What structures determine the true behaviour of an organisation?

We are inspired by great employees. Because they show behaviours that produce very good results ("output"). As systemics, we see the DNA of the organisation in the behaviour of these employees.

Our enthusiasm is not a stroke of luck that stems solely from the individual personality. Rather, the organisational framework is essential. We can diagnose this framework concretely and actively shape it. With the structural picture of the System Model.

OSTO System Model EN

OSTO System Model

Let's look at the OSTO System Model from right to left: There are outputs that inspire, they go back to observable behaviour - embodied in the employee previously mentioned. And this behaviour is motivated by the structure of the eight design elements:

If we continue looking at the model from right to left, we see strategies. In the OSTO model, the word "strategies" stands for the values and principles on which these organisations are based. We find them as patterns as a result of the design elements. Here we are on the track of the components of the organisational DNA.

In the next step, we look for the "pattern within the pattern": What goals do I recognise within the strategies? In addition to the diagnosed goals, necessary goals enter the system via the "feedbacks" of the model as an internal concretisation of the Reason for Existing. But do the necessary goals fit the diagnosed goals?

In our entry-level example of inspiring employees, the diagnosed goals will harmonise well with the required goals. We have a consistent, highly effective organisation. Often the reality is different. Especially in mature organisations, shadow goals have established themselves that conflict with the necessary goals. They distract from the Reason for Existing and cause negative results. These shadow goals are nowhere to be found and are often unconscious.

With the structural view of the OSTO System Model, design elements that prevent success, counterproductive strategies and misleading shadow goals can be worked out from empirical observations. This learning process enables a reflective and effective redesign – and thus more moments of enthusiasm among employees and customers.

OSTO Diagnosis of an Organisation in a nutshell

OSTO Diagnosis of an Organisation in a nutshell