If the global business is to find a sustainable balance it must attend to the local as well as the global. This is to see unique local cultures as the source of growth, not discrepancies that must be forced to confirm to a global ‘way of working’. A healthy local culture teaches us how to use the corporation in order to grow. It connects the history, memories and stories of the place with the changes afoot in the environment. It provides a way to make sense of them, together, a way to work out difference and garner understanding.
Myron Roger’s Systems Leadership Workshop
When you consult to a system who is your client? How do you know if you are doing the right thing? What constitutes doing good here and who decides? You cannot please everyone all the time. There is a difference between a reflexive action, changing the mood of a conversation through a comment or smile just because it feels to be going in an unhelpful way and a deliberate one such as considered reflection on events
A Simpler Way–a brief meditation on organizations as living systems. The book was born from our years long deepening exploration into the implications of living systems theory for social systems. If our organisations are not machines, but alive and subject to the same dynamics as all life, what would be possible? How would we understand what we are seeing and experiencing in institutional life? What would we do if we were working with the dynamics of life, rather than against them?
The philosopher Steiner asked us to consider what is freedom. Steiner considered fundamentally that freedom is about relationship, about how we know what we know. In considering the world as a living system of living systems, in ‘systems thinking’ in our organisations we instigate the philosophy of freedom in its most basic and purest sense. Is it that as Steiner believed of children, that in doing this we allow them to grow and reach their best potential, unhindered by predetermined restraints and controls?
Here, in the video and transcript) below, John Atkinson in conversation with Stacey Hale at Design4Emergence, discusses Complexity in Systems. Answering questions such as: Any advice on keeping work in a complex ecosystem within manageable boundaries? True or false: “There are no best practices.” How do you put people at ease in a world obsessed with big data? You’re not saying to abandon strategy? Are you talking about designing an attractor? What do you say to a brand new consultant who wants to apply the Big Five of living systems to an organizational problem to create change? How much does it matter that people know that you’re pulling from the principles of biological systems to design organizational change?
We as human beings have a need for control. It’s in our biology and it’s part of our survival. Over millennia of human existence we have developed a plethora of techniques, skills and practices that allow us in subtle and brutal ways to control our environment and ourselves. Yet in seeking to control we loose so much. In assuaging our fears, living the same rules, the same ways, we don’t experience the dance that is our potential.