Systemic Conversation Management In The Digital Environment

Strengthen your professional appearance in the online environment with the systemic approach
What you'll learn
Introduction to systems theory for a holistic understanding
Best practices in the implementation of online meetings / conferences / courses
Many practical examples
Systemic conversation
Systemic questioning techniques
Systemic loop
Hypothese
Interventions
Many quizzes and self-reflections for a good learning success
My attitude as a systemic process facilitator
Working on socio-technical challenges
Requirements
Openness and courage to try new things
Description
Coaching is on everyone's lips and there are more and more consultants and coaches who coach everything and everyone. But what exactly is the difference between the systemic approach and the other coaching models? Why is the systemic mindset so well suited for general conversation in the digital environment?We are not exclusively concerned with the teaching of tools, but rather deal with the integration of the systemic approach in the conduct of conversations. We reflect on our own attitude and discuss how to pick up and understand sustainable objections, questions and disturbances. Because we often communicate past each other - but we as leaders are responsible for ensuring that communication succeeds.With this course you will be perfectly prepared for your next online appearance.What we go through in this course:Introduction: At the beginning of the course we discuss the framework and that facilitation and facilitation processes in the online environment are much more than just applying tools.Systems theory and constructivism: We get into the second chapter with the basics of systems theory. We also discuss constructivism, which is an elementary component of the systemic approach. Once you have internalized the basic features, you can better understand and strengthen your own attitude. We will learn about the systemic loop, a very central action-oriented tool. Formulating hypotheses and setting interventions based on them will also be discussed in this chapter.Guidelines for systemic facilitation: First, we distinguish between knowledge transfer and facilitation. Accordingly, systemic facilitation can be interpreted and applied. Participation of the participants runs through the entire systemic action, which is why proactive preparation is also relevant for you as a systemic facilitator. After discussing the emotional phases in change processes, you will be able to better understand and categorize your employees' fears and objections.Socio-technical challenges: People AND technology - this is the hurdle to overcome in everyday life. In this chapter, you'll get a behind-the-scenes look at my daily work and I'll show you my most important tips and tricks for dealing with systemic conversation in the online world.Settings and case studies: Depending on the constellation and number of people, the setting changes. We will take a closer look at the different approaches and challenges in everyday online meetings/conferences and lectures in this chapter.Systemic questioning techniques: He who asks leads - we are all familiar with this guiding principle. But what really makes a good question and how can we initiate sustainable change? In this section you will learn about the most important systemic questioning techniques. You'll also get a cheat sheet with lots of examples to go along with it!Active facilitation: In this chapter I will give some hints on the current tools I use. Likewise, I would like to go into a few frameworks in the everyday life of online courses/lectures, so that you can reflect and strengthen your individual moderation role.Reflection questions and assignments: After each chapter, there is a quiz to reinforce the learning content. There are also reflection questions, which I take up again at the end of each chapter with a video and give you exemplary answers.Whether we are educators, teachers, salespeople, coaches, project managers or facilitators, we all communicate in our everyday professional lives. Often, disruptions, objections and skepticism are quickly dealt with in the conversation without understanding what is really the concern of our counterpart.If you have completed this course, then:you have internalized the systemic approachunderstand the systemic loop with hypothesis generation and interventionsyou can get to the bottom of objections, questions and disturbances with questioning techniquesyou can apply the systemic mindset in all facets of your professional lifeyou are prepared for any kind of facilitation of online meetings, conferences, courses and callsunderstand the different settings of meetings and be able to adjust your agenda accordinglymaster the most important systemic questioning techniquesWith my professional experience as a systemic coach and business information scientist, I live both topics. I give you insights into my working methods for each chapter as well as tips and tricks, review questions and reflection tasks.Strengthen your leadership skills with "Conversational Leadership with the Systemic Approach!"I look forward to seeing you in class.Markus Edenhauser, MA MSc
Overview
Section 1: Introduction
Lecture 1 Goal of this course
Lecture 2 Beyond tools and techniques
Lecture 3 Who is this course for
Lecture 4 May I introduce myself
Section 2: Systems theory and constructivism
Lecture 5 Intro
Lecture 6 How does the systemic approach fit into conversation management
Lecture 7 Systems theory
Lecture 8 Trust in Organizations
Lecture 9 Constructivism
Lecture 10 My attitude as a systemic
Lecture 11 Systemic loop
Lecture 12 Hypothesis
Lecture 13 Example of Hypothesis
Lecture 14 Interventions a definition
Lecture 15 What speaks for systemic conversation management
Lecture 16 Aspects in the leadership context
Lecture 17 Reflection questions
Section 3: Guidelines for systemic moderation
Lecture 18 Intro
Lecture 19 Moderation and Facilitation
Lecture 20 Systemic conversation flow
Lecture 21 Proactive preparation
Lecture 22 Moderation process
Lecture 23 Emotional phases in change processes
Section 4: Socio-technical challenges
Lecture 24 Intro
Lecture 25 Human AND technology
Lecture 26 Standardize invitation letter/video
Lecture 27 Lack of body language
Lecture 28 Spot on - the right illumination
Lecture 29 Excuses
Lecture 30 Test, test, do you hear me?
Lecture 31 Variety in the structure
Lecture 32 Include chat
Lecture 33 Technical failure
Lecture 34 Transmission delays
Lecture 35 Dwindling of participants
Lecture 36 Hybrid setting - presence & online
Lecture 37 Multilingual
Lecture 38 Reflection questions
Section 5: Settings and case studies
Lecture 39 Intro
Lecture 40 With individuals
Lecture 41 With groups
Lecture 42 Live sessions and large groups
Lecture 43 Blended Learning
Lecture 44 Online courses
Lecture 45 Diversity
Lecture 46 Solution-oriented
Lecture 47 Buddy principle and peer groups
Lecture 48 Follow-ups
Lecture 49 Feedback in plenums
Lecture 50 Rounds of introductions
Lecture 51 Reflection questions
Section 6: Systemic questioning techniques
Lecture 52 Intro
Lecture 53 BIAW principle
Lecture 54 Questions and their implicit meaning
Lecture 55 Turning questions from participants into systemic questions
Lecture 56 Circular questions
Lecture 57 Scaling issues
Lecture 58 Solution-oriented questions
Lecture 59 Decisions
Lecture 60 Difficult circumstances
Lecture 61 Questions and more questions
Lecture 62 You only ask questions
Lecture 63 Avoidance of most common question errors
Lecture 64 Reflection questions
Section 7: Active moderation
Lecture 65 Intro
Lecture 66 External systems
Lecture 67 Check expectation
Lecture 68 Flipcharts or Padlet & Co?
Lecture 69 Positive effects of Group Work
Lecture 70 Instruct Group Work
Lecture 71 Breaks
Lecture 72 After the break
Lecture 73 Presentation
Lecture 74 Mobile devices
Lecture 75 Digitization as a buzzword
Lecture 76 Approval of recordings
Lecture 77 Reflection questions
Section 8: Conclusio
Lecture 78 Learnings Systemic Conversation Management
Lecture 79 Thank you and goodby
People who want to accompany people in change processes,Führungskräfte die neue Ansätze in der Gesprächsführung umsetzen wollen,Consultant,Salespersons,Educators and pedagogues,Trainer and lecturer
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