دیباچه

سراسر سیستم ارگانیک یک سیستم زنده است

۱. آموزش سیستمی چیست؟

تغییر زندگی شاید دشوار است. شکستن زنجیر گاه ناشدنی؟ تمام رؤیاهایمان و عزم‌های جزم‌مان در گنجه پنهان‌اند... و افسوس اغلب به دست خودمان دَرِ «گنجه‌» را می‌بندیم. بسیاری از این رؤیاها می‌توانستند به بار بنشینند اگر به شکلی پیوسته و درست از پشتیبانی آموزنده (مربی) خصوصی ذهنی  بهره‌مند می‌شدیم.

آموزش سیستمی عبارت است از:

ـ فرآیندی که به شیوه‌ای فی‌البداهه و بنا به نیازهای مراجعه‌کننده‌ (فراگیرنده) ساخته می‌شود.

 _  تعهد کامل دو طرف (آموزنده و فراگیرنده) در رسیدن به هدف مورد نیاز فراگیرنده.

ـ حس‌پذیر کردن و تشویق فراگیرنده به پذیرش مسئولیت (گنجایش یافتن پاسخ) برای گسترش دید و خواندن قلمرو درست خود به یاری نقشه‌ای متفاوت .

ـ  برانگیختن و کمک به افراد برای رسیدن به توانمندی خود و یافتن راه‌حل‌های تازه و به اندیشه در نیاورده شده در وضعیت‌های فشار روانی (استرس)، ابهام و سردرگمی.

ـ بازنمایی سیستم ارگانیک فراگیرنده برای آموزنده و به ویژه قاعده‌هایی که موفقیت او بر بنیان آن ایستاده است.

ـ یاری رساندن به فراگیرنده برای رسیدن به این دریافت که کدام بازدارنده‌های سیستمی و نسلی است که از جریان زندگی‌، حرفه و موفقیت او در کل، می‌گریزد.

پیش‌گفتار نویسنده برای ترجمه فارسی

دنیا سرشار از مرشد و گورو و کارشناس و کسانی است که می‌خواهند شما را به هر قیمتی متقاعد و دلگرم کنند که آنها از شما بهتر می‌دانند که نیازهای شما چیستند؟

عجب پنداشت ژرفی؟

و اگر آنچه دارد در جهان روی می‌دهد تحلیل فلسفۀ «الان بکن» و اگر «تصمیم بگیرم، می‌کنم» باشد، به چیزی بیش از آن نیاز است؟

این تنها یک رؤیاست؛ هیچ‌چیز هنگامی که بی‌اندازه آسان یا بی‌اندازه دشوار باشد، واقعی نیست.

جدا از شوربختی یا عزم و آهنگی جزم، مسیری در زندگی ماست، مسیری که به گونه‌ای برای ما دیگر طراحی شده است؛ بیرون از این مسیر این خطر برایمان وجود دارد که در مسیر مناسبی نباشیم و برخلاف ارزش‌هایمان باشد.

با وجود تلاش سخت، گاه به آنچه می‌خواهیم نمی‌رسیم.

آیا هرگز از خود پرسیده‌اید چرا؟

چه چیز است که ‌آن‌را به شکلی بنیادین درست یا نادرست نمی‌بینیم و برای همین آن‌را پیش نمی‌بریم؟

چه چیز برای «وجود» ژرف‌ترمان مناسب و با آن هم‌سو است؟

هنگامی که من خود را در وضعیت همانندی می‌یابم، احساس می‌کنم جانم چیزی به من می‌گوید. می‌ایستم، شتابم را آهسته می‌کنم، به آن گوش فرامی‌سپارم و بدون هیچ داوری در باره‌اش به آن نگاه می‌کنم. بدون وانمود، بدون توهم؛ تنها گوش می‌دهم.

درمی‌یابم که راه دیگری وجود دارد که همدلانه‌تر، سبک‌تر، شادی‌بخش‌تر و درست‌تر است و می‌تواند برایم مهر و خرسندی به بار آورد که با آن بتوانم خود و کسانی را که پیرامون من هستند پرورش دهم.

بله همین‌طور است، زیرا هر گامی که ما برمی‌داریم، هر حرکتی که می‌کنیم، به گونه‌ای حرکت کسانی را هم که پیرامون ما هستند، تغییر می‌هد.

آیا هرگز چنین پرسشی از خود کرده‌اید؟

این کتاب برای عزیزان من در سرزمین ایران است که من در آن احساس سرزندگی و آزادی بیشتری می‌کنم. احساس می‌کنم این سرآغاز یک سفر پرنور و مهرآمیز برای من و تمامی کسانی است که نزدیک و نه چندان نزدیک زندگی می‌کنند.

هر فردی که با او در تماس قرار می‌گیرم بذری از بیابانی را در خود دارد که جان من در آن شناور است

رودها، پرندگان، رنگ‌ها، بذرها، گیاهان، گلها

تمامی موجودات می‌پرسند و همیشه حاضرند

از نوشیدن دست می‌کشند و گاه یک قطره کافی‌ است تا امید ببخشد

این کتاب امیدی است برای جان تمامی کسانی که می‌خواهند آن‌را بخوانند.

آموزش سیستمی نقشه‌نگاری وضعیت مراجعه‌کننده یا فراگیرنده است که بیشتر اوقات نمی‌داند کجا خود را بیابد.

بنابراین از راه این برخورد می‌تواند لایه‌های شخصیت خود را آشکار کند. از این گذشته می‌تواند تصمیم بگیرد چه‌کار کند.

با منظومه سیستمی هدف، فراگیرنده یک مشاهده‌گر است. کس دیگری وضعیت را بازنمایی می‌کند. و هوشمندی جمعی با سود جستن از تن بازنمایی‌کنندگان، میدان اطلاعات و داده‌ها را در اختیار می‌گذارد.

معنایش این است که کسانی که در جریان منظومه‌پردازی، عواطف و حس‌های خود را تجربه می‌کنند با عواطف و حس‌های افراد یا موضوعاتی که آنها بازنمایی می‌کنند، طنین می‌اندازند.

چه چیز قرار است در من بمیرد تا زنده باشم؟

چه چیز باید جا برای نو و تازه باز کند؟

با کوله‌باری بر دوش به کجا می‌خواهم بروم؟

گاه زندگی برای یافتن پاسخ به این پویش‌ها کافی نیست.

زندگی، پویش است.

دَنیِلا تریل، زمستان 2019 (197)

    A new book, on systemic coaching, translated in Persian Language

WHAT IS SYSTEMIC COACHING?
Systemic Coaching is a multi-layer approach to catalysing change, transformation and innovation in organisations. By creating maps of the whole ‘system’, it enables the invisible dynamics of odd situations to be revealed quickly and effectively, in ways that can be easily integrated into existing leadership, management and consultancy practices.

WHY
Systemic coaching aims to support a sustainable process of learning and renewal with the goal of making systems (organisations) better able to survive, prosper and increase their efficiency. This lies at the heart of the systemic approach. We use the term “systemic” to refer to a very particular approach to the system. “Systemic coaching” is based on actions on the so-called “systemic attitude”, assumes a “systemic view” of situations and a “systemic understanding” of individuals, groups.
As well as having a unique capacity to generate insights about systems, it can also enhance a powerful solution-focused process, creating new pathways, patterns that are literally unimaginable to the conscious mind.

WHEN
Given their effectiveness, this systemic approach is increasingly being used to explore – and transform – such critical leadership and organisational challenges as:

1.     Developing more generative relationships between internal members of our organisations, external customers, stakeholders and the wider ecosystem.

2.     Improving organisational energy and ensuring employees are engaged and motivated to perform.

3.     Designing and refining leadership, consultancy and coaching interventions.

The term “System” comes from the Greek and it means literally “to stand + together”.  It refers to a whole that exists only through the working together of its parts, or as Aristotle said, “The whole is more than the sum of its parts.

Constellation gender issues

Gender pay gap: Difference between male and female executive pay much bigger than previously thought

We led a workshop last month with about 10 people in the room, 4 of them men. Gabriella  took the lead on the constellation and I supported. The impressions we had from the participants at the end included comments like: meaningful, surprising, confusing, affirming, insightful, upsetting, hopeful, and other words along the same lines.

At the beginning of the constellation, two women stood up to represent Men and Women in the workplace. Another woman represented the Issues between them.  From my perspective Women marched right up to Men and stood in from of them staring in their face.

Men appeared intimidated and looked down, seemly cowed.  Gabriella's sense was that Women first stood in front of Men as though to connect with them. After a protracted period of waiting, Women took a stronger, more intense stand. The tense standoff continued for some time both Nathalie and I feeling to let the tension fill up the room without intervening. Gabriella and I saw issues pacing in circles off to one side. Issues reported being upset that no one was paying attention to them.  An energy shift occurred when Men reported feeling ashamed.

At that point some connection between Men and Women seemed possible, but tenuous. Men looked at Women briefly and tentatively. There was an opening but a fragile one. Things were still tense, stuck till a woman felt called to enter the space as Solutions. Issues went to her and they embraced. Men and Women moved to the pair and looked at them expectantly. Healing phrases were spoken around seeing each other's pain and shared history. The other participants were invited to enter the space and find their own place. They stood connecting with the four representatives. The tension melted into a warmer, more heart-open place of connection as the group gazed at each other. During the debriefing, people related the experience back to their own lives.

The systemic principle of looking at what is, without judgment or preconception, and acknowledging the history and pain carried or felt by all seemed to be reaffirmed. Exactly what the Solution was not expressed, but we know that when Solutions looked at the Issues, the movement resulted in an energy shift. Whatever that shift was, it enabled both Men and Women to pay attention to and include the Issues without blame or defensiveness. From my perspective it appeared that Men held the space of "victim" while Women were dominating in the manner of a perpetrator. From Nathalie's perspective Men were withholding and Women were frustrated with their lack of relating. Perhaps this difference shows us how much even phenomenological "reality" is a construct of the observer's background and beliefs.

Team mapping

Write down on pieces of paper the names of the members of your team/family of origin. Every person in your team/family gets one paper. On the back of each paper, write what you think this particular member contributed to the team/family. Now you mark where the front (direction with a flash) of the person is: lay the papers out, as they inter-connect with each other. At this point, the room will be filled with each participant’s mini-mapping.  Then stand on each paper to feel the body’s reactions and other sensations that may come.  You could see your father/boss as the patriarch of two families/teams.

Testimonial
When I stood on my paper, I started to sway and felt very unstable. When the facilitator asked me to report after the exercise, I was all moved and astonished by the differences in my concept and what the mapping exercise made me feel.

Mapping is supporting our sense of life, having a structure can facilitate the next step, the designing of a strategy to move forward.

Mapping is unfolding the need to behave differently according to the new path. What was good in the past and helped us, protected us and it was considered as the only possible choice might not be the good solution in the present. To understand it, is the first step to dare to find a new strategy to move forward.

Benoit Mandelbrot

link

Initial image of a Mandelbrot set zoom sequence with a continuously coloured environment, and a Mandelbrot animation based on a static number of iterations per pixel.

The Mandelbrot set is a mathematical set of points whose boundary is a distinctive and easily recognizable two-dimensional fractal shape. The set is closely related to Julia sets (which include similarly complex shapes) and is named after the mathematician Benoit Mandelbrot, who studied and popularized it.
Mandelbrot set images are made by sampling complex numbers and determining for each whether the result tends towards infinity when a particular mathematical operation is iterated on it. Treating the real and imaginary parts of each number as image coordinates, pixels are colored according to how rapidly the sequence diverges, if at all.
More precisely, the Mandelbrot set is the set of values of c in the complex plane for which the orbit of 0 under iteration of the complex quadratic polynomial remains bounded.^[1] That is, a complex number c is part of the Mandelbrot set if, when starting with z₀ = 0 and applying the iteration repeatedly, the absolute value of z_n remains bounded however large n gets.
For example, letting c = 1 gives the sequence 0, 1, 2, 5, 26,…, which tends to infinity. As this sequence is unbounded, 1 is not an element of the Mandelbrot set. On the other hand, c = −1 gives the sequence 0, −1, 0, −1, 0,…, which is bounded, and so −1 belongs to the Mandelbrot set.
Images of the Mandelbrot set display an elaborate boundary that reveals progressively ever-finer recursive detail at increasing magnifications. The "style" of this repeating detail depends on the region of the set being examined. The set's boundary also incorporates smaller versions of the main shape, so the fractal property of self-similarity applies to the entire set, and not just to its parts.
The Mandelbrot set has become popular outside mathematics both for its aesthetic appeal and as an example of a complex structure arising from the application of simple rules, and is one of the best-known examples of mathematical visualization.

A leading edge approach to catalyse change

The community of Kamyar in Teheran will be hosted by a facilitator and a co-facilitator on 5th January 2014.

Systemic Constellations are a leading edge approach to catalysing change, transformation and innovation in organisations. By creating maps of the whole ‘system’, they enable the invisible dynamics of even seemingly intractable situations to be revealed quickly and effectively, in ways that can be easily integrated into existing leadership, activist, coaching and consultancy practices. As well as having a unique capacity to generate insights about systems, they can also provide a powerful solution-focused process, creating new pathways and solutions that were literally unimaginable to the conscious mind. Given their effectiveness, this systemic approach is increasingly being used to explore – and transform – such critical ecological, leadership and organisational challenges as:
• Unlocking the creative potential

• Resolving the interpersonal conflict and competition;

• Discovering how human beings are part of a bigger systemic challenge


• Strengthening the flow of leadership, open a real dialogue between leaders and  communities

• Creating new opportunities and possibilities in the face of cutbacks and uncertainty

• Discovering fresh purpose and intention

• Developing and testing environmental interventions, strategies, options and initiatives

• Improving organisational energy, and ensuring employees are engaged and motivated to perform

• Designing strategies for leadership, consultancy and coaching interventions.

Venue site: tbc
Date: January 5th, 2013
Time: 15h00