Systemic work is a way of understanding one's own place in a system, any system, and one's relationship with others in that system.
It teaches a team where impediments are and why a team member lapses into certain behaviours that hinder development and growth.
A system is a group of people in which there are bond, arrangement and balance. A business set-up of a system can be done as a team, but also in other contexts:
A set-up works best when the company is functioning healthily and is itself keen to develop faster.
A display of objects representing a system.
A line-up using Babushkas.
As a team, we have our place. Somewhere in the organisation chart we are inscribed, among other teams at a certain hierarchical level. We can draw that situation and put it down. Then we make a layout of it. For instance, how is the communication horizontal and vertical? How are the assignments going? Do we get input and deliver output? Does that make sense?
Results:
Systemic work is particularly suitable for cooperative teams with an open feedback culture who want to strengthen their flow.
Systemic work is one of the methods used by Team4Teams to support organisations in their development and growth. An organisational constellation also allows participants to be intuitively placed in space and questioned by the facilitator about their perceptions. Lively, playful and serious.
Different principles of order, of sequence, come into play within a team. It is good to realise this and see which ordering principle has the most influence. It is also fun and surprising. We do a joint inventory of the possibilities and then implement them. The most common ones are:
What could define an order in your team?
What resources can we use to overcome possible obstacles?
What is the purpose of the team?
In itself, it's a fun exercise to formulate that once briefly and concisely. We then put that goal down, literally, represented by one team member. Other team members then represent the team. How does this line-up relate to the goal? Are all noses pointing in the same direction?
Are there goals in your organisation that you want to explore?
We made agreements with each other: this is how we are going to do it, this is how we are going to proceed.
We briefly recap those agreements.
But are they right? Do the agreements fit us, what we want, what we think we are, our goal? Or does something still need to be adjusted?
Which appointment would you put in?
What is my relationship to the team? A small set-up that anyone can do.
One person represents you, the others the team.
Which movement are you looking forward to?
What is my place in the team in relation to my place in my family of origin? What is my place?
In a family, you are born and your place is fixed: in the children's row and in relation to your parents. Look back at your family. How did things go there? What was going on there? What place did you occupy?
Now look at your team. How are you doing there? Do you recognise the situation? How about if you do it differently?
What type of leadership do we have? What suits us c.q. fits us?
We start with a brief introduction to a number of leadership types. We then choose one of these that we think or feel applies to us. We do a line-up with that. Is it right?
Does that type fit our team? Or do we see something else? And then what happens to us?
Nelleke is a Contextual Worker. Contextual coaching is closely related to Systemic Work. Nelleke applies many working methods during team coaching processes.
Ineke is familiar with family constellations and a very experienced coach.
Boudewijn does organisational constellations in addition to family constellations. He has written a book about it: First aid for organisational issues.
Pieter is familiar with organisational constellations and applies them during team coaching processes.
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