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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