IS SYSTEMS THINKING A HOLLOW RITUAL?

1. IS SYSTEMS THINKING A HOLLOW RITUAL?

2. The Leader’s New Work: Building Learning OrganizationsPeter Senge • Current Management System • Let the leadership do the thinking • Leadership by control • Leadership by force of rewards or will • What is needed is a System which: • Depends on superior learning • Can think at all levels not just the highest

3. LEARNING CATEGORIES • ADAPTIVE • Coping by responding to the environment • GENERATIVE • Expanding our capability, it is about creating not just coping.

4. GENERATIVE LEARNING • Different ways of looking at known problems • Grasping systemic source of problems not just symptoms • Leaders responsible for everyone’s learning • Leader creates tension between where you are and where you need to be.

5. NEW ROLES FOR LEADERS • DESIGNER • Clarify visions, values and purpose • design policies, strategies and structures • Create learning processes • TEACHER • Help people gain insight into current reality • STEWARD • Serve first • Create opportunities for people to contribute to organizational purpose

6. NEW SKILLS • BUILDING SHARED VISIONS • SURFACING AND TESTING MENTAL MODELS • Leaps of abstraction • balancing inquiry and advocacy • Distinguishing theory from application • Recognizing defensive routines • SYSTEMS THINKING • Seeing Relationships, moving beyond blame, distinguishing types of complexity, focus on right areas, and avoiding symptomatic solutions

7. The Many Faces of the Corporate CodeLisa H. Newton • A code must meet three specifications • Creation through participation • Must be consistent with general ethical principles and dictates of conscience (respect for individual, commitment to justice, sensitive to rights of all affected) validity • Must reflect the actions of senior managers and leaders. authentic

8. CODES FAIL WHEN • They are created in a vacuum • Do not seem valid to those asked follow them • Do not seem authentic

9. Managing for Organizational IntegrityLynn Sharp Paine • CLEAR AND PRESENT NEED FOR CORPORATE CODE OF ETHICS • Business is perceived as incapable of ethical conduct • Market requires efficiency not ethics • Board of Directors and top management responsible for balancing conflicting demands

10. WHY CODES ARE VIEWED AS VIABLE • Academic skepticism • View as created by a power elite • Subject to bias of senior officers • Rules to not apply to those at the top

11. CREATION OF CODES THAT WORK • PRINCIPLE OF PARTICIPATION • Developed through maximum involvement • PRINCIPLE OF VALIDITY • Must be consistent with accepted dictates of conscience • PRINCIPLE OF AUTHENTICITY • Code must be followed by senior management

12. MANAGING FOR ORGANIZATIONAL INTEGRITYLynn Sharp Paine • COMPLIANCE BASED CODES OF ETHICS • Use legal compliance as the standard. This mark is to low • Compliance overemphasizes the threat of detection and punishment but does not foster moral discipline

13. Hallmarks of an Effective Integrity Strategy • Guiding values make sense • Senior leaders are committed, credible and willing to take action • Values are integrated into culture • Company systems and structures reinforce values • Managers have the skills and ability to make ethical daily decisions • Note Page 538 for difference in compliance and integrity