IN ORDER
● to identify imbalances in the interactions between units and to agree productive exchanges
● to strengthen functional interdependence and common objectives
● to promote the opening up of the different work areas to their environment

IN SUMMARY
The habitual structuring into areas, departments or specialised functions creates order but at the same time separates. One of the effects of this is that achieving the specific goals of one party may involve difficulties for another party. 

The proposed process consists of enabling the participating organisational parties to discover their work interactions, putting the emphasis on their mutual contributions.

The result is the acquisition of an idea of the group as an interdependent system with common goals, the review and mutual adjustment of the task to be carried out, and, ultimately, a new type of organisation in the form of a network that appeals more to co-responsibility than to a hierarchical structuring. 

It involves the practice of a methodology that enables continuous adaptation in order to deal with the complex and fluid demands of the current context.

 

METHODOLOGICAL INSTRUMENTS
Systemic Contributions©,  Soft Systems Methodology, Viable Systems Model, Lean Management, Business Process Design