Tag Archives: scale of transformation

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Bridging the Gap in Mindset

image006image007To be really good at transformation the binders must come off.

These two images capture the ‘from’ and ‘to’ of making the mindset shift into an agile, interoperable organization that is capable of continuous transformation.

Each organization has a greater or lesser degree of each mindset and the reason for the identification and discrete definition of the Transformational Organization Paradigm is to provide a platform for assessing the current mindset of the organization.

Characteristics of pre-millennium thinking that are fast becomming obsolete can be described as ‘Industrial Age’ in nature. The degree to which an organization holds to Industrial Age thinking, methods, organizational structures, practices in management and governance, and leadership techniques indicates how large a gap must be bridged to bring the organization into alignment with new-millennium ways of operating.

Moving from Industrial Age thinking through Information Age tactics to New Millennium ideologies is work each pre-millennium business must approach. The Transformational Organization Paradigm and Framework provide a measurable, repeatable way of doing just that.

In this area of the Transformational Organization Framework, employee demographics, prevalent leadership styles, reward and value characteristics are evaluated against the particular industry, business environment and specific transformational pressures the organization faces.

Before an organization can embrace the kind of agility and inter-operability represented in the second image above a number of dicotomies must be resolved within the day to day work context of the balance of employees from the board and executive team to field staff. Below is an example of these.

Industrial Age to Information Age First

In order to bridge the gap in mindset the organization must also address the divide between the ‘business’ side of the organization and the ‘technology’ side of the organization. So as the organization work to bridge the gap in mindset, it must also work to bridge the divide between ‘business’ and ‘technology’.

The common objective is an aligned stride and cadence of organizational agility – in preparation for the next ‘age’ that is coming into view.

 

Flux and Transformation Organizational Metaphore

Around 500 BC the Greek philosopher Heraclitus noted that, you can not step into the same river , for other waters are continually flowing on.” ” Everything flows and nothing abides; everything gives way and nothing stays fixed…cool things become warm, the warm grows cool; the moist dries, the parched becomes moist….It is in changing that things find repose.

(Morgan, pg.241)

Gareth Morgan proposed 8 ‘metaphors’ to characterise the current state of organizations in 2006.  Some speculation exists as to whether organizations evolve from one metaphor to another.  The article at this link defines the Flux and Transformation metaphor clearly.

http://lewisorgtheory.pbworks.com/w/page/16682135/Flux%20and%20transformation

 

Constructive Conflict for Creative Innovation

iMind supports constructive conflict – it is a way to break through norms and addictions to the current state.  Properly applied, this technique removes resistance to change and garners higher levels of commitment to transformative work very quickly. Avoidance is a big barrier to achieving transformation and methodically pursuing the transformative vision. Bringing existing conflicts to the surface, acknowledging them and discovering commonalities as a result, clears a path for transformation to move forward.

See full article…

http://p3edge.com/constructive-conflict-for-creative-innovation/

 

Meeting the Challenge of Disruptive Change

Why do so many companies fail to innovate successfully?… What’s going on?  After all most companies boast talented people and deep pockets…

Harvard Business Review Report on Disruptive Change

http://www.zurichna.com/internet/zna/SiteCollectionDocuments/en/media/FINAL%20HBR%20Meeting%20Challenge%20of%20Disruptive%20Change.pdf

 

 

Paradox : A Gestalt Theory of Change

by Herb Stevenson

Underlying the application of Gestalt theory to organization development, consulting, and/or coaching is an approach that Arnold Biesser, M.D., characterized in 1970 as the paradoxical theory of change. This theory, which has become the foundation of practice at the Gestalt Institute of Cleveland, flows from the primary premise that meaning manifests through the differentiation, dissolution and integration—a form of absorption—of polarities. This article provides an understanding of the theoretical concepts that underpin Gestalt theory as it relates to polarity, paradox and dilemma.

http://www.clevelandconsultinggroup.com/articles/paradox-theory-of-change.php

 

Organization Theory and the Transformation of Large, Complex Organizations

Since the late 1990s, the transformation of large, complex organizations has become a topic of considerable interest in industry, academia, and government, especially in the context of a global economy linked to increasingly pervasive technology.  Such transformation is understandably of particular interest in the United States because, in many ways, it is defined globally by its enormous and influential government and business organization as well as by the reputation of some of its most prestigious academic ones.

Dissertation: Donald H. Rumsfeld

Transformative Change – It’s Bigger Than You Think

Dr. Linda Miller’s latest article in Government CIO Magazine talks about how approach communicating that a transformative effort is approaching.  It highlights the primary elephants in the room to recognize to retain audience attention and avoid the “you’ve got to be kidding” response.

Communicating clearly and in realistic terms from the get-go is critical to opening the pathway for transformative change and avoiding the paralysis of disbelief and starting the wheels of innate wisdom turning.

Government CIO Magazine