Metasystemic Re-Engineering: An Organizational Intervention

Metasystemic Re-Engineering: An Organizational Intervention

Osvaldo García de la Cerda (Universidad de Santiago de Chile, Chile) and Renato Orellana Muermann (CIGAR Ltda., Chile)
DOI: 10.4018/978-1-59904-843-7.ch068
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In the last decades organizational transformation has become a fundamental strategy for survival. It is a multi dimensional change of relationship patterns among executives, professionals, clients, and providers that define their organizational setting. The main difficulty lies in the persistence of the emotional, experiential, and cognitive “understanding” of the roles people play in the organisation and the dimensions that intervene in the assessments regarding action and strategy. This consideration centres the transformation effort on people. The main question to be answered is what it takes to shift people to work efficiently in a different organizational setting, and how to characterize and prepare for this setting. This article summarises a methodological proposition for organizational transformation centred on the distinction of the “observer” developed by Maturana and Varela (The tree of knowledge) that shows that our biological condition does not allow for an objective perception of reality. This fact brings forth the notion that as a result of culture and personal trajectory each human being has its own perception of the world in which he lives. The characterization of this “uniqueness” is captured by the notion of the human being as an embodied “observer” characterized by a set of distinctions that specifies the dimensions of its perceptions and blindness. An organizational transformation is the process of developing a new “managerial observer.” The fundamental methodological proposition is that an organizational transformation process is possible if, and only if, there is a transformation of the “organizational observer” shared by the community of workers and managers as distinctions in action.

Key Terms in this Chapter

Coaching: The choreographic direction of the self design process in the individual CLEHES perfomance and organizational coupling.

Personal Transformation: The recreational or game-playing opening the resource of self design process in the CLEHES© dimensions designed to move the managerial actor further into an enacting mode regarding the problem situations that characterize his responsibilities.

Organizational Observer: A human being who acts in organizations according to the distinctions that he/she forms in his/her CLEHES© and characterizes a specific “managerial strategy” shared by the community of workers and managers as distinctions in action and used to tackle problem situations to take care of the organisation’s viability.

Organizational Transformation: The learning process that conserves and changes the way to observe the organizational relations and therefore enhance performance and organizational viability.

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