From systems thinking to systems being
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The document provides guidance on organizational transformation and social change. It emphasizes engaging people before and during change, clearly communicating the reasons for change, and becoming adaptable to change rather than treating it as a single event. It stresses involving people, acting as a role model, explaining the reasons for change, and providing support and tools to help people work through change. It also recommends having a clear communication plan, keeping everyone focused on the long-term goals, and telling a compelling story about the reasons for and vision of change.
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From systems thinking to systems being
- 1. ORGANISATIONAL TRANSFORMATION AND SOCIAL CHANGE From Systems Thinking to Systems Being
- 2. Make it happen No two changes are the same Many factors influence whether they succeed or fall Do; Engage before the change Be crystal clear in your communication Set your leaders up to succes Support and equip your managers Involve your people
- 3. Don,t Treat change like in one-off event Think al you people will react in the same way Assume engagement,s all down to you Expect to take everyone with you Stop become change –agile instead
- 4. Do Engage before the change Don,t wait for change to happen Don,t assume engagement,s all down to you Stop and become Change Agile
- 5. Workout your why Act as rolemodel Engagements high use of the results to get your people into the good place Give your people time to prepare Working through change Offer a toolkit Career workshop Career transition
- 6. Have a COMMUNICATIONPLAN BE CLEAR ABOUT WHO YOU ARE
- 10. Results of user experience design
- 11. Agile means intuitive intelligence
- 12. Design Process Exploration Context begrijpen Het grote plaatje eerst leren zien Zie het grote verhaal Identificeer Wees de ongehechte observerende en zie de context en de keuzes echt levensbelangrijke keuzes Je huwelijk, je gezondheid, goede belissingen nemen volgt daarna eerst keuzes maken
- 13. Ontwerpstrategie Samenwerkende centra vormen een campus Als ontwerper bedenk je en visualiseer je en ga je de visie samen neerzetten Playbook is nodig Globale aanpak en specifieke activiteiten en stappen opschrijven voor de komende 4 jaar Specifieke aanpak voor concrete situaties en technieken kiezen die daarbij passen
- 14. Have a clear communication plan Be clear about what you want What you expect from people Working through change needs a toolkit Use the results to get your people into the good place Act as role model and work out your why The heartset care why? Engage before the change ACT = support and equip your people become Change Agile
- 15. Sarah Verwei – keep everyone focused I have a clear idea to help integrate 10 new Business Lab Entrepeneurial Agile and Resilient with the PneiMap People who could both roll their sleeves up and be strategic Understanding culture and the organizations What it expected of its employees Making it easier to ensure the right people are in the right seats on the bus- #MBAbusinessclasses #Masterclass SyntonyConversation
- 16. Dialogue an inclusive way of thinking
- 17. Expansing of the boundaries of the enquiry Contributing to the transformation of social and environmental systems in an increasingly inclusive way Begin in a local community or organization and become connected with socio-ecological efforts
- 18. Be REAL
- 19. WORK OUT Change real change
- 20. Building your change story
- 21. Biarritz is where our story started 2011
- 22. Start to build your engaging through Change
- 23. Ongoing learning and personal development More capacities Skills to cope with Increasing complexity Expanding abilities Putting situational leadership to the service of a higher purpose ( telling, selling,delegating, participating)is an old way of leadershipstyle One that is related to social transformation and systemic thrivablity choosing collaborative co- designing and shared leadership style catalyzing
- 24. Individuals communities organizations Everywhere under stress and facing complex and unprecedented challenges – including unmet human needs, economic disparity and cultural obliteration, ecosystem destruction and climate change – A different leadership style is building true learning communities and that is about a shared leadership capacity of the group – everone follows and everyone leads Not the authoritative or directive style of leadership anymore but through dialogue we can be the change
- 25. Collaboration Only through collaboration We support the development of our systems thinking abilities Emotional intelligence Understanding of the challenges Opportunities Creating a thrivable future A dynamic process that we can foster
- 26. Mastering Business Schools Facilitating Society in A way of thinking A way of feeling A way of being in this world Acting from within At all levels or organization Fostering collaboration among them
- 27. Stewards of People Organizations Communities Ecosystems Seeking to facilitate Life affirming Future oriented Opportunity increasing possibilities Embody the personal integrity needed to guide and support others in this collaborative learning and design to manifest in all spheres of our lives
- 28. You need to be bolt
- 29. Engaging through Change Do, be clear in your Communication Building your Change Story Why we are doing this? What is the meaning at the end of the day for each of us? To have loving and healthy relationships and conversations Commit to communication and measuring more!
- 30. Work out to communicate behaviors
- 31. Contributing to Transformation Personal Development Focus Discipline Agility Connectivity Alignment Openness Transparency starts with your Self, train your Self first and it takes 90 days to implement this
- 32. Authoritative directive leadership The alchemist goes beyond geneating organizational and personal transformation to catalyzing social transformations We are expanding leadership A more systemic and inclusive notion of succes takes into account the economy, ecosystems, future generations and we see the dimensions of leadership – the new Normal and not the authoritative directive leadership
- 33. ACT Don,t be afraid to make yourself heard
- 34. ACT WE set up our leaders to succes Supporting through communicating these behaviors Equiping them with tools and techniques and real workshops real time in meetings how to become change agile so ‘building their change story” Why they are doing this is clear What it means at the end of the day commit to communication and measuring more!
- 35. Keep everyone focused on the end goal Bring about major change can take years Not weeks or months Keeping a future focus is the key to keeping people engaged and motivated throughout A constant reference point in our communication ;’’ Marcel Verwei” He recognized the old habits that die hard, so the team needed to keep leaders focused on the end goal;developing an enterprise mindset
- 36. Tell a compelling story The Why The Care Why A clear vision Compelling vision Vital for engaging people NoordBeveland Community of Leaders in the Netherlands Forms the heart of our overall Change Story
- 37. New Paradigm Business Science Education
- 38. Be honest and be open transparent and authentic
- 39. Building trust
- 41. Senn Verwei is the youngest Systems Thinker
- 42. Engaging through Change Webcast Listening to employees Engaged and Enabled Amid Difficult Organizational Transitions Global Changes implications and how to keep them engaged Context matters What happens within and without A different set of driving high levels of commitment
- 43. Challenging new leadership 4.0 Leaders need to give people a clear vision to encourage them to let go of the past This can be very challenging to understand and embrace future directions Trust in the Future Communication is about alignment and keeping people on board
- 44. Attracting the enablement Perspective Supporting success Can I get some help here? Cohesion and communicate the storyline effectively and the new four levels of leadership are: Aestethica empathy ethical spiritual focus, that is about meaning and not about religion but the vision – questions? Data? ; helping to quantify the data ;Marcel Verwei mverwei1974@gmail.com
- 45. Experiencing engagement Have more fun How to have an impact In engagement The future is about growth and adapting and positive changes challenges and building confidence in carreer perspectives and seeing more possibilities expanding in growth in enabling building leadership capability – how to support them so individuals feel this challenge so helping organizations is giving the right resources and alignment in goals #roles #responsibilities
- 46. Take this leadership challenge to the next level For more training and questions Sarah Verwei sarahverwei@gmail.com
Notas do Editor
- Agile working means intuitive intelligence so you need to learn how to design your feelings and your way of being part of humanity first know your self
- Never let the tension go in an organization when they go through change and keep everyone focused on the end goal, bringing about major change can take years not weeks of months, we are building and studying and having trusting relationships in this field for seven years now, global and this contribution keeping a future focus is the key to keeping people engaged and motivated throughout. A constant reference point in our communication to reinforce this overall vision and goals. Alexander Laszlo is a great Supervisor and recognized that old habits die hard so the team needed to keep leaders focused on the end goal deveveloping an enterprise mindset – we think about other ways we could create a sense of the future, by creating recognition programs that reward new behaviors. Carrying out our strategic activities that show we are looking ahead such as workforce planning – keep everyone focused on the end goal – bringing about major change takes years so be flexible and adapt your approach and building in stop and reflect meetings with key colleagues at regular intervals will help you to keep track of the change, and flex your approach if you need to.
- @tonyRobbins and @KenWilber @IntegralThinking
- Building your change story is about why you are doing this and what it is needed, what it means at the end of the day for you as a mother of father or as human being for the world, commit to communication and measuring more -
- Styles of situational leadership on the level of maturity – adult learning involves choosing to embody an authoritarian controlling directive coordinating conversational facilitating collaborative co-designing or shared catalyzing leadership style
- Multidimensional leaders can understand that leadership is a way of thinking and feeling and being in this world
- We need a lot of facilitators and HR managers to be guided and start with the mindst know why competencies and the heartset the care why and the skills set the know how competencies
- How we will communicate those new behaviors is what we are, how our organizations will measure them and what they look like in practice, be open and transparent en include how to spot them in interviews, Engaging in and through Change means being this Change, Senn is talking English and connecting and building his Change Story and he is offering his mindset and heartset and skillset who he is doing this, through Collaboration he is supporting this development of the Systems Thinking abilities and Emotional Intelligence of the Understanding of the Challenges Opportunities to Create A Thriving Future -
- Agility is intuitive intelligence and you need to learn to listen to your heartcenter first to stay balanced to support others in their leadership so it starts with you and your being and your feelings, creating conditions for group self empowerment and exploring new ways of manifesting systemic thrivability in social environmental systems -
- Being bold and confident and fight, for what you believe in and know how you will influence in a situation, it is what a HR Professional needs to do, Being Bold and Aware, observing how change is affecting the people driving it! Collaborative, so work effectively with the teams who can help make change happen – Practical techniques, helping you to gather your people,s reaction to Change, adapting your engagement approach to tackle issues, 10 strategical ways to engage and enble as many of your people as you can, and 4 steps you can take to start driving engagement in your organizations - @MarcelVerwei consultant for Change and Deep Transformational Processes
- Spotting them in interviews, including them in changes, being clear in our communication, meeting with the stakeholders, the heads of business units and HRColleagues, to create more competency models for key roles – we can not do this alone or by ourselves, so we need to start up 10 Business Schools offering this MBA Masterprogram in Leadership
- Marcel Verwei was guiding and transforming our team for seven years, and during his study and commitment he was working with us the leaders, and internal communications team creating and measuring frequent clear and consistent communications – the core change team knows our key milestones; what we are going to communicate! Perparing the messages, getting managers on board, communicating with people gathering success stories and giving managers the tools and gathering feedback as Team Meetings – this is vital for engaging people
- Welcome to Living Lab Kortgene in the Netherlands – a Mondial Campus to practice and have real conversations, meetings and asking for workshops and trainnee, always ask the five why,s what is the change? How you want the people to behave differently and what is in for them? Share what you are going to keep to spot in consistently – you need to spot misalignment so ask why! Make sure everyone sticks to it and be honest and transparent authentic -
- Building trust
- Explain the perspectives what the Why is, a shared passion, tell our change story is a meaningful and engaging way to use feedback and have people talking with each other and offering the new way of thinking, the new mindset the new normal, leadership 4.0 – acting quickly and being flexible and having an action plan! It all starts with understanding skills and experiences and traits, devleoping a new mindset leading through change – putting together a business case – this took as years, together with Marcel Verwei Brian Bacon, Sarah Verwei and Alexander Laszlo we are developing leaders with a new mindset and using examples to tap into the personal why and connect people with their purpose, developing this sense of purpose! So how to start? Hold small sessions, with groups of leaders, ask them to talk, about “why change is good “
- How to handle your stress? We need communication and we need people in confidence to know how to offer this training, Marcel Verwei knows how to handle stress – face to face conversations through coaching workshops leading change and helping others adapting to Change
- Senn Verwei is Trainee he is coaching and developing young leaders and training his own leadership development every day to lead change he is helping his skillset mindset and heartset and he is learning with the new tools skills and inspiring and engaging in dialogues on the global level with others in face to face conversations through social media and many learning groups