemic research conference heidelberg 2017

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Bernd schmid integrated learning culture qualifying individuals and systems in an integrated way_systemic research conference heidelberg 2017