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1. Parallel interventions in complex human systems
- Knowledge and skills required to design and lead complex interventions,
using multiple parallel techniques that work with individuals, teams, large-group
stakeholder conferences, trans-organizational and trans-domain events, in fast-cycle
sustained coherent change, and based on action, reflection, and learning at each
of these levels.
- Ability to design and implement individual and organizational
interventions that build capacity to think, make decisions, and take action systemically,
i.e. see the big picture; build in effective feedback loops; recognize or anticipate
and adjust for unintended, delayed and counterintuitive long-term consequences.
- Knowledge of societies, communities, and social system dynamics.
The ability to convey the essence of "community" as a motivational concept.
Deep understanding of the concept of "The Tragedy of the Commons" and how
that is affected by factors such as mental models, structure, technology and globalization.
- Ability to support effective decision-making: for individuals,
groups, teams, organizations, inter-organizations, and communities. Skills for rapid
time-to-value decision-making models, and methods.
- Strong program/project management methodology skills to manage
complex business change initiatives that require firm attention to scope, cost, quality,
and risk.
2. Global, trans-domain and larger system work
- Ability to work ethically and courageously with inter-organization
issues to create wider inclusive boundaries among stakeholders.
- Skill in bridge-building and alliance management, including developing
trust across a wide range of diverse constituents.
- Awareness and skill related to working with the "larger"
system, including contracting with the right person for the right scope of work.
- Expanded knowledge of systems thinking to include a global perspective,
how to build strategic alliances and use large group methods when appropriate.
3. Culture work
- Deep understanding of culture: how it influences behavior, how
it can be changed and developed, and the connection between culture and performance.
- Understanding of culture as the core deep-structure organizing
principle underlying all aspects of organizations--including hierarchies, reward
systems, competitive strategies, technologies, work flow structures, and shared belief
systems.
- Ability to adapt to each unique cultural situation in applying
our knowledge, skills, and strategies.
- Ability to join organization participants in any change process
as an intentional, evolving, collaborative reconstruction of shared ways of understanding
and embodying meaning in their ways of working and being together.
4. Self-as-instrument, continuous learning and innovation
- Effective continuous learning as needed to respond appropriately
to emerging complex social needs and organizational dilemmas.
- Commitment and skill for continuously reflecting on one's personal
role as instrument of the work, and doing one's personal and professional homework
as needed in order to be fully available for the job of catalyzing wisdom in organizations
and communities.
- Ability to quickly scan a situation and produce innovative interventions
that deal with that particular set of system dynamics.
- Skill in the use of action research to learn on the fly, and not
just reapply techniques from another era.
5. Use of technology and virtual interventions
- Proficiency in using virtual, on-line approaches or a blended
on-line/on-site approach to address business challenges of geographically dispersed
organizations through such means as conference calls, web-sites, and collaborative
planning tools.
- Knowledge of, and ability to use, practical and scalable (i.e.
for any-sized groups) tools and systems that facilitate systemic thinking and action,
and efficient communication and collaboration.
- Cutting-edge knowledge and application ability regarding computer-based
information management and communication facilitation; and, the ability to stay current
with continuously and rapidly evolving technologies and best practices in those areas.
6. Coaching for whole-systems leadership
- Coaching skills to work with top-level managers in reformulating
their management philosophies and styles.
- Ability to help leaders be congruent with emerging organizational
forms that are self-organizing, and in which most operational processes and change
are self-managed at the periphery rather than at the core.
- Skills for developing transformational leaders who are capable
of championing change, and transforming organizations.
7. Dialogic reflection and action
- Ability to use and promote reflection, dialogue and exploration
to understand issues, differences, values paradoxes and not rush to find a single
problem solution.
- Ability to facilitate conversations to create meaning and action--not
only understanding.
8. Accelerated methods and large group work
- Skills in facilitating collaboration, decision-making, problem-solving,
planning for the future, networking, teamwork and team building all with new methods
that are faster and more effective; ability to train others throughout the organization
to use these skills.
- Deep knowledge and skill in the design, management and facilitation
of large group interventions.
9. Purpose and strategic assessment
- Ability to identify and measure both strategic and tactical metrics
to assess whether objectives are met.
- Knowledge and skills to design and build measurement into contracts,
and to build client appreciation and funding for this part of the work.
10. Multidisciplinarity
- Multidisciplinary skills from areas such as future studies, economic
analysis, public policy formulation, and systems thinking
- Awareness and acumen in business and finance, in addition to process
skills.
11. Knowledge management
- Understanding of the challenges of managing knowledge in an information-rich,
fast-changing organizational environment.
- Knowledge, skills and social technologies for designing and implementing
effective methods for generating and disseminating valid relevant knowledge in organizations.
12. Appreciative integral change
- Knowledge of the psychosocial dynamics of change, so as to awaken
and build on people's natural disposition toward development; minimizing resistance
by working on the positive side of the process.
- Skills in building high performance organizations that are also
a great place to work, and in articulating how this results in a win/win situation
for the organization, the organization members, and customers; how a focus on both
performance and people leads to competitive advantage.
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