Principles, Practices, Process
Principles, Practices, Process
NEXT COURSE: OCT 27 - 29
Schmagerow House, Germany
A 3-day professional certification. This is the full prerequisite course for all other professional certification courses.
Principles, Practices & Process
In this course we examine the Key Principles, Central Practices, and Deep Processes of open authentic participation in organizational life.
Who this course is for
Leaders, managers, consultants, agile team members, executive coaches, and students of organizational theory; early adopters of agile operations and responsive organizations; change-makers focusing on next generation workforce; facilitators interested in cutting edge group practice; business owners and corporate executives responsible for organizational learning; business, organizational, and management scholars researching emergent themes in organizational life.
This foundational course trains us how to adopt the participatory attitude when facing organizational challenges. It creates a powerful experience in how we think about what an organization is, how people self-organize, why we interact and engage each other in challenging ways, how we continuously enact power relations through the on-going negotiation of asymmetrical needs and skills.
- Examine six principles of a new zeitgeist that is already transforming our workplaces from being merely instruments of capital production, to loci of social and economic transformation.
- Work with alternative approaches to organizational architecture that demonstrate
- how to facilitate self-organizing teams
- how to eliminate direct-report dependencies
- why fixed roles are detrimental to participatory processes
- how to close the knowledge-power gap
- why individual leadership is unsustainable in complex environments
- how to build strategic performance inside network teams
- Learn how to identify and expand our trust networks.
- Experience the difference between adaptive systems and responsive processes
- Critical reflection around power and position
- Build legitimacy through evaluative discourse
- How to work with social anxiety as fuel for transformation
- How intention, identity and interaction create team flow
- Making sense of values and evaluating sense-making
- Transforming the eight social selves into bona fide agents of authentic participation
- Spotting means-ends problems and what to do about them
- Boost performance through facilitating open discourse in teams
- Work with emergent outcomes
We begin with examining the six key features of the participatory attitude, how they represent next generation workforce and how they are transforming organizational life. We see that these are related to new forces of social power that are already pressuring businesses and corporations to change from hierarchical, institutionally- driven organizations, to lean, agile, and responsive networks of participants. We look at the shifting values of individuals, and changes social expectations that are driving innovative solutions to organizational challenges and catalyzing new conversations around ethics and governance.
In the second part of the workshop, we look at practical applications such as self-organization and building trust networks through scanning the collaborative ecology, participating in evaluative discourse, and developing legitimization practices. We introduce the architecture, communications platform and governance of the OPO (open participatory organization) and learn how companies can create their own unique starting positions using OPO templates. We learn about team-based leadership and self-management by practicing strategic conversations involving the four languages of change.
In the third part of the workshop we dive into the actual processes at work in everyday organizational life. We see how social selves and and role dependencies limit the lively and adaptive processes of authentic human interaction. We discover how value-streams that reflect the on-going intentional-motivational states of individuals are in constant flux and flow and that what we feel and construe as power is the outcome of the continual processes of negotiating between asymmetrical needs and skills. We learn how identities, objectives and performance outcomes emerge from the interplay of autonomy, relatedness and agency of individuals organized to fulfill both individual and collectively shared goals.