2009: Fair ‚Personal & Weiterbildung’
Lecture: Productive Restlessness – How to Manage in Complex Situations Event:
DGFP-Fair ‘Personal & Weiterbildung’ in Wiesbaden
Date:
2009-06-04
Speaker:
Frank Wippermann (flow)
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Productive Restlessness – How to Manage in Complex Situations
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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Complexity requires new management solutions
The complexity increases outside the organisation
inside the organisation
• Globalisation/networking • Customer demands • Competitive pressure
• Product life cycle • Innovative pressure • Shortage of resources
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Clear situations: Classic management solutions :: Two-dimensional solutions concern for production ↔ concern for people (Blake / Mouton) Consideration ↔ initiating structure (Ohio State solution) :: Three-dimensional solutions Leadership style ↔ situational control ↔ effectiveness (Fiedler) Task ↔ person ↔ development level (Hersey / Blanchard) :: Characteristics of these solutions Clear and recurring handling: sense– categorise – respond Promise of clarity „The manager does not manage, but the situation does“ (O. Neuberger) :: Risk:
These patterns of thinking are not appropriate for complex situations where the decision making processes are difficult to be structured. Hall 3 – Stand 314 flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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Example: Bernd Grote Product manager in charge of the German region of a company producing technical devices for hospitals He directly manages eight regional sales managers and two market research managers.
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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The manager: A controlling system
„The larger the variety of actions available to a control system, the larger the variety of perturbations it is able to compensate.“ (Ashbys Law)
The manager: A system with a sufficient variety?
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Management in complex situations Old: New:
sense– categorise – respond probe – sense – respond
‚Management by bye‘ To find out „what is not connected without subsequently relying on these results.“ (Dirk Baecker)
Management is focused on the handling of the unspecified – of the unplannable within the planned
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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Theories for new management solutions do exist Role model Max Weber / Sigmund Freud
Autopoiesis Humberto R. Maturana
Decision making process Rudolf Grünig & Richard Kühn
Power bases John R.P. French & Bertram Raven System theory Niklas Luhmann
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Dilemmas Gregory Bateson & Paul Watzlawick
Controlling society Gilles Deleuze
Power and knowledge Michel Foucault
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Transformational management Management as an inspiring personality: „They‘ll buy it from me.“
Chance The significance of the manager as a person is emphasised in order to be able to manage.
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
Risk An »idol« tries to alter the team members so that they depend on him/ her without their prior consent.
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Systemic management Management as an encouraging and enabling quality: „The organisation will endure me.“
Chance The respect for existing qualities of ‚systems‘ will be improved.
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Risk To admit the powerlessness of management: to observe instead of to create
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Micro political management Management as an agent knowing the rules: „I am playing with the rules.“
Chance The event of ‚Power‘ becomes the focus of the management discussion as a feature of social acting.
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
Risk The cynicism of the stronger ones: Team members, groups and organisations will destroy their potential cooperation.
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Example: Bernd Grote transformational
Inspiration
… systemic
Irritation
… micro political
Irony
…
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Application 1: Personnel development :: ‚Ambidexterity‘ (the use of ‚both hands‘) For example: The simultaneous exploration and exploitation :: Focus on ‚micro-enactments‘ For example: ‚Seven types of agent interactions‘ :: ‚Balance of abilities and skills‘ For example: ‚Double-handed‘ demands on the organisational strategy
Leadership effectiveness is a direct function of the leader‘s ability to integrate multiple perspectives into a coherent worldview.
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Application 2: Management audit :: Extensive audit concept For example: Management + Leadership + Excellence :: Strategic competence model For example: ‚Skyline‘ with differing fields Tension between process ↔ target orientation / persistent ↔ flexible etc. :: Use of case studies For example: Reflection in groups + confrontation with expert opinions
Leadership effectiveness is a direct function of the leader‘s ability to integrate multiple perspectives into a coherent worldview.
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Application 3: Manager training :: Experience of complexity For example: Game theory and dilemmas :: Dealing with rule violations For example: Violations of limits and sanctions :: Experiments, consequences and side effects For example: The ‚management‘ model factory
Leadership effectiveness is a direct function of the leader‘s ability to integrate multiple perspectives into a coherent worldview.
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Application 4: Workshop and training tools :: Pinocchio :: Pure routines :: Micro political questions :: Positioning matrix :: Knowledge values :: … and many more...
Partially published in: • Managementforschung18 (2008) • Zeitschrift für Führung und Organisation6/2008 • managerSeminare 3/2009 • Rohm, A.: ChangeTools (2006)
Leadership effectiveness is a direct function of the leader‘s ability to integrate multiple perspectives into a coherent worldview.
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‚Productive restlessness‘ :: Personnel development :: Management audit :: Manager training :: Individual tools Increase in complexity ▼ Experiments with new management solutions ▼ Juggling style of leadership
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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Copyright and contact flow consulting gmbh Spoerckenstrasse 89 D-29221 Celle Fon. 05141-43186 www.flow.de All copyrights are owned by flow consulting gmbh.
flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009
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