Reflection: Blueprint for Personal and Professional Growth (BPPG)One reoccurring theme in the study of systems thinking is the importance of creating a learning environment. In an organization that is dynamic and recognizes the

Reflection: Blueprint for Personal and Professional Growth (BPPG)One reoccurring theme in the study of systems thinking is the importance of creating a learning environment. In an organization that is dynamic and recognizes the

value of changing to address new realities, individuals are free to share ideas and information without fear of reprisal or being met with indifference. Being able to

develop such a learning environment is an important part of a manager’s role within an organization, as it is the manager that leads by example and in large part sets

the standards and develops the means for sharing information.

Before beginning this BPPG, review the reading from the Dervitsiotis article in this week’s Resources. Dervitsiotis discusses the role of the manager in

facilitating (p. 936):

• The empowerment of one’s subordinates

• The empowerment of peers, over whom a leader has no explicit authority

• The empowerment of superiors

• The empowerment of one’s self through self-reflection

In a couple paragraphs for each of the four areas, outline a plan as to how you as a manager would facilitate this empowerment. Critically reflect on what you

could realistically accomplish in each area. In particular, focus on the self-reflection piece. How can you ensure that you are maintaining the proper perspective on

managing changes in the system and your role in the process?

Also, expound on the three most important things that you have learned about systems thinking “things that were particularly interesting to you” and describe how

these will be of value to you in your future managerial duties.
Do NOT include an introduction or conclusion, only discuss the sections above. Provide 3 APA references.

Creating Conditions to Nour ish
Sustainable Organizationa l Exce llence
KOSTAS N. DERVITSIOTIS
University of Piraeus, Athens, Greece
A BSTRACT Developing human organizations for sustainable excellence requires important
adjustments in the way we understand their nature and study their behaviour. The very concept of
sustainability requires a view of a human organization as a living entity, in sharp contrast to that
of a ‘machine-like’ creation designed to achieve specific goals. This reflects a critical shift in the
mindset of leaders and managers from that of a ‘commander’ giving orders or a ‘mechanic’
fixing problems, to one of a ‘gardener’ preparing the soil for trees or flowers to grow. In such a
living systems framework, today’s dominant ‘command-and-control’ approach, typical for human
organizations viewed as ‘complex machines’, must give way to one of development and continual
adaptation. Once we adopt a living systems mindset for human organizations, the achievement of
sustainable excellence is nourished by creating the following conditions:
(1) The acceptance of alternating stability and novelty as inevitable in the way nature unfolds like a
dance between order and chaos (lack of order), leading to new systems capable of superior
adaptation and performance. Living systems thrive only when pushed away from their
comfort zone, the area in which they must reconfigure themselves.
(2) The need to learn to cope with several paradoxes, i.e. seemingly incompatible conditions, or
directions of movement. Human organizations in a business ecology setting need to both
cooperate and compete, to rely on stable predictable methods in some periods and on novel
ways in other periods of rapid change.

Explanation & Answer

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