Systemic supervision

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The Systemic Supervision is a method of observation and reflection professional practice on the basis of the sociological system theory. Systemic supervision is applicable to individuals, groups, teams and organizations.

The term is neither as a generic term of the methodology nor in connection with an application internationally standardized or otherwise industrially standardized. Every application therefore requires the special agreement of the parties involved, for example in a company agreement or in a service contract .

definition

Systems-theoretical thinking corresponds to supervision , because it is thinking in contexts that does justice to the complexity of the subject of supervision. Against the background of a differentiated and complex theory of organization as a social system, systemic supervision considers individual professional action in the context of a larger system. According to the principles of systemic thinking, complexity is not dealt with in linear causal contexts, but knowledge is gained in recursive processes of communication, emotion and cognition based on the formation of hypotheses. The focus here is on utility and viability .

Understanding social and / or living systems is based on constructivism, second-order cybernetics , the theory of autopoiesis , the theory of social systems, the concepts of systemic therapy and concepts of systemic or complementary organizational consulting . One of the key hypotheses is " Reality is created, produced or constructed by observing observers. " Systemic supervision primarily serves to broaden perspectives, to enlarge (action) possibilities and to develop solutions.

features

The following basic terms for action from a systemic perspective are mentioned here:

  • System, environment, relevant environments
  • Context reference, context sensitivity
  • Circularity , circular connections, interrelationships between system and environment
  • Communication , (structural) coupling, feedback, open and operationally closed systems
  • Complexity and networking (“holism”), relational thinking
  • constructivism
  • Creation and use of distinctions, integration of contradictions
  • Autonomy, self-organization (autopoietic or self-referential operation), self-control, personal responsibility
  • Trivial / non-trivial systems - Organizations are living systems
  • Holistic worldview
  • Expertise in not knowing, curiosity, questions, reflection, hypothesis formation
  • Impartiality

The systemic supervision focuses, among other things, on questions

  • the distinction “inside - outside”: who belongs to it and who doesn't, who are “we” and who are the “others”?
  • Construction of differences between relationships, behavior, actions, ideas, time levels, tasks
  • Stability and movement: what should change, what should stay, how much movement can the system tolerate, how much stability does it need?
  • Synchronization and desynchronization: what can or must be centralized / decentralized, what needs agreement, what is diversity ?
  • Relationships and relationships, “game and player” or “actions and actors”: which actions (processes, procedures, actions) are required, who accomplishes them (actors), how does this happen, how are the actions coupled with one another (e.g. . Process chains), how are the individual actors linked to one another (e.g. customer-supplier relationships, cooperation, communications), how are actions and actors linked? How tight or loose can / must these connections be?
  • Viability and choice: what is useful, usable, helpful? (as evaluation criteria)
  • Solutions, visions and resources: what has worked well so far, how was this achieved, which resources are available, what happened when the goal was achieved?

Methods

Systemic supervision uses the methodical approach, among other things, the formation of hypotheses , reinterpretation, circular questioning , the reflecting team , exploration using sculptures, images or metaphors . It uses visions, future scenarios, wishes or solutions that have been successful in the past. Systemic supervision takes place with individuals, groups and teams. The time frame varies depending on the concerns and goals.

See also

  1. ↑ ISO standards: no norm

literature

  • Baecker, D. (Ed.), (2005): Key works of the system theory, Wiesbaden: VS - Verlag für Sozialwissenschaften.
  • Buchinger, Kurt / Ehmer, Susanne (2004): The benefits of systemic thinking for supervision. In: DGSv aktuell 1/2004, Cologne, pp. 8-10
  • Ebbecke-Nohlen, A. (2009): Introduction to systemic supervision, Heidelberg: Carl-Auer-Systeme Verlag
  • Ebert, W. (2001): System Theories in Supervision, Opladen: Leske + Budrich
  • Foerster, H. v./Pörksen, B. (1998): Truth is the invention of a liar, Heidelberg: Carl-Auer-Systeme Verlag
  • Königswieser, R./Hillebrand, M. (2005): Introduction to systemic organizational consulting, Heidelberg: Carl-Auer-Systeme Verlag
  • Luhmann, N. (2004): Introduction to system theory, 2nd edition, Heidelberg: Carl-Auer-System Verlag
  • Maturana, HR / Varela, FJ (1987): The Tree of Knowledge. The biological roots of human knowledge, Bern, Munich, Vienna: Scherz Verlag
  • Radatz, S. (2006/2009): Introduction to systemic coaching, Heidelberg: Carl-Auer Verlag
  • Simon, FB (ed.), (1997): Living Systems, Frankfurt / M .: Suhrkamp.
  • Simon, FB (2006): Introduction to Systems Theory and Constructivism, Heidelberg: Carl Auer Systems
  • Simon, FB (2007): Introduction to Systemic Organization Theory, Heidelberg: Carl Auer Systems
  • Sparrer, I. (2001): Miracle, solution and system, Heidelberg: Carl-Auer-Systeme Verlag
  • von Foerster, H./von Glasersfeld, E./Hejl, PM (ed.), (2006): Introduction to Constructivism, 9th edition, Piper.
  • Willke, H. (1993): System theory, Stuttgart, Jena: Fischer Verlag