Organisational Design
Our organisations and businesses are by definition expressions of chaordic design. And not only the founders, leaders and executives are the designing 'artists', so are the managers, employees and clients.
Part of organisational design is the outcome and expression of designated change processes, such as consultative meetings, (business) process revisions, restructuring efforts, matrix drawings, budget cuts, vision and strategy exercises and so forth. Another significant part of the organisation is designed every day in the communication and relationships between the people that relate to and interact with eachother within the organisational context.
Nevertheless, it is rare that these two design dimensions are seen as interconnected. Let alone, that their interconnectedness is consciously included and applied in the design questions and quests, when life and work conditions are shifting and when an organisation enters its next stage of development.
It is my work to support people, teams and organisations in designing their organisation 'fit for their future' by consciously working in both dimensions.
In the design process, we work on healthy interpersonal relationships, inspiring team dynamics, creative leadership and clear and open communication, as necessary conditions for delivering effective approaches and solutions to current existential problems of the organisation.
And, at the same time, by bringing a practice of divergent and convergent thinking into (strategic) meetings and processes, the quality and effectiveness of designated change efforts increases.
"We may need to solve problems not by removing the cause,
but by designing the way forward even if the cause remains in place."
"Sometimes the situation is only a problem because it is looked at in a certain way.
Looked at in another way, the right course of action may be so obvious
that the problem no longer exists."
~ Edward de Bono
