leaders and changemakers

You don’t have to be rattled by the complexity and chaos of our times

HSD essentials was made for this moment, so you can still succeed even if everything is shifting.

Starts

September 12, 2022

Registration ends

September 11, 2022

We are getting ready for the next cohort!

If you want to find out once we are ready please fill in the form below and we will notify you.

This is a different kind of journey

In HSD essentials you learn how to move forward without needing to know it all.

Experience authentic confidence that makes it easier to generate new ideas and move them into action.

Grow your capacity to deal with increasing amounts of complexity in everyday life.

Cultivate flexible and adaptive responses, even in challenging circumstances.

Mapping the future for yourself, your organization and beyond

HSD essentials is an introductory program to Human Systems Dynamics, a new way of perceiving, thinking and acting. HSD allows leaders and changemakers to deal with exponential change when your current methods, tools, and concepts can’t keep up.

HSD ESSENTIALS iS

For leaders and changemakers who are...

Needing to decide and act in unknown and unknowable conditions.

Finding it impossible to produce predictable results when everything keeps changing.

Wondering whether a proven track record of experience has any value anymore.

Looking to respond to the unexpected with authentic confidence rather than self-doubt.

OUR METHOD

Just enough theory and just enough practice to generate wise action

A six week journey

There are two interrelated sessions each week that include a brief introduction to HSD concepts, models, and methods followed by real-time activities to apply these new perspectives to your challenges and opportunities.

  • Two paradigms of thought that limit and/or expand your capacity to cope with uncertainty and respond effectively.

  • An introduction to foundational HSD principles and practices to generate understanding and action in human systems that you can’t predict or control.
  • Patterns that characterize complex adaptive systems

  • Patterns that allow you to work more effectively within complex adaptive systems.
  • Conditions for deep learning to develop adaptive capacities through innovation and imagination

  • How to move beyond “stuckness” by recognizing and attending to multiple levels of scale. 

  • Characteristics of change in unpredictable settings and identifying opportunities to influence that change.
  • Building your adaptive capacity to respond to unpredictable change by seeing patterns in the world around you 

  • Understanding the implications and meanings of patterns in your systems  

  • Responding to emergent patterns with wise, informed action.
  • How to navigate multiple perspectives and discern which one to apply in your current situation.

  • How to move forward amid the messiness and complexity of competing priorities 
  • Distinguish between traditional, linear change, and emergent, complex, adaptive change processes 

  • Explore an approach to influence change in complex adaptive systems that:
    1. Generates coherence with minimum constraint
    2. Supports adaptation over time
    3. Builds connection across and within all levels of the system

december 1

Learn how to thrive in disorienting times

Get a taste of HSD essentials

Join us to sample a learning experience for a new way of perceiving, thinking, and acting.

The Program

We meet twice a week, and each session is 2 hours long.

Each session is led by two facilitators.

The six week intensive is followed by two 90-minute integration sessions – one month and two months following the intensive.

To ensure quality and active participation, seats are limited.

Investment

$2615 USD

Registration closes on January 9

We are getting ready for the next cohort!

If you want to find out once we are ready please fill in the form below and we will notify you.

DATES & TIME

September 12 - October 18
HSD essentials sessions

Dates

Mon 12 & Thu 15, Sep

Mon 19 & Thu 22, Sep

Mon 26 & Thu 29, Sep

Mon 3 & Thu 6, Oct

Mon 10 & Thu 13, Oct

Mon 17 & Thu 20, Oct

Time

U.S.

3:00 - 5:00 pm CST (UTC -5)

Check your local time

Integration Session 1

Date

Thu 17, November

Time

U.S.

3:00 - 4:30 pm CST (UTC -6)

Check your local time

Integration Session 2

Date

Thur 15, December

Time

U.S.

3:00 - 4:30 pm CST (UTC -6)

Check your local time

Registration closes on September 11

Cancellation Policy
If you cancel 15 days before the event, you have the choice of a refund less 10% administration fee or applying the full amount to a future event. If you cancel after that date, you will receive a 50% refund.

Cancellations requested in the 14 day period prior to the first session will receive a 50% refund, with no cancellations after that period.

SPECIAL OFFER

Not Available

Super Early Bird

Not available

Offer ends November 7

Not Available

Early Bird

0 seats available

Offer ends December 20

$2100 USD

General Price

Remaining seats.

Registration ends January 9

Installment Pricing

3 Monthly payments of

Not Available

Super Early

0 seats available

Offer ends November 7

2 Monthly payments of

Not Available

Early Bird

0 seats available

Offer ends December 20

DATES & TIME

January 10 - February 18
HSD essentials sessions

Dates

Mon 10 & Thu 13, Jan

Mon 17 & Thu 20, Jan

Mon 24 & Thu 27, Jan

Mon 31 & Thu 3, Feb

Mon 7 & Thu 10, Feb

Mon 14 & Thu 17, Feb

Time

U.S.

12 - 2 pm CST (UTC -6)

London

6 - 8 pm GMT (UTC 0)

France

7 - 9 pm CET (UTC +1)

South Africa

8 - 10 pm SAST (UTC +2)

Integration Session 1

Date

Thu 17, March

Time

U.S.

1:00 - 2:30 pm CDT (UTC -5)

London

6:00-7:30 pm GMT (UTC 0)

France

7:00-8:30 pm CET (UTC +1)

South Africa

8:00-9:30 pm SAST (UTC +2)

Integration Session 2

Date

Thur 21, April

Time

U.S.

1:00 - 2:30 pm CDT (UTC -5)

London

7:00-8:30 pm GMT (UTC +1)

France

8:00-9:30 pm CEST (UTC +2)

South Africa

8:00-9:30 pm SAST (UTC +2)

Registration closes on January 9

Cancellation Policy
If you cancel 15 days before the event, you have the choice of a refund less 10% administration fee or applying the full amount to a future event. If you cancel after that date, you will receive a 50% refund.

Cancellations requested in the 14 day period prior to the first session will receive a 50% refund, with no cancellations after that period.

Ripple Effects

HSD Essentials is designed for impact. 

We have begun to identify ripples of impact by soliciting feedback not just from participants themselves, but also from their colleagues and family members.

In the first round of survey responses, 100% of survey respondents reported observing changes in program participants, and described how these changes have influenced their own thinking and behavior.

For example, V. is a senior leader in an industry that was high on the list of those disrupted by technological innovation prior to the pandemic. This turbulent environment has made adaptive capacity a critical industry priority.

Below is how V.’s colleague characterized the impact. 

V.’s thinking and behavior has changed after taking this course. Now, she’s asking more questions, seems more engaged in new ideas, and open to new ideas from others.

I have been excited to see a more open-ended approach from V. and (V.’s department) over the last several months.

This has changed my perspective…while I was at first worried about the approach and not sure it was aligned with the rest of the organization, I have come to appreciate the different approach of asking more open ended questions and taking time identifying the problem to be solved rather than quickly jumping to solutions and answers, and find myself trying to emulate that in some of my work as well.

Finally, I am slowing down and taking more time to ask questions and find deeper understanding. 

Our Guarantee

If, after having attended all sessions of the 6-week intensive and completed your homework, you cannot say that these sessions gave you new perspectives and options for action, we will refund your money less administration fees.

THE DESIGNERS | FACILITATORS

Monica Leon

Monica is an experienced OD practitioner, facilitator and coach who believes in tapping into the collective wisdom to co-create. A strategic thinker by nature, she specializes in sticky issues, complex systems, and innovative work practices that intertwine vertical development and achieving sustainable outcomes. These are a set of practices that expand the mindset capacity of individuals and organizations in having greater choice and outcome-focused flexibility.

Monica holds a BS with honors in Economics and International Studies from Wilson College, an MBA with distinction from UFSIA, Belgium, and a Master of Science in Organization Development from Pepperdine University, USA. She is an ACC ICF Coach and has been a certified Senior and Global Professional in Human Resources (SPHR & GPHR) since 2008. She has worked, lived, and studied in four continents.

Wendy Morris

Wendy C. Morris is an internationally recognized facilitator of learning and leadership development, especially for leading in complexity. She has designed more than 500 leadership development and engagement programs, while teaching at premier leadership centers in North America, Europe, and Asia. As a strategic thinking partner, she asks generative questions that enable her clients to find clarity that leads to wise action. She views training and leadership development as vehicles for leaders to become more agile, adaptive, effective, and whole.

Wendy works with 3 global networks for change: the Human Systems Dynamics Institute, the Presencing Institute, and the Art of Hosting community. She has a Master’s Degree in Human Development and is affiliated with two research and training centers at the University of Minnesota. Her work has received 25 awards for excellence and is informed by 19,000 hours of mindfulness and embodiment practice.

IN REAL LIFE

Stories of Impact

Read the stories below and learn how HSD is being used to influence change in complex systems.

The stories here are shared with permission.

The context

Our client is a senior executive at a global organization with annual revenues of approximately $20 billion USD. As with many organizations that operate globally, measures and programs are developed at the global office with the expectation that they will cascade worldwide with little or no input from different regions and countries during design and development, and no questions asked during implementation.

 

In some cases, local programs get halted to make way for the new global plan. The global program may or may not arrive when promised. When it does arrive, it may not fit the country or regional needs, and it may be poorly delivered.

 

It is not unusual for regions (country clusters) to have more progressive thinking than their global counterparts when addressing similar issues. The regions are more likely to produce interventions with better outcomes because they are closer to what’s happening on the ground and they understand how to work with the nuances of their specific contexts.

 

The challenge

Our client was struggling with how to create a space to continue to deliver targeted interventions and solutions while navigating an organizational landscape with complex politically dynamics between the global enterprise, the regions (country clusters), and the national organizations.

The question of how to produce effective outcomes without our client feeling at risk of losing his sanity or soul was an ongoing challenge for him. Just thinking about this topic caused him considerable distress and upset.

 

Over time he had generated a standard reaction — he would either withdraw and do whatever he was asked, or try to prompt dialogue which was seen as a direct provocation to the powers that be.

 

The process

Together with the client, we explored how he was seeing his challenge. Part of our strategy was to identify the tensions that he saw in his current situation that were triggering him.

 

Below are examples of a few of these tensions:

    • Distributed control Centralized control
    • Homogeneity Differences
    • Promises Follow through
    • Inflated positive narratives sent up to top Top-down orders disguised as positive stories

As we continued to work on his "sticky issue”, he started to identify some underlying patterns. These patterns were made up of similarities, differences, and connections within the system.

These included:

    • Our client recognized that decisions were being made across the enterprise based on diverse ways to measure and value outputs.
    • Inconsistent evaluative practices made it difficult to assess effectiveness. This inconsistency had been contributing to his frustration because different people were seeing the organization in very different ways.
    • The organization was not learning as priorities kept hopping from one initiative to the other.
    • Top management had low expectations of the regional and country functions. They were not seeing what was possible.

Results

As our client worked through the process, he was able to identify a series of opportunities that were not available to him before:

    • Our client shifted his focus from chronic frustration with individuals at the global organization to generating a different pattern within his primary sphere of influence, which was his functional unit.
    • He shifted from being reactive or combative with global colleagues to forming collaborative strategic partnerships with local and national operations. These partnerships were able to deliver projects from the ground-up that enhanced, complemented or were altogether unique from the global initiatives.
    • He and his group showcased the effectiveness of a more nuanced, locally-driven approach and illustrated that such approaches were feasible even given the size and scale of the organizational enterprise as a whole.
    • Our client's team started to collect evidence and measure outputs. This data was later shared with top management and well-received.
    • Our client saw the long-term potential for his functional unit to become an unofficial centre of excellence that could influence different outcomes at the global level.

Client outcomes

Mapmaking, Authentic Confidence, Work at Many Levels of Scale, Strategic Mindset, and Thinking Innovation.

Transform: the act, state, or process of changing, such as in form or structure; the conversion from one form to another.

 

Our client is a public organisation with approximately 350 people across its district. We were hired to work with them to develop an human resources adaptive strategy.

 

We met with the team to do this work once a week for 2 hours for about 9 weeks. Due to Covid-19 and other competing priorities, the work came to a halt.  The members of the group varied in organisational tenure, age and background. 

 

One thing that all members agreed on was that they were not strategic thinkers; in fact, they saw themselves as implementors of the strategies. Some of them thought that it was best if the Director just handed them the strategy for them to make it happen. By the end of those 9 weeks, the group members had started asking different questions about their roles and their contributions. They also developed a set of simple rules to guide their decision making and gained clarity on what patterns they wanted to create for their team and for the wider organization. 

 

As we re-started this work at the end of last year -with a lot more clarity and a smaller group- the participants started seeing powerful changes within themselves. Their interactions were guided by curious questions, a growing belief in themselves, and tapped actively into their not knowing as a way to open up possibility for other co-workers. 

 

They are now able to see how much of the “work that kept them busy and overwhelmed” was activity based and did not create added value.  Their most recent intervention has allowed them to present themselves in a new light to their internal clients. They were able to showcase -how just in three sessions of 2 hours each with a group of about 20 individuals- the collective intelligence and productivity of the whole group could be uplifted.  

 

On an individual level - the most junior person in the group has stepped up and elevated her way of thinking to levels her manager could not have dreamed. Now, this junior staff proudly sees her capacity to be a strategic thinker. When clear direction is not provided, she does not shy away from asking questions to create clarity for herself. She has developed new skills that enable her to contribute to the team in ways that have been described as “critical/creative thinking on steroids.”

 

As for the manager, she is not only thinking more strategically herself but also sees how to use her experience and tenure to create her own change maps as she navigates the organizational politics. As we continue working with this group, they are now planning and acting even in the midst of uncertainty. 

 

Their new perspective emerges from their direct experience - that this is not just about influencing but remaining open to be influenced by others as they move forward. 

 

This story is still unfolding.  

 

Our client outcomes: Mapmaking, Planning and Acting in Uncertainty, Authentic Confidence, Work at Many Levels of Scale, Strategic Mindset. 

fundamentals

What is HSD?

Human Systems Dynamics (HSD) is a field of theory and practice that builds Adaptive Capacity to help individuals and groups find options for action when prediction and control are impossible.

HSD has been used across sectors and around the world, wherever complex situations create seemingly intractable issues.

HSD essentials was designed

In association with

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For questions or further information, please write….
team@hsdessentials.com