Lecture: Productive Restlessness How to Manage in Complex Situations

2009: Fair ‚Personal & Weiterbildung’ Lecture: Productive Restlessness – How to Manage in Complex Situations Event: DGFP-Fair ‘Personal & Weiterbild...
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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)

This publication is subject to copyright. It may not be reproduced nor reused or used for commercial purposes. This also applies to the recording of this publication on electronic devices and duplication on CD-ROM. Propagation is subject to permission granted by flow consulting gmbh.

flow consulting gmbh Spörckenstraße 89 D-29221 Celle

copyright :: flow consulting gmbh

[email protected] www.flow.de

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flow :: productive restlessness

Productive Restlessness – How to Manage in Complex Situations

flow consulting gmbh :: Productive Restlessness :: Frank Wippermann :: 04 June 2009

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flow :: productive restlessness

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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flow :: productive restlessness

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

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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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flow :: productive restlessness

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.

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