Joan Lurie on organisational transformation through the systems lens
We speak with Joan Lurie about how the systems lens can fundamentally shift the way we think about organisational change. Joan is an organisational ecologist and the Founder and CEO of OrgonomixWho is Joan Lurie?
Joan Lurie is the Founder and CEO of Orgonomix, an organisation strategy and leadership development consultancy she established in 2008 to help leaders and organisations develop, perform and transform. She is a Fulbright Scholar with a Master’s Degree in Adult Education and a Master’s Degree in Developmental Psychology.
Joan works with boards, executives and leadership teams to help them to develop systemic intelligence and to design and lead complex adaptive change in their organisations with turnaround results. Working together they emerge new cultures, operating models and organisational forms.
Joan applies the OrgonomixTM methodology she created which is most often referred to as ground-breaking. It’s a novel theory and practice for organisations which integrates strategy, systems thinking, complexity and adult development theory. It provides an ecological
‘map’ for leaders to navigate the unique challenges they face and be fit for the current complex landscape we are in. It enables leaders to fundamentally shift how they take up their roles; reframe their assumptions, mental maps and ways of knowing and repattern their organisational systems for new ways of relating and operating to achieve higher order functioning.
In a nutshell, Joan’s work enables leaders and organisations to liberate themselves from the constraints and patterns which no longer serve them, but in which they are stuck.
You can follow Joan’s work or get in touch with her at:
- How organisations are complex systems
- Why individual behavioural/psychological and technical analysis of organisations can’t fully explain organisational dynamics
- What the systems lens is, and why it matters
- How culture is the emergent property of the relationships between role and role, role and system, and individual and role.
- Why coherence of mental maps between individuals within a system can reduce noise
- How boundary maintenance is is system maintenance (is organisational maintenance)
- How behaviour of individuals in systems can change for the better without trying to change the person
- How the systems lens can relieve leaders of having to play the change agent hero or fixer
- Why the boundaryless organisation isn’t a good idea
- Why “breaking down silos” doesn’t work, and how the systems lens can enable better collaboration across boundaries
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Organisational culture, culture change, employee experience, employee engagement, complexity, leadership, systems thinking, family systems therapy, systems lens, repatterning, mental maps, boundaries, systems change, organisational ecology, diversity, transformation, enabling constraints