The Magic of Connection E-Book

Stephanie Hartung

• Herausgeber: tredition
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 872

Veröffentlichungsjahr: 2025

Beschreibung

What This Book Is About The first part of the book offers an in-depth exploration of Systemic Intelligence and its relevance for a contemporary and innovative understanding of organisations. The second part applies this understanding to the various areas of organisational life and development, outlining the implications it holds for leadership and consultancy. The third part introduces the world of systemic methodology for the practical design of development, change, and innovation management, and presents a wide range of approaches and formats. ____________________________________ Im ersten Teil widmet sich das Buch einer vertieften Erläuterung der Systemischen Intelligenz und ihrer Bedeutung für ein zeitgemäßes und innovatives Organisationsverständnis. Im zweiten Teil wird dieses Verständnis auf die einzelnen Bereiche der Organisation und ihrer Entwicklung angewendet und dargelegt, welche Verständniskonsequenzen sich daraus für die Führung und Beratung von Organisationen ergeben. Der dritte Teil schließlich führt ein in die Welt der systemischen Methodik für die praktische Gestaltung von Entwicklungs-, Veränderungs- und Innovations-Management und bietet eine große Vielfalt von Ansätzen und Formaten.

Leseprobe

For Aaron

Every organisation arises through connection.

The Magic of Connection

Systemic Intelligence in Organisational Development

STEPHANIE HARTUNG

CI Publisher

ISBN eBook 978-3-911621-03-8

Author and person responsible according to

§ 55 (2) German Interstate Media Treaty (MStV, formerly RStV):

Stephanie Hartung, Kamekestraße 12, 50672 Cologne, Germany

www.feld-institut.de, [email protected]

Cover Design: Katja Anspann

Illustrations and Translation: Stephanie Hartung

© 2025 CI Publisher

Publisher: CI Publisher

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Registered in Germany,

Commercial Register, Local Court of Cologne, HRA 31237

Address

CI Publisher c/o Constellators International KG

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Copyright

This work, including all of its parts, is protected by copyright. The publisher is responsible for its content. Any use beyond the limits of copyright law requires the publisher's prior written consent.

ISBN eBook: 978-3-911621-03-8

ISBN Print Softcover: 978-3-911621-05-2

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Bibliographic information of the German National Library:

The German National Library lists this publication in the German National Bibliography. Detailed bibliographic data are available online at dnb.dnb.de

Disclaimer

The advice and exercises published in this book have been prepared and reviewed by the author and publisher with the greatest care. However, no guarantee or liability can be assumed. The implementation of the exercises is at the reader’s own risk.

Content

Cover

Dedication

Title Page

Copyright

Preface

The Contents of the Book

I. The Source – Systemic Intelligence

I.1 Reality emerges in Connections

I.1.1 Bibliography Chapter I.1

I.2 The Organisation as a Gestalt

I.2.1 Gestalt Theory and its Significance for Organisations

I.2.1.1 The Structure of the Organisation

I.2.1.2 The Holistic Quality of the Organisation

1.2.1.3 The Essence of the Organisation

I.2.2 Perception Laws

I.2.2.1 The Law of Good Form and Conciseness

I.2.2.2 The Law of Proximity

I.2.2.3 The Law of Similarity

I.2.2.4 The Law of Continuity

I.2.2.5 The Law of the Continuous Line

I.2.2.6 The Law of Closure

I.2.2.7 The Law of Common Movement

I.2.2.8 Complexity in our Perception

I.2.2.9 Experience of Perceptual Laws

I.2.3 Field Theory and its Significance for Organisations

1.2.3.1 Lewin's Concepts for Change Processes

I.2.4 Bibliography Chapter I.2

I.3 The Organisation as a System

I.3.1 Systemic Basic Functions

I.3.2 System Orders

1.3.2.1 Orders of Love

I.3.2.2 Orders of Function

I.3.2.2.1 First Principle: Complexity

I.3.2.2.2 Second Principle: Balance

I.3.2.2.3 Third Principle: Feedback

I.3.2.2.4 Fourth Principle: Self-Organisation

I.3.2.3 Orders of Energy Flow

I.3.2.3.1 First Order of Energy Flow: Meaning

I.3.2.3.2 Second Order of Energy Flow: Belonging

I.3.2.3.3 Third Order of Energy Flow: Hierarchy

I.3.2.3.4 Fourth Order of Energy Flow: Balance

I.3.3 Bibliography Chapter I.3

I.4 Truth and Perception

I.4.1 Accepting What Is

I.4.2 Three Ideas on Truth

I.4.2.1 The first Idea on Truth

I.4.2.1.1 Empiricism

I.4.2.1.2 Rationalism

I.4.2.2 The Second Idea on Truth

I.4.2.3 The Third Idea About Truth

I.4.3 Perception

I.4.3.1 Extensive Perceptual Sensory System

I.4.3.2 Sensory Perception

I.4.3.3 Intuitive Perception

I.4.3.4 Embodied Perception

I.4.3.5 Systemic Perception

I.4.4 Phenomenology und Constructivism

I.4.4.1 Constructivism

I.4.4.2 Phenomenology

I.4.4.3 Knowledge in Organisations

I.4.4.4 Polar Knowledge

I.4.5 Bibliography Chapter I.4

II. The Growth – Systemic Movement

II.1 Description Fields in Organisations

II.1.1 The Field of Identity

II.1.2 The Field of Strategy

II.1.3 The Field of Tactics

II.1.4 The Operational Field

II.1.5 The Field of Offers

II.1.6 The Field of Organisational Structure

II.1.7 The Field of Function

II.1.7.1 Person, Role, Function

II.1.8 The Field of Performance and Qualification

II.1.9 The Field of Culture

II.1.10 The Field of Environment and Stakeholders

II.1.11 The Field of Organisational Development Phases

II.1.12 Bibliography Chapter II.1

II.2 Images of Organisation

II.2.1 The Organisation as a Machine

II.2.2 The Organisation as an Organism

II.2.3 The Organisation as a Brain

II.2.4 Bibliography Chapter II.2

II.3 Paradox and Polarity

II.3.1 Paradox

II.3.2 Polarity

II.3.2.1 Polarity in Nature

II.3.2.2 Polarity in Metaphysics

II.3.2.3 Polarity Management in Organisations

II.3.3 Bibliography Chapter II.3

II.4 Structures and Paradigms

II.4.1 The Seven Paradigms

II.4.2 The Reactive Paradigm

II.4.3 The Magical Paradigm

II.4.4 The Tribal Impulsive Paradigm

II.4.5 The Traditional Conformist Paradigm

II.4.6 The Modern Performance-Oriented Paradigm

II.4.7 The Postmodern Pluralistic Paradigm

II.4.8 The Integral Evolutionary Paradigm

II.4.9 Development Along the Paradigms

II.4.10 Bibliography Chapter II.4

II.5 Systemic Leadership

II.5.1 Leading (within) Organisations

II.5.1.1 Leading Organisations

II.5.2 Classical Leadership Styles

II.5.3 Transactional Leadership

II.5.4 Transformational Leadership

II.5.5 Agile Leadership

II.5.6 Multidimensional Systemic Leadership

II.5.7 Bibliography Chapter II.5

II.6 Change, Transformation, and Transition

II.6.1 What is Change?

II.6.1.1 First-Order and Second-Order Change

II.6.1.2 The Three Orders of Change

II.6.1.3 Four Types of Change

II.6.2 Transition – How does Change happen?

II.6.2.1 Kurt Lewin‘s Change Model

II.6.2.2 The Psychological Dimension of Change

II.6.2.3 Changing from the Future

II.6.2.4 The McKinsey 7S Modell

II.6.2.5 The 8-Step Model for Change

II.6.3 Bibliography Chapter II.6

II.7 Systemic Personnel and Team Development

II.7.1 The Learning Organisation

II.7.2 Group Gestalt and Group Dynamics

II.7.2.1 The Team as a Fractal of the Organisational Gestalt

II.7.2.2 Group Dynamics and Individual Action Patterns, Team Leadership, and Communication

II.7.3 Psychological Understanding

II.7.3.1 The Need to be Loved

II.7.3.2 The Need to have a good Place in the System

II.7.3.3 The Need to be Safe

II.7.3.4 The Three Instruments of Power

II.7.3.4.1 The Instrument of Lack of Control

II.7.3.4.2 The Aspect of Deficit

II.7.3.4.3 The Aspect of Past and Future

II.7.4 Bibliography Chapter II.7

II.8 The Digital Organisation

II.8.1 Digitalisation and AI in Practice

II.8.2 Trust and Togetherness

II.8.2.1 Education and AI

II.8.2.2 Creativity, Originality, and AI

II.8.2.3 EI, Social Competence, and AI

II.8.2.4 Flexibility, Adaptability, and AI

II.8.2.5 Ethics, Moral Judgement, and AI

II.8.2.6 Embodied Intelligence, Sensory Perception, and AI

II.8.3 Bibliographie Chapter II.8

II.9 Trauma in the Working World

II.9.1 Description of Trauma and its Dimensions

II.9.2 Post-Traumatic Stress Disorders (PTSD)

II.9.2.1 Post-Traumatic Stress Disorders in Individuals

II.9.2.1.1 Re-experiencing the Trauma

II.9.2.1.2 Avoidance and Numbness

II.9.2.1.3 Negative Thoughts and Moods

II.9.2.1.4 Hyperarousal and Irritability

II.9.2.1.5 Hypervigilance

II.9.2.2 Systemic Dysfunctions in Organisations

II.9.2.2.1 Dysfunctional Reality in Organisations

II.9.2.2.2 Avoidance and Numbness in in Organisations

II.9.2.2.3 Negativity in the Organisation

II.9.2.2.4 Hyperarousal, Hypervigilance, Immobility

II.9.2.3 PTSD and Systemic Dysfunctions

II.9.3 Individual Survival Patterns in Organisations

II.9.3.1 Lack of Mothering

II.9.3.2 Threat of the Mother

II.9.3.3 Mother Occupation

II.9.3.4 Mother Poisoning

II.9.3.5 Father Flight

II.9.3.6 Father Terror

II.9.3.7 Father Coercion

II.9.3.8 Father Abuse

II.9.4 Survival Patterns and Systemic Dysfunction

II.9.5 Bibliography Chapter II.9

III. Diversity – Systemic Practice

III.1 Meditation, Mindfulness, and Awareness

III.2 Systemic Dialogue

III.2.1 Dyad and Triad

III.2.2 Parroting

III.2.3 Reframing

III.2.4 Utilisation

III.2.5 The I in the Mirror

III.2.6 Systemic Questions

III.2.6.1 Circular Question

III.2.6.2 Scaling Question

III.2.6.3 Miracle Question

III.2.6.4 Solution-Oriented Question

III.2.6.5 Hypothetical Question

III.2.6.6 Perspective Shift

III.2.6.7 Constructive Questions

III.2.7 Absurd Interventions

III.2.8 Summary of Systemic Conversation Techniques

III.2.9 Interview Formats

III.3 Embodied Work

III.3.1 The Goal of a Constellation

III.3.2 This is a Constellation

III.3.3 Constellation Work is Practised Meta-Science

III.3.4 Dimensions of the Constellation

III.3.4.1 Constellation Focus

III.3.4.1.1 Exploration and Analysis-Focused Constellation

III.3.4.1.2 Solution-Focused Constellation

III.3.4.1.3 Contextual and Resource-Based Goal Constellation

III.3.4.1.4 Scenario-Based Constellation

III.3.4.2 Types of Constellations

III.3.4.2.1 Systemic Constellation, Organisation Constellation

III.3.4.2.2 Symptom Constellation, Phenomenon Constellation

III.3.4.2.3 Constellation of Values-, Constellation of Priorities

III.3.4.2.4 Constellation of Beliefs

III.3.4.2.5 Problem Constellation

III.3.4.2.6 Tetralemma

III.3.4.2.7 Polarity Constellation

III.3.4.2.8 Special Format: Blind Constellation

III.3.4.3 Basic Models for the Practice

III.3.4.3.1 Basic Model 1: I and You

III.3.4.3.2 Basic Model 2 – We

III.4 Group Formats

III.4.1 World Café

III.4.2 Open Space Technology (OST)

III.4.3 Fishbowl

III.4.4 Appreciative Inquiry (AI)

III.4.5 Future Workshop

III.4.6 Design Thinking

III.4.7 Peer Coaching

III.5 The Autonomous Entity

III.5.1 Identity – Essence, Personality, Expression

III.5.1.1. The Essence of the Organisation

III.5.1.2 The Socio-Cultural Identity of the Organisation

III.5.1.2.1 Time Line

III.5.1.2.2. Johari Window

III.5.1.2.3 Big Five Model

III.5.1.2.4 Competing Values Framework (CVF)

III.5.1.2.5 Organisational Culture Assessment Instrument

III.5.1.2.6 Cultural Dimensions Theory

III.5.1.2.7 McKinsey 7S Model

III.5.1.3 Essence and Socio-Cultural Identity as One

III.5.1.4 The Organisational Brand

III.6 Systemic Principles of Order in Practice

III.6.1 Orders of Function

III.6.1.1 Balance and Its Aspects

III.6.1.1.1 Balance and Polarity

III.6.1.1.2 Balance and Its Sub-Goals

III.6.1.2 Self-Organisation and Its Aspects

III.7 Polarity Management in Practice

III.8 Change Management in Practice

III.8.1 What kind of change is it?

III.8.1.1 The SCORE Model in Constellation Work

III.8.2 How should the Change Process be Designed?

III.8.3 The Theory U Process

III.9 Leadership in Practice

III.9.1 Personal Perception and Self-Concepts

III.9.2 Beyond Heroic Leadership

III.9.3 Shared Leadership in Self-Learning Organisations

III.10 Team Development in Practice

III.10.1 Role and Function of the Team

III.10.2 Collaboration

III.10.3 Team Leadership

III.11 Working with Systemic Dysfunctions in Practice

III.11.1 The Trauma of the Organisation

III.11.2 Working with the Intention

II.11.2.1 Format 1 – Working with the Intention

II.11.2.2 Format 2 – Working with the Individual Words of the Intention Sentence

III.11.3 A strong Organisational Self

III.12 Bibliography of Part III of the Book

IV. Appendix

IV.1 The Scientific Character of Constellation Work

IV.2 Epilogue

IV.3 Thank You

IV.4 About Stephanie Hartung

Other Books by Stephanie Hartung

The Magic of Connection

Cover

Dedication

Title Page

Copyright

Preface

IV. Appendix

The Magic of Connection

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Preface

From the moment an organisation is formed, its development begins. How does an organisation come into being, and what exactly is an organisation? Every organisation arises through connection. Every collaborative effort requires a specific form of organisation. It starts with the smallest unit of cooperation (like asking someone, "Can you help me carry this?") and extends to various structures we need to achieve our goals together. Alone, we wouldn't be able to reach these goals. We must connect with others and align ourselves towards a common goal. In this sense, we spend more than 99 percent of our waking lives in organisations, whatever form they may take.

The structures for our collaboration are not given; they are created by us. And they are changed, improved, or adjusted by us – sometimes even made worse. Is it really true that we create and develop organisations, or do organisations develop themselves while we exert every effort to enable them (within our means and with the best intentions)? Are we in service of something greater, and if so, what would that greater thing be? Perhaps we cannot answer this question. Yet, it is worth exploring further, and the results of my reflections can be found here in the book.

Emergence is undeniably a systemic principle of nature. Organisms that would achieve little, or actually nothing, on their own are constantly engaged in creating something greater. This applies to ants as much as to humans. It applies to all organisms. Together, we create something that would be unimaginable for us alone. We seem to be driven by this collective force. We strive to connect in order to create something greater. Simultaneously, we are an integral part of something greater, our existence intertwined in a continuous evolution alongside all other beings in an eternal symbiogenesis.

When I write a book about systemic intelligence in organisations, I am essentially writing a book about our connections. I am writing about emergence and our goal-oriented collaboration, including the possibilities that arise when we consider systemic orders. In the creative shaping of this goal-oriented collaboration, we as humans are at the centre. We are the creators, and in doing so, we become servants of what we create – autonomous entities that reveal their own laws and demand corresponding responses from us. This principle of simultaneity, where we are both creators and servants, applies to all organisations. They all adhere to fundamental principles, systemic orders that must be understood, respected, and mastered for successful functioning – these are the aspects I will explore and delve into in this book.

The fundamental principles to which organisations, as entities, are subject are encapsulated in systemic intelligence. The term Systemic Intelligence was coined by my Dutch colleague Paul Zonneveld, and I have gratefully adopted it for my work.

Systemic Intelligence focuses on the art of organisational connection. I am convinced that it is the indispensable companion for organisational development to meet today’s challenges. Without mastery in systemic organisational connection and cohesion, continued existence will be difficult. From my own experiences and the reports of leaders and consultant colleagues, I conclude that the general and specific dysfunctionality due to weak and disrupted connections in organisations has reached a level that calls for a fundamental shift. This shift essentially involves the restoration and strengthening of connections.

Connection is the fundamental prerequisite for development. Life is connection, and connection is life. Wherever connections are disturbed, damaged, or even severed, systemic dysfunctions may arise, which can lead to problems and diseases, ultimately even to (system) death.

Even though we appear as individual bodies (at least we perceive ourselves as separate), ultimately, we are all individual manifestations of the same energy. We are all different expressions of a common substance that occurs in various concentrations or states. We are all different expressions of the same. If we fail to shape the connections to ourselves and between us – within our systems and with the respective environments – and to act in connectedness, then our lives will not succeed, and our organisations will not succeed either, as is already visible everywhere.

Without a connection-centred, systemic, and at the same time spiritual understanding, any idea of organisational development reveals itself as mindless and heartless. This leads to dysfunctional structures in individuals, groups, organisations, and on a collective level. Given the complexity, the interdependence is at its maximum and thus multiplies systemic dysfunctionality.

In service of connection, I subjected existing concepts, models, and formats to a systemic examination and recalibrated them for holistic work. Their inherent intelligence enriched my practice – their combination with systemic methodology was an adventure for me.

In my book, I guide you through the manifold fields of these aspects as well as of systemic intelligence and its wide range of applications, for which systemic experts are in demand, whether they are in leadership positions within organisations or consultants for organisational development. We need masters of connection who are eager to break out beyond the boundaries of everyday life into new areas. We are looking for those who dare to return to the core of what truly matters – in all its depth and breadth, post-rational and multidimensional. For them, I wrote this book.

Stephanie Hartung, Spring 2025

The Contents of the Book

The book is divided into three thematic areas. I understand gradual learning while reading as a flowing descent down a staircase – from the top step, the mental source from which everything springs and wishes to pour out, via fundamental attitudes, further through movement down to the lowest step of blossoming diversity, into a wide valley of new systemic ways of thinking, skills, possibilities, and applications. On the individual steps, you will repeatedly encounter familiar themes that are revisited, expanded, and deepened, making them personally tangible. This results in an interwoven fabric of theoretical input, practical exercises, instructions, and examples from practice. These are my three thematic areas in detail.

I. THE SOURCE – SYSTEMIC INTELLIGENCE

• Reality emerges in connections

• Beyond rationality

• Organisation as a Gestalt and an open system

• Orders of function, orders of energy flow

• Perception and truth, phenomenology, and constructivism

II. GROWTH – SYSTEMIC MOVEMENT

• Levels of description in the organisation

• Images of the organisation (according to Gareth Morgan)

• Polarity in the organisation

• Organisational structures and paradigms (according to Frederik Laloux)

• Systemic leadership

• Team and development

• Change and transformation

• Digitalization and AI

• Trauma in the workplace

III. DIVERSITY – SYSTEMIC PRACTICE

In the third part of the book, you will find an introduction to meditative practice as well as systemic conversation techniques. Following this, you will find an overview of basic forms and formats of presentational work, as well as formats for group work. Finally, for developmental work in organisations, in addition to an introduction to systemic basics for practice, numerous suggestions for practical formats in the following areas:

• The organisation as an autonomous entity

• Systemic principles of order

• Polarity management

• Change management

• Leadership

• Team development

• Systemic dysfunctions

IV. APPENDIX

The appendix includes reflections on the scientific nature of constellation work, an epilogue, and some personal information about me.

Fig. 0.1 The four Parts of the Book