conferences ELITE MANAGER
Executives or future managers of all professional branches
Opening to a new management philosophy (GESTALT OD approach) to better navigate in complex and not always predictable environments.
Gestalt, processes, resistances, change, polarities-dilemmas and paradoxes, leadership, behaviors, efficiency, corporate culture.
Participants will learn to:
Organizational Development Organizational
Development (OD) is an approach invented by Kurt Lewin (1897 – 1947) which involves an entire organization and which aims to increase its efficiency and sustainability. The effects of an OD approach are long-lasting because it is the result of an educational strategy aimed at changing beliefs, values and attitudes that penalize business agility. OD is not a training action in the usual sense used by companies. This method of development, unique to each system, is based on relevant interactions between the different constituents of the organization. It facilitates adaptation to technological changes, marketing challenges, dramatic changes in the market, structural changes, etc.
The cycle of experience: the basis of every step Gestalt OD. The Gestalt approach is a matter of psychology and philosophy. Its strength lies notably in its holistic approach which, unlike traditional models of science, invites us to grasp the phenomena that surround us in their entirety and not to systematically seek to isolate parts in order to understand the whole. In the same way that a weather forecasting system, by the quantity and quality of additional information it engages us to treat, this way of observing the world around us greatly enriches our creativity in the development of solutions … The application of the concepts of Gestalt multiplies the skill of people and organizations.
Universal existential values.
Themes such as “fear, loneliness, boredom, finitude, perfection, absurdity, freedom, commitment, responsibility” are fundamental and invariant elements of the existence of human systems. Their knowledge provides valuable support for building successful interpersonal relationships in business. Exploration….
Resistance to change and polarities
In the face of change, two legitimate forces are the Change-Enabling Forces (FFC) and the FFSQ. There is no stable solution to “treat” these polarities, dilemmas or paradoxes. A polarity is handled because each of the two poles is true at the same time. It would not come to anyone’s mind to decide whether to inspiration or to expire the air to satisfy our vital needs. In the same way, we need to give reason to each of the poles that are present when we face polarities. Example: “FINI” analysis.
System approach / Mechanistic approach
What is a human system? Synergy or collective strength.
Ethics or the “top dog / underdog” of Perls. Reconciling with its true aspirations and purpose: a necessary and sufficient condition for filtering out really important professional activities, controlling time and eradicating bad stress.
How to strengthen its leadership and positively influence its environment.
Management of the Dyad
Presence: a quality that exceeds that of availability.
Appreciative approach: a third eye for the manager.
The paradoxical theory of change: “Become what you are.”
Dialogue framed to deal with difficult communication situations.
Principles for a mobilizing reframing: some gestalt-councils.
Difference between a group and a team. Viruses and pillars of effective teams.
Survival in the desert: extraordinary examples of synergy effect.
GSI © of Human Synergistics to improve the effectiveness of meetings.
Management of the organization
It is not necessary that the manager is right. It just needs to be useful.
Measuring and piloting organizational culture: the OIC ©
Supporting change in organizations: expert consultation / process consultation. Example (Old grudges between the top hierarchical levels of an organization)
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