Governance in volatile environments environments—the Adaptomos Decision Cadence System

Curriculum of the Decision Cadence System (90 days)

Leadership Academy
7 modules (half days) within 4 to 5 months, online

Module 1

Complex vs. complicated—why almost nothing is simple anymore, but simplicity is in demand, and why good practice and best practices fail in complex environments.
Top-down vs. bottom-up—why knowledge at the base is necessary for complex challenges to minimize errors at the top.
Governing vs. participating—why (and where) leadership in the so-called old style no longer works and servant leadership is required.
Complexity and modern strategies for defense—why servant leadership has already arrived in the military (asymmetric warfare and adaptivity using the example of current conflicts, insights from the German Bundeswehr).
Decision-making 3.0—why making decisions based on gut feeling in volatile environments hardly leads to sustainable solutions, and why fact-based solution finding is necessary.
The decision compass—a tool for optimizing decisions.
Servant leadership and the decision-making compass—guidelines for fact-based governance.

Challenge Module 1: Apply the decision-making compass to a necessary decision. Document your approach and the outcome.

Module 2

“Management is like smoking. You know it’s unhealthy, but you can’t stop.” Why is this idea right on the one hand, and wrong on the other? And what sustainable governance means.
Understanding what is—ontology mapping of companies.
Companies as systems—understanding the interactions in systems with systems theory and systemic thinking.
A crash course in systemic coaching.
Team vs. group—what is a team, what is not, and why it is so important to know and understand the definition of the term team.
Servant leadership and teams—guidelines for improved teamwork.

Challenge Module 2: Create an ontology map with the relevant entities of your organization and explain your choice.

Module 3

Teams of teams of teams—scaling adaptivity.
LeSS vs. SAFe and what else—the most important frameworks for scaling adaptivity.
Organizational development—why the transition from Industry 1.0 to 3.0 is difficult and how a transformation can be successfully achieved.
Management 3.0—methods and tools for Adaptive Leadership.
The mindset of adaptivity—what is meant by “exemplary” in this context.
Adaptivity core team—what it takes to drive a corporate transformation successfully.

Challenge Module 3: Choose an organization that has a classic hierarchical structure. Describe what this organization produces, how it produces, and how decisions are made. Design three scenarios for adaptive transformation. First, with SAFe. Second, with LeSS. Third, with a method of your choice.

Module 4

Management vs. servant leadership—letting go of the old, welcoming the new. Your step towards a better future.
What failure could mean here—how to gain strength (for more adaptivity) from this possibility.
Open Space Technology—participation on a grand scale and an excursion into the unknown with a useful result.
How learning and teaching work—how servant leadership can take advantage of this, and how this fits into the concept of Adaptive Leadership.
Constant improvement—why quality always wants to be improved and what this has to do with life beyond work.
What we do for whom—considering the field of meaning with the customer at the center.

Challenge Module 4: A wedding celebration with 200 guests. The bride and groom want maximum participation by the guests through self-organization. You suggest an Open Space to find the most suitable solutions. Describe your next steps.

Modules 5 – 7

Not to be outlined here