When a problem is complex you cannot solve it by isolating the parts and dealing with them individually. How do you understanding the dynamics when cause and effect is not a straight or obvious line?
There are some principles to work with when you are trying to shift dynamics or culture or broader patterns. For example, there is no one place in the organisation that understands everything. So one needs ways of tapping into the distributed intelligence.
For many years we have worked with organisations that have many parts and with systems of many connected organisations
...there are no games or exercises. The conversation is connected to the real work that you have to do and the relevance immediately visible.
...in creating conversations and processes that shed light on things that were not fully in awareness, so that you can take action to make your organisation more effective.
For example, in an engineering company we convened 100 leaders to work on some of their wicked problems simultaneously and in connection with each other. The resulting progress they made in one day was more than they had achieved in several months.
