In my professional, academic and personal development, I have worked intensively on the topic of VUCA and how interlocking systems (public and private organisations, leaders, employees and society) can evolve. In my opinion, every development starts with itself and then leads to a certain domino effect.
Systems thinking is a method of understanding and analysing complex systems with the aim of understanding how the system works as a whole and how it can be changed or improved. It involves looking at the interconnections and relationships between the different parts of a system, rather than focusing only on the isolated parts.
Systems thinking is based on the idea that a system is more than the sum of its parts and that the behaviour of a system cannot be fully understood by looking only at the individual parts. It recognises that there are feedback loops and other dynamic interactions within a system that can have a significant impact on system behaviour.
Systems thinking can be applied in many fields, such as business, organisational development, technology and environmental sustainability. It is often used to identify the root causes of problems and to develop strategies to address these problems holistically and effectively.
In my empirical research, I have been very inspired by Peter Senge, Argyris and Schön, Laloux and many others. The philosophy of the learning organisation is able to put my actions into words. It serves me as a guardrail in projects, in work and in the shaping of togetherness.
Peter Senge is a systemic thinker and management expert known for his work on organisational learning and the concept of the "learning organisation".
The learning organisation is an organisational model that focuses on continuous learning and improvement to better adapt to a rapidly changing environment.
In his book "The Fifth Discipline: The Art and Practice of the Learning Organisation", Senge outlines five key principles necessary for an organisation to become a learning organisation:
Personal mastery - Personal development:
This involves each individual continuously discovering, developing and unfolding their own abilities and potentials and striving to become the best version of themselves.
Mental models:
This involves each individual examining and questioning their own assumptions, beliefs and patterns in order to better understand reality.
Shared vision:
This includes creating a shared vision that inspires and guides the actions of the organisation. My own vision is reflected in the organisation.
Team learning:
Teams work together to improve their collective understanding and skills. Learning from each other and with each other.
Systems thinking:
It is about understanding how the different parts of the organisation fit together, influence each other and interlock. Leverage, facilitating and inhibiting effects can be captured here.
Senge's work on the learning organisation had a significant impact on the management field and influenced the development of various tools and approaches to promote organisational learning.
Its philosophy can be applied in many fields, such as business, organisational development, technology and environmental sustainability. It is often used to identify the root causes of problems and develop strategies to address them holistically and effectively.
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