3.1.3 Stimulating Instead of Giving Orders
The goal is to not interfere with existing systems but to stimulate them in order to
improve them and therefore initiate sustained and lasting change. According to the
theory of self-sustained systems (autopoiesis), which is the basis for systems theory,
it is impossible to change the systemic patterns of interaction and the laws behind
from the outside, because these patterns and laws were developed by the system in
order to sustain itself. A system exists only in a floating balance; halt and paralysis
will cause it to collapse.
Systemic leaders utilize and strengthen the potential for self-development within
an organization. This potential is relevant for survival in a permanently changing
environment. The knowledge needed for change exists in any company; it has only
to be activated by networking with the relevant people, introducing new points of
view, maintaining communication and providing the information the system does
not have yet. Only in this way can the knowledge distributed to many people be
united and made utilizable for the entire company.
The system, which is to say the group, the department or the company will
decide for itself how to respond to this stimulation. Nothing is forced or ordered.
A person truly working systemically does not whip out their toolbox, turn a few
screws and the problem is solved. The harmful side-effects of such procedures –
such as employees sabotaging the measures or managers implementing them far too
quickly – are considerable, and the benefit is small. The existing system needs to be
appreciated and integrated into the change process.
It is characteristic of systemic leadership that the leader thinks strategically,
goal-oriented, in broader contexts and in long-term patterns. In a constructive mind
problems and disturbances are welcomed because they initiate change and progress.
They force the system to stay flexible and to keep learning. Systemic managers
think in both ways, analytically and synthetically. Analysis provides the knowledge
of the parts of the system, while synthesis provides the knowledge of their roles in
the system.
Systemic organizational development does not happen in the ivory tower of the
executive level and behind closed doors. Instead it takes place in the daily routine
with the active participation of key personnel at all levels of the company. It is
always oriented on the people and the culture of the organization. It takes
into account the uniqueness and complexity of the company and is understood
as a continuous process.
The basis for systemic leadership is networked thinking that moves in cycles,
as in complex systems there is never onlyonecause for a specific type of behavior
or a specific situation. Everything is connected and needs to be considered. Changes
starting in one part of the system will lead to changes in other parts and therefore
often end up affecting themselves. This also means that the leader has to give the
change process time to show effects and does not expect that after pressing a button
everything and everyone reacts as expected or, if not, will be “brought in line.”
3.1 Considering the Whole 121