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Making sense of your workplace – lead differently and develop high-performing teams

Making sense of your workplace – lead differently and develop high-performing teams. August 2017. Barry Oshry’s Human Systems Theory / Framework. 2 ways to see human behaviour. As individual and personal As systemic. A short exercise. 2 ways to see human behaviour.

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Making sense of your workplace – lead differently and develop high-performing teams

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  1. Making sense of your workplace – lead differently and develop high-performing teams August 2017

  2. Barry Oshry’s Human Systems Theory / Framework.

  3. 2 ways to see human behaviour • As individual and personal • As systemic

  4. A short exercise.

  5. 2 ways to see human behaviour • As individual and personal • As systemic

  6. Make up a Story • Evaluate the others • Malicious • Insensitive • Incompetent • Take it personally • React • Get mad • Get even • Withdraw • Lose focus • Partnership

  7. Your own side shows…?

  8. Much That Seems PersonalIs Not Personal

  9. T e a r i n g Plop Complexity Accountability Neglect “Them” Vulnerability

  10. Center Ring • Increased empathy/understanding • Don’t take it personally • Stay focused • Don’t get hooked by “Stuff” • Be strategic - take others’worlds into account • Ease their condition • Partnership

  11. Make up a story Evaluate the others Malicious Insensitive Incompetent Take it personally React Get mad Get even Withdraw Lose focus Partnership Side Show

  12. Reflection • What are the consequences of the side shows in your organisation? • What are the possibilities if we operate through centre ring? • What do we have to give up to move away from our side shows?

  13. Top Overload Middle Crunch Bottom Disregard Customer Neglect

  14. Condition Response Experience TopOverload Suck It Up Burdened BottomDisregard Hold Them Responsible Oppressed MiddleCrunch Slide in Between Torn Customer RighteouslyNeglect Hold IT Responsible Indignant

  15. Poor Strategies

  16. SuckIt Up Top Overload

  17. Hold Them Responsible Bottom Disregard

  18. Slide In Between Middle Crunch

  19. The Nail in The Coffin

  20. Experience Cause Tops Burdened Sucking It Up Circumstances Bottoms Oppressed THEM Holding THEM responsible Middles Torn The Job Sliding in Between Customers Indignant Holding IT responsible IT

  21. Perpetuation and change?

  22. Reflection • Do you see yourself in this? • If so, what are the costs to you in terms of • Health? • Relationships and partnership? • Effectiveness? • What are the costs to the system?

  23. New Choices • Tops: Be System Developers • Bottoms: Be System Fixers • Middles: Be System Integrators • Customers: Be System Validators

  24. Barry Oshry - Human systems theory • Want to know more? • “Seeing systems” – by Barry Oshry • “The possibilities of Organisation” – Barry Oshry • The Organisational Workshop – OW • Talk to me

  25. Using the OW IR / MPI / TEC / NZTA / MoT • Core element of Accelerate: Strategic leadership programme • Part of culture change and transformation towards collaborative working and empowerment • Middle leadership empowerment integration

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