Be healthy! Warum unser Managementsystem ohne radikalen Wandel nicht gesunden kann.

Transcription

1 Be healthy! Warum unser Managementsystem ohne radikalen Wandel nicht gesunden kann. Dr. med. Michael Sonntag BGM Tagung / Gesundheitsförderung Schweiz 24. August 2016

2 The Biological Foundation of Living Systems

3 Gangplank B. Obama : The Future of the US Economy m/watch?v=dhultzczq Oc

4 The Principles of Scientific Management 1911 Frederic Winslow Taylor

5 The Principles of Scientific Management 1911 Frederic Winslow Taylor Management by Objectives MBO Continuous Improvement Business Process Reengineering BPR Management Information Systems MIS Command and Control Functional Division Centralized Controlling Centralized PM Centralized HRM

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7 Natural Reality

8 Natural Reality

9 Natural Reality

10 Natural Reality

11 Natural Reality

12 Natural Reality

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14 Generic Principles of Living Systems

15 The Foundation of an Evolutionary Management System

16 Working WITH Human Nature Freedom to Act Humans must be free to act autonomously and spontaneously to keep their Seeking System open and to respond to change actively so as to stay healthy. Openness Humans connect, engage and cooperate naturally and spontaneously and share information openly and transparently for mutual benefit. Individuals and groups that do so the most become the fittest. Flow Humans work most resource efficiently when respecting and being in flow with natural rhythms in and around us, building synergies with local networks. The aim is to manage energy sustainably. Relatedness Humans give and get the deepest satisfaction when engaging emotionally with others in long-term, trusting and secure relationships. Sharing knowledge, experience and passion and thereby co-creating Shared Value best accelerates innovation, promotes eagerness for change and thereby strengthens our adaptability, resilience and identity. Maintenance of Integrity Humans need a sense of coherence and the ability to maintain their Integrity actively. Only if the energy is invested in co-creating Shared Value for all members of the community, meaning, grace and pleasure occurs.

17 Autsch!! Management by Objectives MBO Continuous Improvement Business Process Reengineering BPR Management Information Systems MIS Command and Control Functional Division Centralized Controlling Freedom to Act Openness Flow Relatedness Maintenance of Integrity Centralized PM Centralized HRM

18 Autsch!!!!! Freedom to Act Openness Flow Relatedness Maintenance of Integrity

19 Evolutionary Management System

20 Dr. med. Michael Sonntag Manuelstrasse Bern Gestaltung in Kunst und Design Michaela Arn, Bern ,

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23 Be healthy! Warum unser Managementsystem ohne radikalen Wandel nicht gesunden kann. Dr. med. Michael Sonntag BGM Tagung / Gesundheitsförderung Schweiz 24. August 2016

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26 Da steh ich nun, ich armer Tor! Und bin so klug also wie zuvor Goethe, Faust Der Tragödie erster Teil Gerg Friedrich Kersting Faust im Studierzimmer

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30 Applied to Human Build Organizations Self-organization Give individuals and teams the freedom to act, engage and organize themselves autonomously with their customers or any stakeholder, thereby co-creating shared value for all involved stakeholders as the foundation of a radically decentralized and sustainably vibrant enterprise. Cooperation Provide the means to enable everyone to freely cooperate with each other and any involved stakeholder sharing complex information actively, directly, openly and continuously in flexible and adaptable informational networks, thinking of value added more broadly. Locality Build on organically and locally grown, self-organizing, diverse and multifunctional teams and workplace communities with re-localized production, coordinating and organizing them selves in dynamic networks based on self-similar and recursive patterns, synchronized in respect and accordance with natural rhythms, able to scale up and down rapidly and reconfigure resources in a most energy efficient way. The organization grows spontaneously from local interaction. Co-creation Take the personal responsibility to build the organizational conditions ( secure base ) to enable unconditional, reciprocal pro-social activity, accepting our existential interdependency, enabling long-term, trustful relationships, emotional engagement and community, co-creativity, innovation and evolvability. Coherence The purpose is to maintain the vibrancy and the evolutionary capacity of the whole ecosystem by co-creating shared value and shared wealth through shared ownership. Only when incessantly co-creating The Common Good, meaning, grace and pleasure will occur.

31 What do these companies have in common?

32 Führung & Organisation Traditionelles Management Beyond Budgeting Management-Prozesse Selbstanpassende, relative Ziele Dynamische Selbst- Steuerung Franz Röösli ZHAW Beyond Budgeting Round Table 32

33 Beyond Budgeting Principles Principles Leadership / Organization 1. Values Inhalt Inhalt Inhalt 2. Governance Do this! Bind people to a common cause Govern through shared values and sound judgement 3. Transparency Make information open and transparent 4. Teams Organize around a network of accountable teams 5. Trust Trust teams to regulate and improve their performance Not that! Not a central plan Not detailed rules and regulations Don t restrict and control it Not centralize functions Don t micro-manage them 6. Accountability Base accountability on holistic criteria and peer reviews Not on hierarchical relationships 7. Goals Set relative, self-adjusting goals Not short-term negotiated targets Management-Processes 8. Rewards 9. Planning 10. Coordination 11. Resources 12. Controls Base rewards on relative performance Make planning a continuous and inclusive process Coordinate interactions dynamically Make resources available just-in-time Base controls on fast, frequent feedback Not fixed targets Not a top-down annual event Not through annual budgets Not just-in-case Not on budget variances Quelle: The Leader s Dilemma