building systemic positive change to support humanity


community


the suggested idea is that the elements of organizational learning and change described by Senge such as systems thinking, personal mastery, mental models, shared vision, and team learning can best be realized and lead to sustainable change when they acknowledge and support people's fundamental needs at the various levels of Maslow's hierarchy.

to understand our behaviour in the face of transformations unlike never before seen, it is beneficial to do some cross checking about thema. The objective is to achieve a smooth intersection in between these two theoretical and also most practical entities. 

basic needs and psycological safety and security

when a community is undergoing significant change (e.g., through automation and digitalization), people's basic need for security (job security, livelihood, predictability) can be threatened.

systems thinking helps in understanding the broader impacts of the change and planning it so that basic security is maintained or even improved. open communication (dismantling mental models and building a shared vision) about the reasons for the change, its goals, and the individual's role within it increases the sense of safety. when people understand how the change affects their daily lives and security, and that they will be supported in the transition, resistance diminishes.

social needs covers belongingness and love

team learning and the creation of a shared vision are at the core of Senge's work. these processes strengthen the sense of belonging.

change processes built on collaboration, teamwork, and participation directly address social needs. when people feel they are part of the change, not just its subjects, and that their contribution as team members is valued, they commit to it more strongly. joint workshops for creating a vision or developing new ways of working are key here.

self-esteem and external validation: nurturing curiosity

according to Senge, personal mastery – the desire to learn and develop – is central. success in team learning and achieving a shared vision also brings experiences of esteem. change should offer individuals opportunities to learn new things, develop their skills, and receive recognition for their contributions. for example, when automation takes over routine tasks, people should be offered training and opportunities to move into more demanding, creative, or people-oriented roles where they can experience success and appreciation. giving and receiving feedback is important.

embrace change completely - self-actualization can be supported

all five of Senge's disciplines ultimately aim for the realization of the full potential of organizations and individuals. a shared vision gives work deeper meaning, and personal mastery is continuous self-development.

when change opens doors to innovation, creativity, and meaningful work, it supports self-actualization needs. a systemic understanding helps individuals see their role as part of a larger, meaningful whole, which is highly motivating. change should aim to create an environment where individuals can use their strengths and grow.

a smooth intersection occurs when systemic change is consciously led in a way that not only considers but actively supports human needs at all levels of Maslow's hierarchy. this requires empathy, open interaction, and a willingness to see change as an opportunity for growth for both individuals and the entire system. 

what is the process?

an example: a community urgently needs systemic change. what leadership abilities are crucial for a seamless transition, especially given the time constraint? how can progress be accelerated within the limits of human adaptability? while challenging based on past experience and understanding Maslow's hierarchy, some leadership models suggest positive outcomes are possible.


the content is written with assistance of Google Gemini Flash 2.0

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