„zukunft durch führung€¦ · innovation. from managing to enabling innovation as...
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„Zukunft durch Führung – Führung durch Zukunft“
Zukunft durch Führung – Führung durch Zukunft
Prof. Markus F. Peschl, Thomas Fundneider Universität Wien, theLivingCore GmbH
www.theLivingCore.com
Die Gestaltung von lebendigen Organisationen als Ermöglichungsräume
we enable desired futures
1. WARUM „MORE OF THE SAME“ ZUM CRASH FÜHRT – ENTWICKLUNG DER ORGANISATIONSKULTUR/STRUKTUR
Type A Type B Type C Type D
Time 1880 onwards 1960 onwards 1995 onwards 2005 onwards
Premise command and control mo4va4on and delega4on
focus and libera4on future-‐orientedness and innova4on
Belief workers are lazy so... strict structures are imposed for them to be produc4ve
workers are willing so... they can be mo4vated by a vision & rewarded (career)
workers are individualists so... expect them to be their own leaders
workers are responsible and entrepreneurial visionaries
Mode & a6tudes
set strategy supervise & measure increase produc4vity
paint vision manage by objec4ves build consensus
suggest purpose design culture provoke experiment
shape the future exhibit radical openness prototyping and fast-‐cycle learningng provide space for deep understanding
Shape hierarchy network ecosystem future/innova4on lab
Source: adapted and expanded from http://woreport.wolffolins.com
we enable desired futures
Control & Management VS. Enabling attitudesOld organiza?onal design Primacy of control & management
Future-‐ready organiza?ons Primacy of enabling
Planned, rule oriented, algorithmic, „making“ („facere“) Enabling, facilita4on
Following rules & „recipes“, execu4on of rou4nes Providing suppor4ng environment & enabling constraints
Trying to keep things under control LeQng things go, follow the flow, emergence
Problem solving & „puzzle solving“ (T.Kuhn), paradigm accep4ng Problem seQng & paradigm seQng
Staying within the predetermined problem/knowledge/search space Ques4oning assump4ons and methods, open ended
Analy4cal, „science like“ Design (-‐thinking) based / „ar4s4c“
Star4ng with already exis4ng solu4ons, concerned with details Star4ng with blank sheet, taking the large perspec4ve
© Peschl |
Further readings
— Peschl, M.F. and T. Fundneider (2014). Designing and enabling interfaces for collaborative knowledge creation and innovation. From managing to enabling innovation as socio-epistemological technology. Computers and Human Behavior 37, 346–359.
— Peschl, M.F. and T. Fundneider (2014). Evolving the future by learning from the future (as it emerges)? Toward an epistemology of change. Behavioral and Brain Sciences 37(4), 433-434.
— Peschl, M.F. and T. Fundneider (2014). Why space matters for collaborative innovation networks. On designing enabling spaces for collaborative knowledge creation. International Journal of Organisational Design and Engineering (IJODE) 3(3/4), 358–391.
— Peschl, M.F. and T. Fundneider (2013). Theory-U and Emergent Innovation. Presencing as a method of bringing forth profoundly new knowledge and realities. In O. Gunnlaugson, C. Baron, and M. Cayer (Eds.), Perspectives on Theory U: Insights from the field, pp. 207–233. Hershey, PA: Business Science Reference/IGI Global.
— Peschl, M.F. and T. Fundneider (2013). Branding as enabling knowledge creation. the role of space and cognition in branding processes. In S. Sonnenburg and L. Baker (Eds.), Branded spaces. Experience enactments and entanglements, pp. 261–277. Wiesbaden: Springer.
— Peschl, M.F. and T. Fundneider (2008). Emergent Innovation and Sustainable Knowledge Co-creation. A Socio-Epistemological Approach to “Innovation from within”. In M.D. Lytras, J.M. Carroll, E. Damiani et al. (Eds.), The Open Knowledge Society: A Computer Science and Information Systems Manifesto, pp. 101–108. New York, Berlin, Heidelberg: Springer (CCIS 19).
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we enable desired futures
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