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SYSTEMS THINKING Definition Identifying all (or as many as possible of the conflict and understanding the relationship between them.” “Identifying all.

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Presentation on theme: "SYSTEMS THINKING Definition Identifying all (or as many as possible of the conflict and understanding the relationship between them.” “Identifying all."— Presentation transcript:

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3 SYSTEMS THINKING Definition Identifying all (or as many as possible of the conflict and understanding the relationship between them.” “Identifying all (or as many as possible of the conflict and understanding the relationship between them.”

4 SYSTEMS THINKING Background: Drawing Better Boundaries Where do you define the boundaries of the system of which you are a part? This is one of the most critical questions of leadership today -Ronald Heifetz,JFK School Of Goverment, Havard University I think our very survival depends on our being better systems thinker” -Margaret Wheatly, Leadership and the New Science -Margaret Wheatly, Leadership and the New Science

5 SYSTEMS THINKING Background: Drawing better boundaries Current Leadership is Leading different sectors apart from each other” “Current Leadership is Leading different sectors apart from each other” - Daisy Ncube-Gwanda Politics has political leaders. The economy or the business sector has its own leaders. Commercial farmers have leaders. Academics, researchers, NGOs, etc. have their own leaders.

6 SYSTEMS THINKING Background: Drawing better boundaries Each of the sectors has different goals. Others - the politicians - wants voters and followers. Business people want to make profit and they want us as their market and workers. Commercial farmers want us as farm workers and at their market. The churches and NGOs want us in their membership and as project holders.

7 SYSTEMS THINKING Background- Drawing Better Boundaries All these leaders want us to follow them. As a result of this fragmented leadership the world is growing apart behind them as leaders. Jealousies and tensions grow, and then conflicts and fights over resources and territories. We are tired of being led apart Selecting "better boundaries" means learning to think - and to lead- systemically- that is, not limited to boundaries, borders or cultural and personal "blind spots."

8 SYSTEMS THINKING Applications: We are “all connected now” The properties of the parts can be understood only from the dynamics of the whole The properties of the parts can be understood only from the dynamics of the whole Ultimately there are no parts at all Ultimately there are no parts at all What we call a part is merely a pattern in an inseparable web of relationships What we call a part is merely a pattern in an inseparable web of relationships

9 SYSTEMS THINKING Tips Keep it simple Keep it simple Think systematically about your role Think systematically about your role View yourself and your organization from “outside the box” View yourself and your organization from “outside the box” Practice asking,” And then what?” Practice asking,” And then what?” Think twice before you call someone as “enemy Think twice before you call someone as “enemy

10 PRESENCE Definition Applying all our mental, emotional and spiritual resource to witnessing ourselves and the conflict to which we are now a part.” “Applying all our mental, emotional and spiritual resource to witnessing ourselves and the conflict to which we are now a part.”

11 PRESENCE Background: Becoming Awake Most of us are stuck, to varying degrees in less- than present behaviors. Most of us are stuck, to varying degrees in less- than present behaviors. Being "awake is an excellent, down to earth way of describing the quality of presence that we need when dealing with a conflict. Being "awake is an excellent, down to earth way of describing the quality of presence that we need when dealing with a conflict.

12 PRESENCE Background: Becoming Awake It is less about what the Mediators know or can do than about who they are. It is less about what the Mediators know or can do than about who they are. Describing the experience of presence is like commenting on the taste of wine: words are inadequate; you still need to taste it. Describing the experience of presence is like commenting on the taste of wine: words are inadequate; you still need to taste it.

13 PRESENCE Applications: Are You Present Right Now? “The more faithfully you listen to the voice within you, the better you will hear what is sounding outside.” - Dag Hammarskjold, former UN secretary-genera l - Dag Hammarskjold, former UN secretary-genera l Being present in both time and space.

14 PRESENCE Tips Find your own path Find your own path Practice a reliable witness Practice a reliable witness Be present even in the face of fear Be present even in the face of fear Pay attention to energy Pay attention to energy

15 PRESENCE Tips Clarify your motivation Clarify your motivation Promote presence in meetings Promote presence in meetings Cultivate quite patience Cultivate quite patience

16 INQUIRY Definition Asking questions that unlock essential and spiritual resources to witnessing ourselves and the conflict to which we are now a part.” “Asking questions that unlock essential and spiritual resources to witnessing ourselves and the conflict to which we are now a part.”

17 INQUIRY Background: The Power of Questions What else can we learn about this situation? What else can we learn about this situation? Is there some useful, perhaps vital, information that I lack? Is there some useful, perhaps vital, information that I lack? Do I truly understand the way others see the situation? Do I truly understand the way others see the situation?

18 INQUIRY Background: The Power of Questions Should I consult with others before I intervene? Should I consult with others before I intervene? Inquiry deficit. Inquiry deficit.

19 INQUIRY Applications: Building an "Infrastructure for Learning" Mohd Yunus - the story of Bangladesh's Grameen Bank

20 INQUIRY Tips Make your question count Remember the interrogation in not inquiry Lean your question towards the light Instead of blaming, try listening more deeply

21 INQUIRY Tips Practice inquiry especially with those you hate - and love. Practice inquiry especially with those you hate - and love. Take a simple listening test. Take a simple listening test. Learn from the master mediators. Learn from the master mediators. Listen particularly to those who have no voice. Listen particularly to those who have no voice.

22 CONCIOUS CONVERSATION Definition “Developing our awareness of the full range of choices about how we speak and listen “ “Developing our awareness of the full range of choices about how we speak and listen “

23 CONCIOUS CONVERSATION Background:Choosing How we Talk and Listen We have a choice between how we speak and listen. We have a choice between how we speak and listen. Most of the time, conversation turns rather arbitrarily and unconsciously. Most of the time, conversation turns rather arbitrarily and unconsciously. What distinguishes conscious conversation from mere communication is that we are mindful of how, at that moment, we are choosing to speak and listen. What distinguishes conscious conversation from mere communication is that we are mindful of how, at that moment, we are choosing to speak and listen.

24 CONCIOUS CONVERSATION Application: The Freedom of Conversation If we want to change the world, we have to change ourselves- including how we talk and listen If we want to change the world, we have to change ourselves- including how we talk and listen Ground rules with the objective to create a safe environment for open conversation are Respect, Fairness, Listening, Openness, Privacy and Commitment Ground rules with the objective to create a safe environment for open conversation are Respect, Fairness, Listening, Openness, Privacy and Commitment Range of discourse of the Mediator is starting with Debate, Presentation/Q&A, Discussion, Negotiation- Interest-based and Position-based, Council, Dialogue- Transformational/ Inquiry-oriented and Reflective silence. Range of discourse of the Mediator is starting with Debate, Presentation/Q&A, Discussion, Negotiation- Interest-based and Position-based, Council, Dialogue- Transformational/ Inquiry-oriented and Reflective silence.

25 CONCIOUS CONVERSATION Tips Go beyond Robert's Rules Go beyond Robert's Rules Set ground rules before you need them Set ground rules before you need them Make rules that everyone owns Make rules that everyone owns Let go of winning arguments Let go of winning arguments Replace abstractions with relationships Replace abstractions with relationships Get out of your comfort zone Get out of your comfort zone

26 DIALOUGE Definition Communicating in order to catalyze the human capacity for bridging and innovation.” “Communicating in order to catalyze the human capacity for bridging and innovation.”

27 DIALOUGE Background: Moving Beyond Either – Or Yearning is for deep, honest, inclusive and respectful dialogue. Dialogue is designed for situations in which people have fundamentally different frames of reference. Different frames of reference – World views, belief systems, mind-sets or "mental models."

28 DIALOUGE Background: Moving Beyond Either – Or Dialogue is a way of conversing that Dialogue is a way of conversing that Enables wide range of feelings to be expressed than in debate. Inspires more honesty and forthrightness than other methods.

29 DIALOUGE Background: Moving Beyond Either – Or Avoids superficial forced compromises Avoids superficial forced compromises Generates learning, new options and innovations. Generates learning, new options and innovations. Seeker deeper truth in each perspective. Seeker deeper truth in each perspective.

30 DIALOUGE Applications: Crossing the Threshold of Hope The level of mistrust prevents getting necessary work done. The level of mistrust prevents getting necessary work done. Fundamentally different frameworks are causing chronic misunderstanding. Fundamentally different frameworks are causing chronic misunderstanding. Changes need to be made throughout the organization or a community. Changes need to be made throughout the organization or a community.

31 DIALOUGE Applications: Crossing the Threshold of Hope A new strategy or project requires building shared ownership and commitment. A new strategy or project requires building shared ownership and commitment. You and your colleagues are recovering from a crisis. You and your colleagues are recovering from a crisis.

32 DIALOUGE Applications: Crossing the Threshold of Hope "Dialogue is not about the physical act of talking at all, it is about minds unfolding."

33 DIALOGUETips Seek the ripple effect Uncover assumptions Make hidden agendas visible Equalize power relationships

34 DIALOGUETips When necessary, combine dialogue with action When necessary, combine dialogue with action When trust is low, rebuilt it When trust is low, rebuilt it Challenge arrogance with dialogue Challenge arrogance with dialogue Use respect to dissolve stereotypes. Use respect to dissolve stereotypes.

35 BRIDGING Definition Building actual partnerships and alliances that cross the borders that divide and or a community.” “Building actual partnerships and alliances that cross the borders that divide and or a community.”

36 BRIDGING Background: From "Them" and "Us" to "We" Generating new information that re frames the conflict more constructively. Generating new information that re frames the conflict more constructively. Forging a new integration that creatively synthesizes two or more positions. Forging a new integration that creatively synthesizes two or more positions.

37 BRIDGING Background: From "Them" and "Us" to "We" Launching a joint inquiry that finds a previously uncharted path through conflict Launching a joint inquiry that finds a previously uncharted path through conflict In the bridging process, the critical word is we. Some aspect of the 'them" and "us" in the conflict must be transformed into a credible and durable "we" In the bridging process, the critical word is we. Some aspect of the 'them" and "us" in the conflict must be transformed into a credible and durable "we"

38 BRIDGING Applications: The CEO of the Future Is a Team Leaders who are Mediators will outperform those who aren't because they know how to build the partnerships and alliances that are key to enduring success. Leaders who are Mediators will outperform those who aren't because they know how to build the partnerships and alliances that are key to enduring success. Three characteristics--- equity, transparency and mutual benefit-- tremendously increase the chance that bridging relationships that would lead to innovation. Three characteristics--- equity, transparency and mutual benefit-- tremendously increase the chance that bridging relationships that would lead to innovation.

39 BRIDGINGTips Build bridges one step at a time. Build bridges one step at a time. Bridge idealism and practicality. Bridge idealism and practicality. Build from the middle not only on top. Build from the middle not only on top. Think like a minority. Think like a minority.

40 BRIDGINGTips Raise the level of the game Raise the level of the game Learn bridging by doing it Learn bridging by doing it Think in terms of webs, not wall Think in terms of webs, not wall

41 INNOVATION Definition “Catalyzing social or entrepreneurial breakthroughs that foster new options for moving through conflicts” “Catalyzing social or entrepreneurial breakthroughs that foster new options for moving through conflicts”

42 INNOVATION Background: From "Good Idea" to Real Change Innovation is more than a tool Innovation is more than a tool Innovation, a potential breakthrough, emerges from carefully and creative applying all the seven preceding tools. Innovation, a potential breakthrough, emerges from carefully and creative applying all the seven preceding tools. Innovators are bridging between otherwise separate, insulated worlds in order to create breakthrough innovations. Innovators are bridging between otherwise separate, insulated worlds in order to create breakthrough innovations.

43 INNOVATION Background: From "Good Idea" to Real Change To become innovation, something must change the way people in a conflict situation think and act. To become innovation, something must change the way people in a conflict situation think and act. It must make a difference in their lives. It must make a difference in their lives. Innovative idea,plan or process must be adopted by those who are driving the conflict. Innovative idea,plan or process must be adopted by those who are driving the conflict.

44 INNOVATION Applications: Inspiring the System to Change Develop New, More Reliable Information Develop New, More Reliable Information Coordinate a Joint Inquiry Coordinate a Joint Inquiry Integrate Compete Approaches Integrate Compete Approaches Create Bridging Organizations Create Bridging Organizations

45 INNOVATION Applications: Inspiring the System to Change Launch Collaborative Projects Launch Collaborative Projects Design Better Contracts, Agreements and Legislation Design Better Contracts, Agreements and Legislation Renew Atrophying Institutions Renew Atrophying Institutions Change the Game Change the Game

46 INNOVATIONTips Don't seek the limelight. Don't seek the limelight. Practice collaboration as well as preach it. Practice collaboration as well as preach it. Emphasize co-leaders and teams rather than individuals. Emphasize co-leaders and teams rather than individuals. Fix the process, not just the problem. Fix the process, not just the problem. Ensure that rules are fair. Ensure that rules are fair. Learn to dance. Learn to dance.

47 Learnings for Transformational Change Raising a Conflict- Literate Generation. Raising a Conflict- Literate Generation. Learning How to Turn Conflict into an Asset Learning How to Turn Conflict into an Asset Teaching About Other Worldviews Teaching About Other Worldviews Designing Public Spaces for Dialogue Designing Public Spaces for Dialogue Expanding the News Media's Repertoire Expanding the News Media's Repertoire

48 Learnings for Transformational Change Using Mediator's Tools in Public Forums Running Healthier Political Campaigns Creating a Legislative Office for Facilitation Forming Mediation Teams for Conflicts Creating a UN Inquiry Council Working Together for a Sustainable, Equitable Future

49 When Conflict Erupts- Guidelines in Times of Crisis Make time for ally Breathe- and protect yourself Breathe- and protect yourself Determine your goal and focus on it Determine your goal and focus on it Speak who is present Speak who is present Avoid name calling and blaming Avoid name calling and blaming

50 When Conflict Erupts- Guidelines in Times of Crisis Beware of self-righteousness Beware of self-righteousness Keep you shadow in front of you Keep you shadow in front of you Listen to everything, but respond selectively Listen to everything, but respond selectively First inquire, then fire First inquire, then fire Consider calling a third side Consider calling a third side

51 When Conflict Erupts- Guidelines in Times of Crisis Take stock before you take sides Take stock before you take sides Listen more, speak less Listen more, speak less Learn your adversary's "language" Learn your adversary's "language" Let you adversary know you Let you adversary know you Observe the sacred rules Observe the sacred rules

52 CONCLUSION To transform these conflicts into opportunities, all that is needed is people like you and me, who are willing to become Mediators. Nothing that we do matters more than leading through the conflicts of our time towards a human future that truly honors the magnificent creation to which we all belong.

53 THANK YOU!!!


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