The purpose of this article is to collaborate with companies and any organization or professional so that with training with a systemic perspective they can manage and overcome the crisis we are experiencing.
My Findings on Peter F Drucker's Will 2006
Almost certainly, the biggest changes are yet to come.
We can also be sure that the society of 2030 will be very different from the current one and that it will bear little resemblance to that predicted by the most popular futurologists.
It will not be dominated or even shaped by Information technology. IT will, of course, be important, but it will be just one of several prominent new technologies.
The fundamental characteristic of the coming society, as it was of its predecessors, will be many changes, new institutions, new theories, ideologies and problems, which will interrelate, consequently the strategies to face and overcome the crises that will surely change will occur.
To survive the crisis and be successful, any organization will have to become an agent of change. The most effective way to successfully govern change is to create it.
But experience has shown that grafting innovation into a traditional organization in crisis does not work. The organization has to become an agent of change. To do this, they have to learn and train by doing what athletes and artists have done for many years.
This requires abandoning in an organized way the strategies that have proven to be unsuccessful and improving the organization in a more humane way so that it learns in a shared way to change products, services and processes. It requires exploiting the possibilities and also the problems, especially if they are unexpected and Unplanned with deep systemic innovation. It is essential to move from linear thinking to a systemic perspective.
What is important from the systemic perspective is that it transforms the organization itself into an agent of change and, at the same time, changes the mindset of the entire organization.
Instead of seeing change as a threat, staff come to see it as an opportunity. He understands very well the need for new strategies, especially learning, and also strategic and participatory planning to deal with uncertainty and any crisis.
Understand, as I say, that there is no longer only the reality we have. That there are others. And, much more, that we can create them.
Experimental approach
- What is the main reason that so many people in the business world feel more rushed than supported by new management techniques and improvement processes in companies to manage and overcome the crisis we are experiencing?
Forgetting what is genuinely human and not understanding the processes of systemic feedback.
- Do you agree that for a team to compete in new realities, it is necessary to take advantage of the learning potential and enthusiasm of all its components?
I speak with managers from all over the world…..and everyone, too, agrees.
- On the other hand, why do your teams, some made up of people with great experience, excellent training, a lot of talent and great knowledge …… with great potential, do not succeed?
Because they learn poorly.
- So, how can we face valid and sustainable learning so that a team can learn to overcome the crisis?
The first thing to do is to emerge the routines that limit it.
I have experienced in my workshops and real coaching of organizations that the application of the Archetype of the displacement of the load -you can see its structure and study this archetype at www.coachinglab.org/thematic tools Systemic Archetypes- helps a lot to understand how to face the gap of learning produced by routines.
Every change, SYMPTOM, produces the need for learning. At first it can be a threat that generates defensive routines. These lead us to SYMPTOMATIC SOLUTION, reduce the perceived need for learning. They eliminate the gap, but they cannot learn.
We achieve the FUNDAMENTAL SOLUTION with the side effect of Reflective Coaching.
Load displacement archetype diagram
Reflection and inquiry lead to a new understanding and also a new behavior. In this process there are almost always delays that determine the duration of the Coaching.
This reduces the learning gap, dissolves routines and resolves conflicts to transform them, almost always, into creatives. This is the true brand of our system.
What is the purpose of team coaching.
It is creating your spirit.
- Very well… but, what is the fundamental process of Team Coaching.
The fundamental process of team coaching is its alignment with the shared vision: All together.
As Peter M. Senge very well says: “The fundamental characteristic of a relatively unaligned team is the waste of energy. On the contrary, when a team achieves greater alignment, a common direction arises and the individual energies are harmonized. ”
How can we create the shared vision.
To build the shared vision we have to encourage it based on personal visions. Team coaching is well suited to identify personal vision and build shared vision.
The shared vision is not born spontaneously, it is a process of feedback, it comes alive with the interactions of individual visions. It must be addressed with a daily work of the leaders. A great openness is required to admit a great diversity of visions without sacrificing your own.
The coexistence of multiple visions transcends and unifies all the individual ones.
How to anchor it.
Values are what allow us to anchor the purposes that determine how the team wants everyday life to be while achieving the vision.
If the vision is not consistent with the values that people live on a daily basis, not only will it not achieve enthusiasm, but it can also foster cynicism.
Building and sustaining a shared vision is therefore only part of an activity that drives and develops the guiding ideas that constitute the core values of the team.
How to hold it.
To sustain the vision, the feedback processes and especially the archetype of growth limits that we will experience with a multitude of nano-experiences are very effective. I consider its application one of the most valid contributions to coaching and organizational learning.
I very synthetically reproduce one of them:
In a nonoexperience we managed to create a shared vision.
But were we sure of its roots and spread?
We experience whether it spreads, in addition to its intrinsic merits, due to a process that reinforces clarity, enthusiasm and authentic commitment.
As people spoke, the visions became sharper. As they grew sharper, the excitement grew. And as the enthusiasm grew, the commitment became more authentic.
A reinforcing feedback process was produced, this reinforcement increased with initial results. When that happened continuously, the commitment was greater and it spread to more people.
But many factors can interrupt this virtuous process. This is what happened to Barça 2005/2006 the following two seasons.
When this vision affects new people:
Does your personal vision immediately match the shared vision?
Do they start from the same perspectives?
Can you think that your personal visions do not fit?
We can enter a classic growth limit structure, the diagram of which we also reproduce. The first circle, of the balls, is the reinforcing process.
Growth Limits Archetype Diagram
The leverage point lies in understanding the limiting condition that the compensatory process implies.
The general condition in this case consists in the investigation and reflection about the future that we want to create in this new situation. If it becomes a process of persuasion, the result can be compliance or enlistment, never compromise.
The action, the second circle with the lever, by means of a balancing or compensating process should be aimed at preventing new people from renouncing their own visions, on the contrary, they can defend them vigorously. Investigating a broader vision opens up more possibilities for evolution to the individual ones.
What else can organizational coaching boost to manage and overcome Crises.
Reflective Openness: indispensable for the resolution of routines, conflicts, of valid learning and performance.
Learning of dialogue and discussion with the contributions of Bhom for better interpersonal communication
Distributed control.
Leadership roles for a team to learn.
Strategic planning.
Use of systemic tools.
Multiple strategy in time management.
Identification of what the client needs and wants.
Work / life balance
Management skills training, work skills and much more …….
