In den Ferien hat man endlich Zeit …
neues Wissen zu erwerben!
Barbara Thönssen
1
Ferdinand Cheval (1836 – 19
August 1924) was a French
postman who spent thirty-three
years of his life building
Le Palais idéal
(the "Ideal Palace") in Hauterives.
The Palace is regarded as an
extraordinary example of naïve art
architecture.
Barbara Thönssen
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Barbara Thönssen
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The Pont du Gard is an ancient Roman aqueduct that crosses the
River Gardon in the south of France
Close to Les Beaux-de-Provence
From Le Baucet to Vensaque
Barbara Thönssen
Sénanque Abbey is a Cistercian
abbey near the village of Gordes
in the département of the
Vaucluse in Provence, France.
4
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http://www.kosmosophia.ch
Barbara Thönssen
In Plato’s dialog Socrates and
Meno discuss the possibility of
gaining knowledge.
“Meno’s Paradox” can be
reformulated as follows:
• If you know what you’re looking
for, inquiry is unnecessary.
• If you don’t know what you’re
looking for, inquiry is
impossible.
• Therefore, inquiry is either
unnecessary or impossible.
6
Types of Knowledge
task 2
task 5
tacit
knowledge
in Köpfen
task 1
task 3
in Köpfen
Mensch
task n
dokumentiertes
Wissen
bewusstes
Wissen
formales
Wissen
in Köpfen in Dokumenten/Datenbanken
Programmcode
Wissensbasis
Wissensentwicklung
implizites Wissen
tacit
knowledge
task 7
explizites Wissen
bewusstes
Wissen
in Köpfen
2
E =mdokumenctiertes
Wissen
function fib (int x) {
if x > 0 {
return x * fac(x-1);}
else return 1;
in Dokumenten/
Datenbanken
Organisation
formales
Wissen
Programmcode
Wissensbasis
Informationstechnologie
Quelle: Knut Hinkelmann
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Knowledge Creation
task 2
task 5
task 1
task 3
task 7
task n
Wissensentwicklung
implizites Wissen
tacit
knowledge
Köpfen
ininSystemen
Mensch
explizites Wissen
bewusstes
Wissen
in Köpfen
dokumentiertes
Wissen
in Dokumenten/
Datenbanken
Organisation
formales
Wissen
Programmcode
Wissensbasis
Informationstechnologie
Quelle: Knut Hinkelmann
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«The Knowledge Creating Company» (1/2)
Nonaka (1991, p 96)
•
•
•
In an economy where the only certainty is uncertainty, the one sure source of
lasting competitive advantage is knowledge
successful companies are those that consistently create new knowledge,
disseminate it widely thorughout the organization, and quickly embody it in new
technologies and products
and yet, […] few managers grasp the true nature of the knowledge-creating
company […] they misunderstand what knowledge is and what companies must
do to exploit it.
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«The Knowledge Creating Company» (1/2)
“The concept of ‘tacit knowledge’ is a corner-stone in organizational knowledge
creation theory and covers knowledge that is unarticulated and tied to the senses,
movement skills, physical experiences, intuition, or implicit rules of thumb”
Nonaka & Krogh (2009, S. 635)
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New Interest in Tacit Knowledge
New Product Development
use of lessons learnt (tacit knowledge) to improve NPD, particularly project
budgets, problem solving, and changing product specification
(Goffin & Konen, 2011)
Innovation and Performance (of organizations)
how knowledge sharing influences innovation and performance: Explicit knowledge
sharing has more significant effects on innovation speed and financial performance
while tacit knowledge sharing has more significant effects on innovation quality and
operational performance; provide a model for measurement
(Wang & Wang, 2012)
consequences of knowledge management (KM) strategies on firm’s inno-vation
and corporate performance; particularly tacit knowledge, can be a source of
advantage because it is unique, imperfectly mobile, imperfectly imitable and
non-substitutable
(López-Nicolás & Meroño-Cerdán, 2011)
Decision Making
intuition (= tacit knowledge) as an effective approach to important decisions
(Miller & Ireland, 2005)
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“The really valuable thing is intuition” Albert Einstein
What is intuition?
“A common element of “knowing” that results from tacit knowledge and intuition ‘is
the inability of the knower to totally articulate all that he or she knows’. In sum, at
the core of intuition is a set of insights and understandings that is not known
fully to its owner” (Miller & Ireland, 2005, p 20)
Nonaka (1991, p 96)
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The SECI Model
Nonaka & Konno (1999, S. 43)
e.g. mentoring
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e.g. creative
methods
13
Some methods for converting tacit into
explicit knowledge
World Café (Juanita Brown)
http://www.theworldcafe.com/key-concepts-resources/
Open Space (Harrison Owen)
http://www.openspaceworld.com/users_guide.htm
Dialog (David Bohm)
http://www.david-bohm.net/dialogue/dialogue_proposal.html
Bohm Dialogue (also known as Bohmian Dialogue or "Dialogue in the Spirit of David
Bohm") is a freely-flowing group conversation in which participants attempt to reach a
common understanding
Story Telling
“A typical story begins with a central character or organization that is basically doing well.
Next, a key event occurs that threatens success. From this point, the story is about efforts
to understand and effectively con- front the forces opposing the individual’s or
organization’s success”
“Thus, in the context of selling a choice based on hunch, the key would be to craft a story
describing threatening forces that are forcing bold action” (Miller & Ireland, 2005, p 24)
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Systemic Structural Constellation
Systemic Structural Constellations (SySt) is a method and language
(Transverbale Sprache) that is used to learn about complex systems
and to develop problem solutions. It allows cognitive, emotional, and
affective learning to occur simultaneously utilizing the body as a
resonator.
Systemic Structural Constellations work is considered
complementary to other approaches and does not substitute them. It
can complete cognitive knowledge about an issue by providing access
to tacit knowledge. This is an important contribution as ‘‘all knowledge
is either tacit or rooted in tacit knowledge’’ (Polanyi 1967).
Brief introduction into SySt
Matthias Varga von Kibéd über Grundlagen der Strukturaufstellung
https://www.youtube.com/watch?v=joghQQH249w
Matthias Varga von Kibed about SySt Basics
https://www.youtube.com/watch?v=01PqALnxkQI
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Was ist SysSt?
Die Systemischen Strukturaufstellungen (SySt®) sind von Insa Sparrer und
Matthias Varga von Kibéd als systemisch-konstruktivistischer Ansatz
entwickelt und in den lösungsfokussierten Ansatz der Schule von Milwaukee
eingebettet worden.
Systemische Strukturaufstellungen werden verstanden als
Interventionssystem und Sprache, mit deren Hilfe Systeme im Raum mit
Personen als RepräsentantInnen für Teile des Systems dargestellt werden
können. Ziel einer solchen räumlichen Abbildung ist es, das betrachtete
System zu veranschaulichen, zu untersuchen und in gewünschte Richtungen
zu verändern.
Da die SySt eine Sprache sind, kann mit ihnen im Prinzip alles sprachlich
Ausdrückbare symbolisiert werden, solange die Grammatik dieser Sprache
berücksichtigt wird. Insbesondere der Aufbau eines grammatischen
Regelsystems und die lösungsfokussierte Haltung unterscheiden diesen
Ansatz von anderen Formen der Aufstellungen.
(Auszug aus: Systemische Strukturaufstellungen - Insa Sparrer - Carl-Auer-Verlag 2009)
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Founder and Owner of the SySt-Institut,
München
Matthias Varga von Kibéd
... studied philosophy, logic and philosophy of science, mathematics at
the University of Munich and completed his doctorate on universal
grammar; he published "Structural types of logic" (in collaboration with
W. Stegmüller 1984) and numerous works for systemic work,
habilitation on the basics of formal truth and paradox theory.
He worked as a professor at the universities, inter alia, in Munich,
Vienna, Ljubljana, Graz, Konstanz, Maribor and Tübingen. He is
currently apl. Professor at the Department of Philosophy, Department
of Philosophy, Logic and Philosophy of Science at the University of
Munich.
Dipl.- Psych. Insa Sparrer
studied psychology in Munich and is working as Psychological
Psychotherapist in her own practice in Munich. 1996 co-founder of the
SySt®-Institut, where she is teaching Systemic Structural Constellations
(SySt®).
She is working in the fields of therapy, consulting, mediation,
supervision und teaching. She gives seminars in university courses, at
teaching institutes for psychotherapy and teaching institutions for
systemic consultation and coaching in Germany, Austria, Switzerland,
Italy, Slovenia, Hungary, Greece, Netherlands and England.
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What issues can be addressed with SySt?
basically everything …
problem solving – what hinders us to enter the new market? what
competences do we need to increase revenue?
development and validation of strategies – how is the impact on our
clients and staff? how to integrate best the newly acquired company?
decision making – shall we cooperate with this company? what
alternatives might be more successful?
change management – who supports, who opposes the change? what
consequences might we face?
process optimization – how can be decrease delivery time? what
(other) ressources do we need?
project management – what do we need to implment the project? how
does the stakeholders view the project?
mission statement – what values are important? how do we support
these values
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Example process optimization (1/8)
product development in an insurance company
process and funcitonal
knowledge is externalized
and represented in
models and documents
Assume: processes are performed by four different organisational units
issue: overall process
duration is considered
to long
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Example process optimization (2/8)
Goal: short(er) process duration
Applying SySt by:
1. Clarification of the assignment / what is the concern?
• Meeting with managers (representatives) of the four organisational units
• Making an interview (a Bohmian Dialogue) to get more information on the goal,
consequences to faced when the goal will be met, obstacles (e.g. bottleneck
quality assurance, ‘we don’t know what it is), well working aspects, worries etc.
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Example process optimization (3/8)
 Focus: a representative for the
managers of the 4 OU
 Goal: short(er) process duration
 Product: Insurance
 Hindernis 1: quality assurance
 Hindernis 2: ‘X’
- Kunde: Versicherungsnehmer
Applying SySt by:
2. Selecting an appropriate format (here: problem constellation)
• defining the elements of the constellation with the managers of the four
organisational units
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Example process optimization (4/8)
The four manager (or one-4
representatives) watch the
constellation carefully
P
G
 Focus: a representative for the
managers of the 4 OU
 Goal: short(er) process duration
 Product: Insurance
 Hindernis 1: quality assurance
 Hindernis 2: ‘X’
- Kunde: Versicherungsnehmer
F
H2
H1
Applying SySt by:
3. Positioning of the elements in the room
• one (or more) of the managers lead
the elements to their place
starting constellation
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Example process optimization (5/8)
mein rechter Arm wird
ganz schwer ….
P
G
It is the task of the client
(here the managers of the
OU) to give meaning to what
they see and becoming told!
ich habe das Gefühl ich
müsste unbedingt weg
F
The four manager (or one-4
representatives) watch the
constellation carefully
seit ‘X’ spricht habe ich
Herzklopfen
meine Füsse krippeln und ich
will die anderen nicht sehen
H2
H1
Applying SySt by:
4. Asking the elements for perceptions
(differences)
• what do the elements express?
• how do they relate to each other?
• what structure becomes visiable (how
are the elements positioned)?
Barbara Thönssen
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Example process optimization (6/8)
The four manager (or one-4
representatives) watch the
constellation carefully
jetzt kann ich vorwärts
sehen
P
ich fühle mich sehr
erleichtert
ich fühle eine
Wärme
It is the task of the client
(here the managers of the
OU) to give meaning to what
they see and becoming told!
ich habe kein
Herzklopfen mehr
Applying SySt by:
5. interventions: the SySt host does or asks
elements
• to change positions
• to describe their perception
• to test solutions
constellation after intervention
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Example process optimization (7/8)
The four manager (or one-4
representatives) watch the
constellation carefully
It is the task of the client
(here the managers of the
OU) to give meaning to what
they see and becoming told!
Nonaka (1991, p 101)
Barbara Thönssen
The manager(s)
… may interpret that the goal (in the end
constellation closer positioned to the customer)
should be reconsidered: may be it is not shorter
process duration but more customer focussed
products that matters …
… may interpret that the heart beating H1
(quality assurance) utters indicates that the OU
needs better qualified staff …
… may interpret …
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Example process optimization (8/8)
Goal: short(er) process duration
Applying SySt by:
6. Concluding discussion
• after the constellation it is discussed with the representatives and client (here
with the managers of the four organisational units) in form of the Bohmian
Dialogue
• it are the managers that draw conclusions, for example to shorten the process
duration by training the staff of the quality assurance company to speed up their
checks
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What SySt can cover of SECI
Nonaka & Konno (1999, S. 43)
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How does SySt work?
One does not know …
•
•
•
•
Rupert Sheldrake (1988) considers morphogenetic fields …
Rizzolatti & Craighero (2004) present data on a neurophysiological mechanism--the
mirror-neuron mechanism--that appears to play a fundamental role in both action
understanding and imitation …
Combs & Krippner (2008) discusses supportive neurological and social evidence for
'collective consciousness‘ …
Atlee, T. (2014) works on the role of collective intelligence ...
•
Peter Schlötter (2005) wrote his dissertation about Systemic Constellations and
provided empirical evidence “dass es eine allgemeingültige nichtverbale Sprache der
Stellung von Perosnen zueinander im Raum [gibt], die Menschen tendenziell
verstehen und anwenden können”.
•
Berreth & Zirkler (2007) came within their qualitative case study to the following
notion of organisatioin constellation: «[die Organisationsaufstellung ist] eine Methode,
deren Wirkmechanismen derzeit noch unerklärbar sind. Das Basisphänomen der
repräsentierenden Wahrnehmung ist nicht wissenschaftlich zu erklären».
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but it works!
Several studies are availabe about value and impact of constellation work in organisations.
Amongst others:
• Roevens, J. L. (2008). Systemic Constellations Work in Organisations. ScienceGuide
[Dissertation]
• Rosner, S. (2015). Systeme in Szene gesetzt. Organisations- und Strukturaufstellungen
als Managementinstrument und Simulationsverfahren (Nachdruck ). Wiesbaden:
Springer Fachmedien.
• Rosselet, C., Senoner, G., & Lingg, H. K. (2007). Management Constellations. KlettCotta.
University studies
• Wirtschaftswissenschaftliches Zentrum (WWZ) der Universität Basel:
Berreth, A., & Zirkler, M. (2007). Instrumentelle Innovation im Change-Management Die Übersetzungsleistungen des Managements. Universität Basel.
• Wirtschaftsuniversität Wien:
Kopp, U., & Martinuzzi, A. (2013). Teaching Sustainability Leaders in Systems Thinking,
2(2), 191–215
Galla, J., Kopp, U., Martinuzzi, A., & Störmer, E. (2008).
Programmakteursaufstellungen - Erste Erfahrungen mit Systemaufstellungen in
theoriebasierten Evaluationen. Zeitschrift Fur Evaluation, 7(1), 35–73.
Barbara Thönssen
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current research
University of Amsterdam, Faculty of Science & Faculty of Economics and Business:
Abcouwer, T., & Smit, B. (2013). USING SYSTEMIC CONSTELLATION IN TEACHING /
LEARNING IM IN IS.
Abcouwer, T., & Smit, B. (2015). Learning in a dynamic Information Management world.
In Third International Conference on Enterprise Systems (ES2015).
Systemic Constellation for representing stakeholders’ views
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I consider SySt part of the knowledge
creating process
Some considerations:
• with SySt it is possible to tapp into tacit knowledge and share it within a group –
done for externalization and for internalization (overcoming a problem investigated
by Miller & Ireland (2005)
• for successful implementation SySt should be embedded into a framework.
Rosselet et al. (2007) suggest for example the St. Galler Management Model
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My research interest
Innovation and Change
Hypthesis: SySt can significantly contribute to apply innovation in organisations by
supporting internalisation
•
•
•
•
•
innovations develop business value only when they have become routines (Heideloff,
1998)
routine is internalized knowledge in mental models
demographic change leads to ‘clashes’ of mental models
method of systemic constellations in organisations for internalisation
framework for systemic constellations in organisations considering mental models for
internalisation
Agile Project Management
Hypothesis: With SySt it is possible to improve agile project management by telling and
maintaining a story shared by all stakeholders
•
•
•
•
•
concept of Storytelling in for requirements elicitation
problem of keeping the whole picture in agile systems engineering (e.g. sprint results in
SCRUM)
method of systemic constellations in requirements elicitation and story mapping
process of codification of stories created in systemic constellations
framework for systemic constellations in organisations for storytelling and story mapping
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Next steps
•
•
•
•
Finding use cases and applying SySt
Coaching student work (basics -> ToBIT; advanced -> Masterthesis)
Practising the method in peer groups -> invitation to experience it!
Taking furter classes …
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Und zum Schluss noch dies
Literatur-Tipp:
Matthias Varga von Kibed u. Insa
Sparrer: Ganz im Gegenteil. CarlAuer-Verlag, 2011 (7)
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Literatur 1/2
Meyer, B. (2005). Der nicht-explizite Wissensbegriff im Wissensmanagement: Schärfung eines vagen Konstruktes.
Nonaka, I., & von Krogh, G. (2009). Perspective--Tacit Knowledge and Knowledge Conversion: Controversy and
Advancement in Organizational Knowledge Creation Theory. Organization Science, 20(3), 635–652.
http://doi.org/10.1287/orsc.1080.0412
Nonaka, I. (1991). The Knowledge-Creating Company. Harvard Business Review, 96–104.
Nonaka, I., & Konno, N. (1998). The Concept of “Ba”: building a foundation for knowledge creation. California
Management Review, 40(3), 40–54.
Goffin, K., & Koners, U. (2011). Tacit Knowledge, Lessons Learnt, and New Product Development. Product Innovation
Management, 28, 300–318.
Wang, Z., & Wang, N. (2012). Knowledge sharing, innovation and firm performance. Expert Systems with
Applications, 39(10), 8899–8908. http://doi.org/10.1016/j.eswa.2012.02.017
López-Nicolás, C., & Meroño-Cerdán, Á. L. (2011). Strategic knowledge management, innovation and performance.
International Journal of Information Management, 31(6), 502–509. http://doi.org/10.1016/j.ijinfomgt.2011.02.003
Miller, C. C., & Ireland, R. D. (2005). Intuition in strategic decision making : Friend or foe in the fast-paced 21 st
century ? Academy of Management Journal, 19(1), 19–31. http://doi.org/10.5465/AME.2005.15841948
Sparrer, I. (2009). Systemische Strukturaufstellungen. Theorie und Praxis (2nd ed.). Heideberg: Carl-Auer Verlag
Berreth, A., & Zirkler, M. (2007). Instrumentelle Innovation im Change-Management - Die Übersetzungsleistungen des
Managements. Universität Basel. Retrieved from
https://wwz.unibas.ch/fileadmin/wwz/redaktion/Forum/Forschungsberichte/2007/05_07.pdf
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Literatur 2/2
Rüegg-Stürm, J. (2004). Das neue St . Galler Management-Modell. Einführung in Die Managementlehre, 65–141.
Sheldrake, R. (2011). The presence of the past: Morphic resonance and the habits of nature. Icon Books.
Combs, A., & Krippner, S. (2008). Collective Consciousness and the Social Brain. Journal of Consciousness Studies,
15(10-11), 264–276.
Rizzolatti, G., & Craighero, L. (2004). The mirror-neuron system. Annual Review of Neuroscience, 27, 169–192.
http://doi.org/10.1146/annurev.neuro.27.070203.144230
Atlee, T. (2014). The Role of Collective Intelligence. Spanda Journal, 2, 5–16.
Kopp, U., & Martinuzzi, A. (2013). Teaching Sustainability Leaders in Systems Thinking, 2(2), 191–215.
http://doi.org/10.7350/BSR.V10.2013
Galla, J., Kopp, U., Martinuzzi, A., & Störmer, E. (2008). Programmakteursaufstellungen - Erste erfahrungen mit
systemaufstellungen in theoriebasierten evaluationen. Zeitschrift Fur Evaluation, 7(1), 35–73.
Heideloff, F. (1998). Sinnstiftung in Innovationsprozessen: Versuch über die soziale Ausdehnung von Gegenwart.
Rainer Hamp Verlag.
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