The systems-centered approach to organizations brings an innovative technology that makes it possible for organizations and work groups to lower the personalizing that is so troublesome for the people in organizations. Instead, learning to think "systems" shifts towards being able to see oneself in one's role and context. This book illustrates actual examples of the basic systems-centered methods being applied in organizational work groups, in coaching, and in school and educational settings. The systems-centered approach introduces both a new perspective and an inventive technology: Functional subgrouping is used to resolve conflicts and strengthen decision-making. The systems-centered framework of "role, goal and context" enhances teamwork and lowers personalizing. Deliberately filtering noisy "talk" increases the potential for communication to work. The paradigm of phases of system development in organizations links each phase to specific change strategies. This collection of articles brings together a range of examples that illustrate these human technologies and apply systems-centered theory and methods to various organizational contexts: companies, non-profit organizations and educational systems. This book is essential reading for consultants, managers, teachers, administrators and any change agents interested in learning to influence the system and not just the people.