Installing Systemic Values
Unknown Territory
Never having reached the in any organization, or read convincing accounts by other, it is only possible to conjecture.
Aspects of resonate with values of previous stages, partly because systemicism deliberately seeks to be encompassing. In , core will need to be asserted, explained, and developed from the perspective of the organization as an entity, co-evolving with other organizations and wider society.
The requirement is to develop a (model) of the organization-in-context such that staff can use it to govern their aspirations, and to justify and solidify shared values and objectives.
The inherently nature of the whole process of cultural transformation should help: any organization that has lived this process so far has been slowly, surely and simultaneously encultured with .
If you have engaged intently with this part of THEE, you have been part of a as well as reading about one. In describing the strengthening of management, it was impossible to avoid using and . If this was not obvious to you, then read the next section and note that the phrases in bold come from the list of .
This Framework as an Example
The account started with a sharable and socially desirable vision of «strong management», and gave this vague but appealing notion substance by reference to recognizable ways of —the .
The dynamic interconnection of the has been the force behind the story. Appreciating the inter-connection of individual/personal and organizational/ corporate dimensions has been a feature.
The significance of evolutionary development has been emphasized throughout, with each new stage launched by focusing on triggering pressures, often including exhaustion of benefits and decay in the previous mode.
The need for synergistic strategic intervention has been evident and was exemplified with details in the handling of culture change projects.
Reflective team learning within the organization is essential for each of the cultural stages to take hold. The SMC book was originally written to enable this. Each requires senior managers to reflect on that particular using its own terms and labels.
The account provides a common language for talking about . It is based on , which are the universal essence of human . The must be understood through reflecting on practice and discussing in small groups.
Ethical concern has been evident in all stages by explicitly recognizing the tendency to . Degenerate values not only harm the organization but also every participant; and this harm spreads more diffusely to wider society.
Finally, the self-development of managers is fostered because they must master modes of working which are not wholly natural to them. The amount of inner change required is probably too great for most people, especially leaders, to handle without assistance.
- Now recognize degeneration of and the next natural move to not so far from where the process started.
Originally posted: 17-Jun-2011