Introduction of Systemic Intelligence:

• Alexander Caillet introduces Paul Zonneveld, the director of the Scientific Department for Systemic Intelligence and organizations at Constellators International and co-author of the book "Emergent: The power of systemic intelligence to navigate the complexity of M&A."

• Systemic intelligence is described by Zonneveld as a methodology he "invented" to "start looking and navigating into complexity and complex issues and complex situations in organizations."

• It focuses on understanding the "deeper patterns that are creating all kinds of symptoms on on the surface."

• The goal is to "make invisible patterns that are running the show in in organizations to make them visible," thereby creating possibilities for positive change.

• Ultimately, systemic intelligence aims to "reduce stagnation in collaboration, in in creating good results together" and "restores flow in organizations," leading to improved collaboration, joy, and results by resolving issues at deeper organizational layers.

• Differentiation from Other Organizational Development Approaches:

• Zonneveld emphasizes that systemic intelligence is "very suited for complexity," distinguishing it from more linear approaches designed for "complicated" situations.

• It considers both the "human perspective" and "what is really happening in the organization" and their interplay during transformation, acknowledging elements like grieving and phases of not knowing.

• A key differentiator is the focus on identifying and addressing "deeper patterns," allowing for "little things we can do to have deep effect."

• Surface-level issues are viewed as "symptoms of something that happens at a deeper level." By "nudge[ing] the system a little bit" at this deeper level, the whole system can find a new, more functional equilibrium, causing surface symptoms to disappear. This approach focuses on the "source code" of organizational dynamics.

• Organizations as Living Systems and the Nature of Complexity:

• Zonneveld views organizations as "living systems" with a history and continuity that transcends individual employees, even possessing a "soul."

• Complexity arises from the interactions and interconnections within these systems, especially when individuals contract with the organization for a shared purpose.

• Disruptions and issues can manifest in unexpected parts of the system. For example, "a disruption in the board shows its symptoms only in another team."

• Therefore, addressing symptoms at the surface level might be ineffective if the root cause lies elsewhere in the interconnected system.

• Identifying Patterns Through Navigating Principles:

• Instead of actively "looking for patterns," the approach involves "navigat[ing] in the complexity" using four key principles to identify areas of stagnation where patterns reside.

• These four principles are:

• Purpose: The "outside in request" of what the organization offers its environment.

• Connection and Inclusion: Who belongs to the system and its boundaries.

• Order and Taking Your Place: The structure of the organization and responsibility for tasks.

• Exchange: The vitality of the system and the balance of give and take.

• Stagnation or imbalance within these principles can reveal underlying patterns such as "exclusion," "over-including," or individuals trying to fulfill multiple roles, leading to ineffectiveness.

• By understanding these patterns in relation to the four principles, practitioners can gain an "entry to start looking there and start, maybe doing our 1st nudge."

• Methodology of Systemic Intelligence Work:

• The process begins by defining the "relevant system for the issue at hand" by widening the scope horizontally (across teams), vertically (up and down organizational levels), and temporally (past events).

• Interviews are conducted to gather "facts," as the "facts tell the real story," rather than relying solely on the interpretations or stories people tell.

• The system is then "mapped" to identify key patterns and elements. This mapping can take various forms, from using physical objects to drawing diagrams, or through "constellation with living people."

• Constellations involve placing individuals to represent elements of the system, allowing them to provide information about relationships and tensions.

• Once tensions and patterns are identified, the pattern is named, and a small "nudge" or intervention is applied. Often, "just naming what we see" can be a powerful intervention.

• The approach emphasizes listening differently, paying attention to the literal meaning of what is being said to uncover underlying patterns.

• Interventions are often "safe to fail experiments" conducted at the edge of the system to observe the response without causing major disruption.

• Working with complexity requires a "1 step plan" followed by reorientation, unlike the linear, multi-step plans used for complicated situations. Simplifying complex issues is cautioned against.

• Results of Systemic Intelligence Work:

• The primary outcome is resolving "stagnation" and recreating "more flow" within the organizational system.

• This can lead to "better cooperation," "more joy in the organization," and solving problems at the "right level," depth, and place.

• By addressing the root causes, the work helps to ensure that interventions are targeted effectively (e.g., addressing board-level issues at the board level).

• Ultimately, increased flow and reduced stagnation enable individuals to bring "more of their capacities into the system," leading to positive organizational outcomes.

• The approach is described as "non-blaming," focusing on how patterns have evolved rather than assigning fault.