Spiral Dynamics Integral

Natural Design is a comprehensive flex flow process that permits specialization, customization, and continuous fine-tuning for organizational development. The design process draws on a set of complex tools inherent in the systems-change theory of Spiral Dynamics integral.

 

Be aware that six necessary conditions for vMEME change have to be met if an organization is to experience lasting change.

  1. The Potential in the mind/brain for change must be there.
  2. Solutions to current problems
  3. Dissonance and uncertainty
  4. Insight and alternatives i.e. there needs to be sufficient insight into the causes of the dissonance, and awareness of alternative approaches to their resolution.
  5. Barriers identified and resolved, eliminated, bypassed, neutralized or reframed.
  6. Consolidation and support i.e. when significant change occurs, there can be periods of confusion, false starts, long learning curves and awkward assimilation while consolidation of the new thinking occurs. If there is no culture of nurturing support during the transformation, new vMEMEs rarely germinate.

People/corporate cultures/organizations vary in terms of their vMEME system potential to change along an ‘OPEN- ARRESTED-CLOSED (OAC) continuum. Five additional critical landmarks identify the sequence of change for vMEMEs in transition to facilitate consolidation of the ideas and insights.

The dynamics of change also include seven distinct Variations of Change. Each variation represents an approach that fit particular circumstances; some being first order change and some are second order change typologies Core tools engineer the flow of work. Some of these include:

  1. The Design Formula which asks HOW does WHO lead/manage/teach WHOM to do WHAT and WHERE?
  2. Integration/Reconstruction process meshes thinking on three levels into one organism by means of X, Y and Z Templates which are:
      • the specifics of the job to be done.
      • The support systems for the people who do the job, and
      • The overarching executive intelligences necessary for the macro-management of everything and everybody while it is being done.

We pursue the following 10 alignment processes:

 

  1. Identify what business you are really in to inculcate purpose and direction. Ask questions such as ‘why does your enterprise exist, what work do you do, and what do you want to become’?
  2. Power up the capacities for environmental scanning to chart big picture patterns and flows in the milieu
  3. Take inventory of resources, functional capacities and life-cycle stages.
  4. Establish Set-Points, Locate Flywheels, and Map the Organization’s Psychological ‘DNA’.
  5. Develop and propagate a strategic vision for change.
  6. Connect everything to everything else.Usingthe X Template, work can be organized around the flow of information.
  7. Create a hypothetical model of your ideal organization that fits with the six elements already outlined congruent with the flow of the work itself.
  8. Liberate, realign and reshape current systems to fit the new model. This may include introducing some dissonance into the organization culture to see how the systems define the situation and respond.
  9. Using the Y Template, place the right people into the right job with the right tools, and provide support congruent with the development stage of the employees.
  10. The Z Template: Build in an ongoing alignment process in recognition that change is constant.Good strategy formulation requires the skill to scan and monitor the internal and external environments, as well as the built-in capacity to make midstream adjustments as the currents shift. Multiple monitoring and feedback functions should be built into each node, network, and process.