All deep learning processes are the result of novel experiences made by a person. Any such experience in a system will always also involve noticeable emotional activation. Experiences made repeatedly in a certain context will lead to the stabilization of coupled cognitive-emotional neuronal networks in the forebrain. These "metaexperiences" form what we call the mindset of a person; they can become a cultural dimension in an organization and influence the quality of communicational exchange.
A supportive leader is someone who is able to create an environment in which others feel invited to explore and unfold their potential. To change a mindset, a person can only be invited, encouraged and inspired by a supportive leader to make a novel, a better experience.
Systemic OD is a permanent recursive learning process in various architectures and contexts in organizations and society. Crises and conflicts are part of our life; and they are normal and necessary for transformation. We have to cope with them one way or another but we only learn by trying hard, risking mistakes and then trying even more. Learning from our mistakes together requires trust. What is needed therefore is a corporate culture that enables trust in order to facilitate learning from mistakes, a space where each of us can take responsibility for recursive learning—new cocreative supportive learning that improves the quality of success in our organizations and society.
New deep learning, that is, creating new and reconnecting existing structures, requires a nourishing fertilizer for the brain as described. Curiosity, trust and real deep engagement support activating this fertilizer in the brain, whereas exclusive reliance on experts usually becomes a hindrance.
Only in the deeply trustful OD learning process culture can emotional involvement succeed. The combination of supportive attitude and permeable learning architectures opens up opportunities to generate recursive-fertilizing experiences for change within an organization.
Bohm, D. (1996). On dialogue. New York, NY: Routledge.
Cecchin G., Lane G., & Wendel R. (1992). Irreverence. London, England: Karnac Books.
Foerster, H., & Pörksen, B. (1998). Die Wahrheit ist die Erfindung eines Lügners: Gespräche für Skeptiker [The truth is the invention of a liar: Conversations for skeptics.] Heidelberg, Germany: Carl-Auer.
Hüther, G. (1996). The central adaptation syndrome. Progress in Neurobiology, 48, 569-612.
Hüther, G. (2006). The compassionate brain. Boston, MA: Shambala.
Hüther, G. (2008). More fertilizer for the brain. In K. Elle (Ed.), Metaphorical management (pp. 12-14). New York, NY: Springer.
Lenglachner M. (2007). TEAM STAR for SUCCESS, Zeitschrift LO-Lernende Organisation, 36-42.
Lenglachner M. (2009). Der Lösungsfokussiert Systemische Ansatz in der Wirtschaftsmediation [the solution-focused systemic approach in business mediation], ZKM-Zeitschrift für Konfliktmanagement 2, 52-55.
Lenglachner M. (2012). Transformational systemic leadership: Change for more. Challenging Organisations and Society (COS-Journal), 1, 73-87.
Lenglachner M., & Madl M. (2011). Organizational development (OD) across borders and cultures: A Solution-oriented systemic OD approach. In A. F. Buono, R. Grossman, & H. Lobnig (Eds.), The changing paradigm of consulting: Adjusting to the fast-paced world (pp. 113-138). Charlotte, NC: Information Age Publishing.
Maturana, H. R., & Varela, F. J. (1987). The tree of knowledge. Boston, MA: New Science Library.
Schein E. (2009). Helping: How to offer, give, and receive help. San Francisco, CA: Berrett-Koehler.
Senge, P., Scharmer, O., Jaworski, J., & Flowers, B. S. (2004). Presence: Human purpose as the field of the future. Cambridge, MA: Society for Organizational Learning.
Weick, K., & Sutcliffe, K. (2001). Managing the unexpected. San Francisco, CA: Jossey-Bass.