ₒ Pdf Seeing Systems. Unlocking the Mysteries of Organizational Life online ₫ Kindle Ebook By Oshry ⃒

ₒ Pdf Seeing Systems. Unlocking the Mysteries of Organizational Life online ₫ Kindle Ebook By Oshry ⃒ ₒ Pdf Seeing Systems. Unlocking the Mysteries of Organizational Life online ₫ Kindle Ebook By Oshry ⃒ Throughout this book, we will be talking about Tops, Middles, Bottoms, and Customers Given the complexity of organizations, this may appear to be a gross simplification of organizational life as the reader has experienced it At times, as in A Familiar Story which follows , we will treat these as positions you are either a Top or a Middle or a Bottom or a Customer At other times we will treat these as conditions all of us face in whatever position we occupy In certain interactions we are Top, having overall responsibility for some piece of the action in other interactions we are Bottom, on the receiving end of initiatives over which we have no control In other interactions we are Middle, caught between conflicting demands and priorities And in still other interactions, we are Customer, looking to some other person or group for a product or service we need So, even in the most complex, multilevel, multifunctional organizations, we are all constantly moving in and out of Top Middle Bottom Customer conditions A Familiar Story of Tops, Middles, Bottoms, and Customers There is a pattern that develops with great regularity in the widest variety of organizations and institutions The pattern goes something like this Tops are burdened by what feels like unmanageable complexity Bottoms are oppressed by what they see as distant and uncaring Tops Middles are torn and confused between the conflicting demands and priorities coming at them from Tops and Bottoms Customers feel done to by nonresponsive delivery systems Top teams are caught up in destructive turf warfare Middle peers are alienated from one another, noncooperative and competitive Bottom group members are trapped in stifling pressures to conform Tops are fighting fires when they should be shaping the systems future Middles are isolated from one another when they should be working together to coordinate system processes Bottoms negative feelings toward Tops and Middles distracts them from putting their creative energies into the delivery of products and services Customers disgruntlement with the system keeps them from being active partners in helping the system produce the products and services they need Throughout the system there is personal stress, relationship breakdowns, and severe limitations in the systems capacity to do what it intends to do When this pattern develops, our tendency is to explain it in terms of the character, motivation, and abilities of the individuals involved thats just the way they areor in terms of the specific nature of ones organizationthats just the way we are If our explanations are personal, then our solutions are also personal fix the players, fire them, rotate them, divorce them If our explanations are specific to our organization, then we fix the organization reorganize, reengineer, restructure What I intend to demonstrate in this book is that this pattern is neither personal nor specific to any given organization It is systemic And because systemic is such a pervasive, multiple meaning term, let me clarify its use here We humans are systems creatures Our consciousnesshow we experience ourselves, others, our systems, and other systemsis shaped by the structure and processes of the systems we are in As a single example, when Tops are involved in turf warfare, this is less likely to be a personal issuemuch as it may seem like that to the participants than a systemic one, a vulnerability that develops with remarkable regularity in the Top world therefore, to deal with turf issues as a personal issue is to miss the point entirely This is true of many of the other personal issues in organizational life as well There is a tendency to resist this notion we prefer seeing ourselves as captains of our own ships we prefer the notion that we believe what we believe and think what we think because of who we are, not where we are I will demonstrate how such thinking is the costly illusion of system blindnessan illusion that results in needless stress, destructive conflicts, broken relationships, missed opportunities, and diminished system effectiveness And this blindness has its costs in all the systems of our livesin our families, organizations, nations, and ethnic groups My purpose in this book is to transform system blindness into system sight The paradox is this With system sight we can become captains of our own ships as we understand the nature of the waters in which we sail We Are Social Systems Creatures 9781576755358_0020_001 We humans spend our lives in systems in the family, the classroom, the friendship group, the team, the organization, the task force, the faith group, the community, the bowling league, the nation, the ethnic group We find joy and sadness, exhilaration and despair, good relationships and bad ones, opportunities and frustrations So much happens to us in system life, yet system life remains a mystery When We Dont See Systems When we dont see systems, we fall out of the possibility of partnership with one another we misunderstand one another we make up stories about one another we have our myths and prejudices about one another we hurt and destroy one another we become antagonists when we could be collaborators we separate when we could remain together happily we become strangers when we could be friends we oppress one another when we could live in peace and our systemsorganizations, families, task forces, faith groupssquander much of their potential All of this happens without awareness or choice dances of blind reflex Five Types of System Blindness Spatial, Temporal, Relational, Process, and Uncertainty We suffer from Spatial Blindness We see our part of the system but not the whole we see what is happening with us but not what is happening elsewhere we dont see what others worlds are like, the issues they are dealing with, the stresses they are experiencing we dont see how our world impacts theirs and how theirs impacts ours we dont see how all the parts influence one another In our spatial blindness, we fail to understand one another, we develop stereotypes of one another, we take personally much that is not personal, and, as a consequence, many potentially productive contributions are lost to the system We suffer from Temporal Blindness We see the present but not the past we know what we are experiencing now but not what has led to these experiences we know our satisfactions and frustrations, our feelings of closeness and distance, the issues and choices and challenges we are currently facing All of this we experience in the present but we dont see the history of the present, the story of our system that has brought us to this point in time In our temporal blindness, we misdiagnose the current situation, and in our efforts to solve system problems we fix what doesnt need to be fixed and fail to fix what does We suffer from Relational Blindness In systems, we exist only in systemic relationship to one another We are in Top Bottom relationships, sometimes as Top and sometimes as Bottom 9781576755358_0023_001 we are in End Middle End relationships sometimes as Middle torn between two or Ends, and sometimes as one of several Ends tearing at a common Middle 9781576755358_0023_002 we are in Provider Customer relationships, sometimes as Provider and sometimes as Customer 9781576755358_0023_003 we are sometimes a member of the Dominant culture in which there are the Others, and sometimes we are the Other within the Dominant culture 9781576755358_0024_001 We tend not to see ourselves in these systemic relationships, nor do we see the dances we fall into in these relationships Becoming Burdened Tops and Oppressed Bottoms, Disappointed Ends and Torn Middles, Judged Providers and Done to Customers, the Righteous Dominants and the Righteous Others In our relational blindness, we experience much personal stress and pain, potential partnerships fail to develop, and system contributions are lost We suffer from Process Blindness We dont see our systems as wholes, as entities in their environment We dont see the processes of the whole as the whole struggles to survive We dont see how It differentiates in an environment of shared responsibility and complexity and how we fall into Turf Warfare with one another We dont see how It individuates in a diffusing environment and how we become alienated from one another We dont see how It coalesces in an environment of shared vulnerability and how we become enmeshed in GroupThink with one another In our process blindness, our relationships with our peers deteriorate, productive partnerships fail to develop, and our contributions to the system suffer When we suffer from Uncertainty Blindness, we see fixed positions battling fixed positions, but we dont see the uncertainty underlying these positions, the conditions for which there are no obviously correct answers in our positional blindness, we escape from uncertainty into certainty, from mystery into fixed unassailable positions about how to manage our responsibility in the Top world, our vulnerability in our Bottom world, our tearing in our Middle world, our coming together in a world of Dominants and Others In our uncertainty blindness, our righteous battles with one another keep us from realizing our full potential as Tops, Middles, Bottoms, and Dominants and Others Seeing Systems This book is about seeing systems It is about overcoming system blindness It is about seeing our part in the context of the whole in ways that enable us to avoid misunderstandings and to interact productively across organizational lines Act One It is about seeing the present in the context of the past, such that we can get a accurate picture of our current condition Act One It is about seeing ourselves in relationship with others and creating satisfying and productive partnerships in these relationships Act Two It is about seeing our systems processes in ways that enable us to create systems with extraordinary capacities for surviving and developing Act Three It is about seeing the uncertainties in our system conditions in ways that enable us to move past the destructive battles of righteous position versus righteous position Act IV My Windows into Systems My Windows into Systems The Power Lab and The Organization Workshop THE POWER LAB The Elite Tops Managers Middles and Immigrants Bottoms Living Together in the Community of New Hope My understanding of systems is a fortuitous outcome of work that had another goal Over thirty five years ago, I set out to create a learning environment in which people could deepen their understanding of power and powerlessness in social systems The result was the Power Lab.1 The basic idea was to create a societal setting in which people could experience issues of power and powerlessness directly and dramatically And so we created a world with clear cut differences in power and resource controla world somewhat ironically called the Community of New Hope There are three social classes in New Hopethe Elite or Tops , who control the societys wealth and institutions the Managers or Middles , who manage the societys institutions for the Elite and the Immigrants or Bottoms , who enter the society with no funds, few resources, and no control over the societys institutions This new world is compelling in that it encompasses all aspects of participants livesthe quality of their housing and meals, the job opportunities available to them, the amount of money they have, their access to resources, and A good play needs an appropriate theater, and we were fortunate early on to discover the Craigville Conference Center on Cape Cod.2 Craigville offered an isolated setting with a variety of housing possibilities for the various social classes and a huge tabernacle that could house the societys institutionsits court, newspaper, company store, employment center, pub, and theater And most important, the Craigville staff have over the years functioned as patient, understanding, cooperative, and sometimes bemused partners in this venture The staff members create the world into which participants are bornas either Elite, Managers, or Immigrantsand then step back and allow the community to unfold There are no scenarios to follow, no further directions from staff What becomes of the society depends on whatever the collection of players makes of it The Power Lab was created to support participants in their learning about systems and power, but I have undoubtedly been its major beneficiary Over the past thirty five years, I have played a variety of roles in these Communities of New Hope, sometimes as an active playerElite, Manager, or Immigrantbut often as an Anthropologist standing outside the system, collecting its history as it unfolds, observing and interviewing societal members It was not until several years had passed that I realized what a remarkable situation I had fallen into How often does one have the opportunity to stand outside a social system and observe its total lifeto be privy to the separate deliberations of each class as well as to their interactions with one another Several of the scenes to follow come directly from the Power Labs 14, Bart and Barb 15, Anthropology or Mick Gets Wiped Out 26, Daniel Mutant in the Middle Space 45, Alienation Among the Middles 50, Immigrant Martha Has a Breakdown and 66, A Mutant Moment in the Middle , and these scenes are but the tip of the iceberg Everything in this book is infused with learning drawn from the Power Labs The reader may be taken aback by two stories of personal breakdown at the Power Lab The Power Lab is a challenging experience, and participants are cautioned to that effect prior to enrolling On the other hand, the Power Lab is probably a supportive environment than most of our other organizational and institutional environments All participants have their own personal coach who works with them before, during, and after the program additionally, there are periodic Times Out of Time TOOT sessions in which participants can pull back from the experience and gain perspective on it Still, there were these two breakdowns Both were cured before the lab ended, in ways that enlightened all of us, and in both cases the breakdown and its cure were clearly systemic, although on the surface the breakdowns appeared to be personal These two stories offer important lessons about the systemic nature of apparently personal breakdowns in the wider world THE ORGANIZATION WORKSHOP Tops Executives Middles Managers Bottoms Workers Customers Working Together in Creative Consultants, Inc CCI The Organization Workshop is an offshoot of the Power Lab People who participated in the Power Labs began to request that we bring our work into their organizations Apart from a few truly adventurous souls, most organizations were reluctant to do a full scale Power Lab in house However, there was considerable interest in helping executives, managers, and workers deepen their understanding of systems and their ability to work cooperatively with one another This interest set the stage for the development of the Organization Workshop Again, the educational strategy is to create a learning environment or stage on which participants can directly experience key processes and dilemmas of organizational life In this workshop, participants are born into an organization that exists for between a few hours and a day The organizationCCIis composed of Executives Tops , who have overall responsibility for the system, and a group of Managers Middles responsible for Worker groups Bottoms whose members work on various projects assigned by Tops or Middles outside the organization are potential Customers who have projects they need help on and money to pay for services Staff simply set the stage we put people into position, present the traditions of the organization, then step back and turn the organization loose In each workshop, there are Times Out of Time TOOTs see 10 and 11 , in which we stop the organization, bring everyone together, and have them describe their experiences as Tops, Middles, Bottoms, and Customers What are their worlds like What pressures are they experiencing How does each part of the system experience the other parts These TOOTs tend to be incredibly illuminating experiences for participants But consider for a moment what a remarkable learning opportunity the TOOTs have been for melistening to many hundreds of people over the years as they describe their experiences as Tops, Middles, Bottoms, and Customers For me, what a light this has shed on the nature of systems And my intention in this book is to share that light with you Swimmers, Slugs, and Ballet Notes A Word About Style As you may have already noticed, this book is written in a nontraditional form There are acts and scenes, pinballs and talking body parts and mysterious swimmers there are poems and dialogues along with conceptual material and cases there are amebocytes and slugs and earthworms, a variety of dances, and even one set of ballet notes The imagery of dance is used regularly because so many system processes seem balletic in nature One party pulls up responsibility to himself or herself while the other passes it up Bottom groups neatly and regularly split into the reasonables versus the hardliners Middles fly apart from one another while Bottoms coalesce There is form and coherence and predictability to all of these movements None of which is to imply a lightness to these dances because the dances I describe alienate us from one another, knock us out of the possibility of partnership, and sometimes lead to wholesale death and destruction.3 Theater, too, in its various forms, has played an important part in my work Theater enables us to bring into play a variety of senses We can see the action, hear it, feel it, dance to it, and join in with it The Power Lab and the Organization Workshop are forms of organizational improvisation theater beginning conditions are created, participant actors enter the stage, and, without further instruction, they improvise The Terrible Dance of Power has had several staged performances, as has The Dance of Disempowerment.4 The Dance of the Robust System 62 still awaits it first performance More recently, staged performance and interactive theater have been added to our Seeing Systems repertoire It is my fondest wish that you are enriched by the diversity of formats provided in this book and that the various pieces come together to help you see clearly the many systems of which you are a part My wish is that through your seeing systems in depth, system life will become richer and meaningful for you you will have a deeper understanding of your experiences in systems you will see new strategies for making happen what you want to have happen and what your systems need to have happen and you will discover ways to create systems that contribute to the world and are deeply satisfying to you and other system members Acknowledgments I offer my thanks to some very special people who, over the years, through their encouragement, confrontation, support, and challenge, have contributed to this volume To Steven Piersanti, for his continuing support and encouragement while gently yet unrelentingly urging me toward deeper levels of exploration I am grateful to the Brookline GroupLee Bolman, Dave Brown, Tim Hall, Todd Jick, Adam Kahane, Bill Kahn, and Phil Mirvissome of whom I for one have been meeting monthly for over twenty five years to nourish, comfort, and prod one another toward greater self awareness and personal and professional growth The Power Systems E Team and Power Lab staffs, past and present, have been a inspiration, demonstrating the possibilities of high commitment learning and performance teams I am buoyed by the hundreds of Organization Workshop trainers who are carrying this work to organizations and institutions around the globe Warner Burke and Vlad Dupre offered unwavering support for my early, formative, and not always elegant work during their tenures at the National Training Laboratories Mike McNair, Perviz Randeria, Leigh Wilkinson, and Barry Johansen provided critical readings of early drafts of this book I thank Edwin Mayhew for a delightful collaborative relationship as we developed workshop designs that led to the Organization Workshop, Fritz Steele and Joe Meier for our partnership during the early days of the Power Lab, and Bob DuBrul for his pioneering work in putting Middle Integration theory into practice The entire staff of the Craigville Conference Centerhousekeeping, kitchen, grounds, directors, and front officehas worked diligently with us since 1972 to create the environment in which Power Labs have flourished I have been blessed by unstinting love from my daughters, Leslie Perreault and Karen Kennedy, whose estimates of my abilities have far exceeded my own and have therefore given me high standards to aim for A deep bow of admiration, gratitude, and love to Karen Ellis Oshry, my partner in all aspects of life, who has labored mightily by my side, tolerating my moods and reading and critiquing variations of this work than any human being should ever be made to endure And finally, I am indebted to the many thousands of people who have participated in our Power Labs and Organization Workshops and who have allowed me to be with them, observe them, and interview them as they wrestled with the challenges of system life They came to me as students, but so much of the contents of this book I have learned from them As the Talmud says From all my teachers I have learned I thank you all for your contributions yet hold none of you responsible for the contents of this work Barry Oshry Boston, Massachusetts February 2007Seeing Systems offers not just a framework for understanding leadership issues, but practical solutions one can actually implement in an organization Scott Powers, Chief Executive Officer, Old Mutual U.S It is all about relationships Oshry recognizes this and the importance of organizational dynamics in his works His insights offer great advice regardless of where you sit in the organization In fact, you may find that you sit in a different place than you thought Al Grasso, President and Chief Executive Officer, Mitre Corporation I have read with enormous interest Seeing Systems and must say that through many years of being involved in entities dedicated to systemic under standing, this has been the most exciting reading Dr Enrique G Herrscher, Honorary Professor, Universidad de Buenos Aires UBA , former President, International Society for the Systems Sciences ISSS Precious few business books reveal know how that fundamentally changes the way we operate and experience our world of work Seeing Systems helps us grasp what really happens beneath the surface in organizations Regardless of whether you are an executive, executive coach, middle manager or individual contributor, Seeing Systems provides powerful insights and applications for enhancing your effectiveness Julian D Kaufmann, Vice President, Leadership Organization Development, Tyco International Seeing Systems is a much needed antidote to the personal bias that dominates much of our thinking about organizations Timothy J Giarrusso, Professor, E Philip Saunders College of Business, Rochester Institute of Technology I have been a fan of Oshrys Seeing Systems for a number of years and use it extensively to engage staff in recognizing the bigger picture in their everyday activities David Morhart, Deputy Minister of Public Safety and Deputy Solicitor General, Province of British Columbia Oshrys work has the power to transform our lives by removing the blinders we usually wear I regularly used his books and workshops as powerful tools for our senior leaders development With great regularity, people reported that they felt liberated and energized once they could see the dances he describes in their personal or professional lives Sabina Nawaz, former Senior Director of Leadership Development, Microsoft, and Principal, Nawaz Consulting LLC You never know how students will react to a book, so I wasnt prepared for the electric impact Seeing Systems had on the class They loved it and were clearly affected by its insights and style Barton Kunstler, PhD, Director, Graduate Program in Organizational and Corporate Communications, Emerson College We, like fish, are unaware of the medium in which we swim Oshry takes us to a higher level, allowing us to see the systemic ocean that engulfs us From this viewpoint, we can change the very nature of how we swim The perspective about systems, power, and relationships hits the reader clearly and with impact This book can make a difference in our organizations, and in our lives Thomas Crum, author of The Magic of Conflict, Journey to the Center, and Three Deep Breaths Seeing Systems is exactly what happened for me the first time I read Oshrys work This was the first organizational model that made sense of what I was experiencing as a manager Not a simple laundry list of ideas or paradigms but practical theories based on how people behave in the workplace I applied Oshrys principles daily as a manager of a county jail in Washington, and I continue to apply them, in my retirement, managing large volunteer organizations Lucia Meijer, former Administrator, King County North Rehabilitation Facility Oshrys framing of systems and the interaction between functions and levels is dead on Seeing Systems is a close friend for everyone on our team Rob Kramer, Director, Training and Development, University of North Carolina Oshry weaves a remarkable explanation for the subtle, and largely unseen, ways in which our structures influence our behavior Part poetry, part philosophy, part practical advice, this book offers a creative lens for examining our own behavior Marvin Weisbord, Co Director, Future Search Network coauthor of Future Search and author of Productive Workplaces Revisited Anyone who is in the business of leading others or managing change will profit from the lenses Seeing Systems offers They help us understand and avoid the all too common traps of disempowerment and failed partnerships Instead of blaming others, ourselves, or the system, we learn how these organizational dynamics predictably shape our perceptions in ways that are self defeating, and we see how we can rise above them and create relationships and organizations where collaboration can flourish Dr Gervase R Bushe, Segal Graduate School of Business, Simon Fraser University, author of Clear Leadership and coauthor of Parallel Learning Structures Oshry is a genius in designing simulations of complex social systems and in constructing frameworks that generate rare insights into the simplicity that lies beyond the complexity of such systems For systems that have a large group of employees that consider themselves to be disempoweredwhether factory line workers, government bureaucrats, or orchestra musiciansSeeing Systems offers the most powerful tools I know Grady McGonagil, EdD, Director of Learning, Generon Consulting Oshry explains in clear, convincing, and poetic language why people behave as they do in organizational life His insights shine a bright light into the dark cave of organizational systemsand show us a way out Jeffrey and Merianne Liteman, coauthors of Retreats that Work Seeing Systems helped me better understand my many roles it also yielded valuable insights into the worlds of those in other positions, enabling me to adjust my behavior in ways that make me a effective leader and follower The book has made a lasting impression Jeffrey B Cooper, PhD, Director, Biomedical Engineering, Partners HealthCare System, Inc. Seeing Systems Unlocking the Mysteries of Organizational Seeing Life Barry Oshry on FREE shipping qualifying offers In this extensively revised and updated edition his classic book, shows how we can transform system blindness into sight Kindle by Download it once read your device, PC, phones or tablets Use features like bookmarks, note taking highlighting while reading Pages Life has been designed to help you do just that, unlock all benefits a good health program provide, bring life Unlocking Locked Drop Down boxes in Excel Super User I have couple drop down form that are what d dub perma locked Every person ve thrown at is unable The downs not show c Evil Genius Netflix s Crazy showrunners Evil Genius, Barbara Shroeder Trey Borzillieri, open up about their addictive true crime series Explore our featured insights McKinsey Company Featured Academy Our learning programs organizations accelerate growth unlocking people potential Systems thinking Learning for Sustainability an approach integration based belief component parts will act differently when isolated from environment other Standing contrast positivist Read TGT VOIP Technicolor Bandwidth King writes Slide power point presentation talks Reset With without ISP defaults Ok, old method providing file dl directory, ispf, which was deleted normal factory reset Principles Courtroom Heaven Gold thoughts Principles Sheryl October , pm Over past few weeks, God also showing me courtroom Then, found website m getting my case together present Him Claudia Soffer girlwithnojob Instagram photos Followers, Following Posts See videos Claudia Contact Us Barristers solicitors, specializing real estate business law, civil litigation, planning administration Edmonton, Alberta Ray haroldbenjamin Head Secured Lending advise aspects commercial property with particular emphasis acting behalf banks financial institutions In Middle Books An pioneering work Middles illuminates middle positions supervisors, managers, coaches, deans, department heads others must function between often conflicting perspectives demands Power Home simple, yet profound idea behind methodology, theory systems leadership, simplest terms helps leaders better understand world they operate Who Is Jackie O Problems storm surrounding star Soffer, aka Girl No Job, continues her sister who runs account Pamela Geller Mother What some might know mother three incredibly famous influencers, including GirlWithNoJob Instagram sisters fallout anti Muslim sisters, Instagram, made name themselves viral memes even morning talk YouTube But new Daily Beast report shed light mom, Michael Anti Blogger ex Michael used be married according recent reports threatened ISIS According NY These Famous Sisters Are Secretly Daughters Claudia, Jackie, Olivia, Margo built social media empire through multiple accounts GirlWithNoJob, most successful group boasts nearly million followersShe posts variety relatable stolen tweets Ens Therapy Group, LLC Ens founded goal helping individuals couples face conquer many challenges difficulties Conveniently located Corporate Woods, dedicated serving clients throughout Johnson County greater Kansas City area The Stars Hiding Their Famous, Hating Mom New York living millennial dream, running ruthlessly curating online images Pamela Wikipedia born American political activist commentator She known Islamic writings, opposition proposed construction community center near former site World Trade Center, News appears declare war sponsorship Virginia Medical Alliance Welcome Virginia innovative medical practice Springfield, VA, south Washington, DC OW Krohn Associates LLP, CPA Consultants Certified Public Accountants Financial Advisors Established OW one Indiana premier consulting firms unique accounting requirements local government utilities Seeing Systems. Unlocking the Mysteries of Organizational Life

    • Format Kindle
    • 304 pages
    • 1576754553
    • Seeing Systems. Unlocking the Mysteries of Organizational Life
    • Oshry
    • Anglais
    • 2016-08-24T12:12+02:00