Introducing The Open Ki Model

Open Ki Management is a revolutionary, dynamic open system management model that has the power to transform, not only management operations systems, but the individuals and teams which create and drive those systems. Open Ki Management is based on the premise that win-win solutions emerge when approached with an open mind and an inclusive outlook. In a traditional "closed" model, organizations become compartmentalized, so that when problems do arise, there is a tendency to solve those problems in a vacuum without considering the needs of others or the organization as a whole. This is further complicated when an organization has an overwhelmed and overburdened staff, resulting in a reactive approach that can, over time erode the foundation of the organization and even threaten its survival.

With The Open Ki Management model, problems are seen as symptoms of an organization-wide imbalance or trauma that needs to be addressed at the source. This involves creating an environment of trust and inquisitiveness where problems can be discussed and options can be explored with honesty and accountability. Input from all levels of the organization is crucial as the best solutions emerge when there is a feeling of co-creation and ownership as well as an investment in the outcome. This process continues as the walls come down and new relationships are forged, fortifying the success of the organization as well as the individuals who work there. Management and line staff begin to harness the power of what we call "real time assessment" in the decision-making process, as opposed to static strategic planning confined to the pages of an often neglected document. Problems become opportunities for change, rather than obstacles to be overcome.

Managing Beyond Authority

Open Ki Management principles are applied to three focal areas of organizational and professional life:

Management of the SELF

It is self-evident that in order to be positioned to manage anything effectively, one must have supreme control over one's own actions. While this may sound simple, it is not. It is only through the dedication and practice of some method of self-improvement that this can be even modestly achieved.

Open Ki Management interventions include "practice model" components which are specifically designed to address self management issues in executives and other company personnel. Managers learn how to override negative ways of reacting in response to conflict, multiple agendas, time pressure, and competition, and as a result, they discover more effective ways of achieving success with organizational objectives.

The Open Ki practice model includes the use of unique visual motor practice modules based on behavioral science and martial arts principles. These modules teach managers the deepest level of self management skills possible.

Management of the TEAM

Once one has addressed the issue of managing one's own reactions and behavior, the challenge then extends to deal with the issues around us--namely the teams in which we operate. Open Ki Management utilizes principles of effective physical self-defense techniques and applies them to challenging psychological and interpersonal issues within teams and working relationships.

Team members learn how to avoid resisting or opposing confrontation, challenge, or attack, and learn how to leverage success opportunities which are hidden within challenging situations. Teams discover new power in embracing a full range of relating with one another, including challenging features which are largely avoided by team members in most companies. This new power fuels increased creativity, resiliency, flexibility, efficiency, and effectiveness, thus improves team performance on organizational objectives.

Management of the SYSTEM

Once the self has been brought under control and the team is functioning optimally, the systems within which the self and team operate must be addressed. Systems design bears the ghosts of past individual and team dysfunctions, much in the way family systems bear the scars of past family member issues. In addition, there are basic myths about how to grow an organization that are commonly accepted as truth, which severely limit organizational success.

Following a comprehensive in-house assessment of systems structure and functioning, a new corporate mythology is woven into systems redesign which is not reliant on force or authoritarian demands, and it is more tolerant of failure, and respectful of the human and family needs of the teams driving those systems, while at the same time increasing efficiency.

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