Organization Dynamic Zone Overall Scoremckbdemo Emotion Comfort Zone 3Stage Stress Vs Personal Power and Morale Attitude Stimulation Control InfluenceLeadership(11)Sustainable Comp. Advantage(10)Competitive Advantage(9)Sustainable Competitiveness(8)Competitiveness(7)Organizational Learning(6)Organizational Change(5) 5Destabalisation(4) 4 4Stabalisation(3)Critical Divergence(2)Critical Dependence(1)Insulation((N) P) 1 1Inertia(0)Black Hole((-N) P)Construct: Stress Vs StimulationDiagnostic Result: Your organization has been diagnosed as operating at Stage4Developmental Programme: Sustainable Development begins with Phase1BPhase 1BDisconnectionINTERVENTIONS: Engage in the most practical possible disconnect from the source(s) of StressRATIONALE: If the levels of stress in the organization are such that they pose a threat to or are draining the system, then amore accurate diagnosis of the cause must be made and it must be disconnected from the system. This may be the work of anindependent professional. The term disconnect is loaded as it may not be possible to remove your only customer if they arecausing stress, but there must at least be a collective emotional disconnect which means not letting the demeaning aspects ofthe situation get to people. There must be a cognitive disconnect also for the system, insofar as management must beginsearching for alternative customers. This phase ends when stress is either so contained or removed, or a believablecommitment is given by management to replace the stressor in the system (e.g., new customers).Phase 1AIncubationINTERVENTIONS: Devise a vision of a stimulating environment, together with a plan to achieve itRATIONALE: Once the sources of stress have been removed, this phase begins with commitment to remove resultant stress fromthe system, and ends with a vision of an achievable stimulating environment together with a plan to achieve it by negotiatingthe above phases. If the erstwhile source of the stress is understood, this re-generative activity can be planned and possiblycarried out without outside assistance depending on scale effects. The programme must obviously encompass a host of criticalconstructs and involve all of the key people.Phase 1Critical DependencyINTERVENTIONS: Turnaround Event and/or signal leadership input, Engagement of a Stress-Management Counsellor andinstigation of an Employee Assistance ProgrammeRATIONALE: If the burnout or over-stressed nature has been or is so chronic and/or is restraining growth, then the organisationneeds to take guidance from a trusted source and unite in a recovery programme. In order to build confidence and self-belief,the phase-by-phase format of the Holignment programme is most appropriate. It may be necessary to do somethingextraordinary to ignite the people and breathe life back into the organisation. A rush of feel-good may be required, and thiswould be different across different situations: it may range from a corporate night out or week-end away to authorizingindividual-level treats, but the leader should be involved. It is very important that the gesture is not seen as a reward, and thatit is clearly packaged as a morale or team-building exercise that should lift spirits, and that there are expectations around fullinvolvement in recovery. Any sense that the gesture could be a reward for anything including loyalty, is self-defeating, as onlyperformance should receive reward. Obviously, someone needs to “be there” for people – this may be the leader for somemanagers, but it is possible that a Stress-Management Professional needs to be engaged. The emphasis at this stage isgenerating trust between the organization and its people. An Employee Assistance Programme (EAP) should also be considered.
Phase 2Critical DivergenceINTERVENTIONS: Information-rich stimulation programmeRATIONALE: in this phase, the organisation needs stimulation and a systemic reawakening of personal capacity to act.Personalisations of work-spaces, sports and social activities, incentives, etc. can be used. Variety is a key factor at this stage.Any sense that the organisation is setting into a pattern is highly dangerous. This should be an information-rich time for theorganisation. It is the stage when people need to hear of a range of successful or potentially successful efforts of people in theorganization or in any case there should be excitement in the organisation. Variety of work or projects should be a function oforganisation development if the organisation overall is at this stage, so people should also get the sense that there are varietiesof opportunities or challenges at this time. Naturally, this period must be time-framed, as disillusionment from the perception ofmisinformation, or physical fatigue from over-commitment will ensue. Another dimension of divergence, is for all managementto take a lead in being seen to act to reduce stress, and to give constructive re-enforcement, albeit perhaps on a fire-fightingbasis at this stage, but also perhaps under the coaching of a professional.Phase 3StabilizationINTERVENTIONS: Install a Stress Management Programme; Time-frame organizational progress through any concurrentstrategic decision-making phaseRATIONALE: The people need a sense of the formation of a stable platform from which the organisation can re-shape itself. It isimportant to on-board people with developments through workshops, communications, etc. Projects need to be analysed forstress/return payback, and workload needs to be trimmed or resourced to what the organisation can sustain. In other words, astress-management programme needs to be installed that addresses all the system from resource allocation to rewardmanagement and customer feedback. If stress is at this level, then it is likely that the organization is also at a deciding phase inits strategic development. Again, time-framing is important as this is the level that is known in its chronic nature as the comfortzone, so no patterns should emerge at this stage that it is alright for management to over-analyse – choices should be madeefficiently and with the widest information input, and people need to see this in action – and be assured that the time of takingstock is being well used.Phase 4DestabilizationINTERVENTIONS: Resource and/or Pilot people with potential to champion a more assertive behaviour in line with organizationalstrategyRATIONALE: This is the phase of re-shaping and pre-framing the shift from stress to stimulation. People need to see thatinitiative is rewarded and that the organisation is picking up on suggestions throughout the system. This is the beginning of theinvolvement in a growth pattern, and the people must be fully engaged through good communications procedures. If they arenot engaged at this emergent period, they will descend into resentment and back-footedness into the Comfort Zone. Trainingand Development needs to address discarding emotional baggage (collective and personal) and skill and position champions forassertiveness.Phase 5Strategic ChangeINTERVENTIONS: Basic organization-wide Performance Management Processes and Procedures, excellent Interpersonal andIntrapersonal Skilling, and begin to embed Life-long Learning CultureRATIONALE: This is the phase of systemic move from stress to stimulation. Given that emotional baggage is removed,leadership and management are on board, champions are in place and people are skilled, everyone needs to be put under somepressure to perform, given that growth is possible and presented in a visionary framework. This construct contributes to EarlyLearning through the establishment and agreement of roles for people, and performance management that caters for goals,rewards and trusted appraisal. Interpersonal Skilling needs to occur around communicating and teamwork; IntrapersonalSkilling re. time-management, and goal-setting, etc. Full Change-Management Protocols should apply, and personal stimulationfrom leadership is critical through this phase. The embedding of Life-Long learning should begin with the above in place.Phase 6Org’al LearningINTERVENTIONS: Assertiveness Programme and high-involvement Goal-Setting Training, Competitive Performance-Mgt.ConstructsRATIONALE: This phase is about systematizing the successes of the early learning or change phase. It consolidates stimulationinstead of stress. Highest-level training is introduced both technically and around Goal Achievement. Performance-managementconstructs need to operate are competitive levels (the level above this) in order to provide sustainable change (systemiclearning) in stimulation.
Phase 7CompetitivenessINTERVENTIONS: Align behaviours with strategic needs of the organization through role-building, leadership, reward etc.operating at phase 8 and ensure excellence in embedding customer-care cultureRATIONALE: An organization (like a sports team or any human system) can be described as competitively stimulated when itsperformance is as good as it can be when measured by 1) existing results-based parameters around endeavours that haveemerged as strategically viable and contributing to organizational competitiveness and 2) the degree to which the expectationsof internal and external customers are exceeded. People are performing and adapting as well as they can by existingbenchmarks. If all of the training and systems are in place, stimulation is a matter of role-definition, leadership, multi-dimensional reward, etc. These constructs need to be operating at the next phase for this phase of stimulation to take hold.However, the customer-care excellence culture must be lived for people’s stimulation to traverse this phase, so excellence in itsembeddedness is important.Phase 8Sustainable CompetitivenesINTERVENTIONS: Ensure Systemic Connectedness for everyone from Environmental Scanning to task-force activitiesRATIONALE: Given that people are operating competitively, the objective of this phase is to ensure that people are resourced(intellectually, monetarily, emotionally, etc.) to the highest levels to continue such performance of their roles. Feedback loopsare vital so that success is systematised through procedures that are constantly updated, so that as much uncertainty isremoved from work patterns as possible. Connectedness is key, and people are resourced to connect with whoever is of useboth internally and externally. Rewards are also attached to contributions to competitiveness.Phase 9Competitive Adv.INTERVENTIONS: Ensure an alignment of critical related organizational constructs to achieving Competitive Advantage andfacilitate creativity and self-expressionRATIONALE: Again, the process of stimulating people to competitive-advantage levels is a matter of other constructs operatingat this or higher levels. People are creatively stimulated by advanced product, reward systems, worthy goals, effectiveleadership and management, with stimulating environment, and a worthy organization in general. Critically, stimulation yieldscompetitive advantage when people engage at the level of Self-Expression – in other words resolving issues on their ownempowered initiative, though again, this is contingent on the organization operating at such levels on critical constructs.Phase 10Sustained CAINTERVENTIONS: Systematise creative input from all around the system and align organizational constructs to the sustainabilityof Competitive AdvantageRATIONALE: The stimulation needs to operate now on a systemic basis. This means that input from everyone from customerand supplier to all staff and leadership is processed systematically and with energy to keep the organization in anticipatorymode.Also, stimulation is an emergent property of a whole range of critical constructs, so they need to be maintained at this or higherlevels.It is stimulation in particular, that suffers if critical constructs degrade and operate at lower levels or loose vitality. The building,themed decor, etc. need to re-enforce responsible creativity.It is important also, that the motivational framework is now driven by success and in particular at generating and sustainingnovel product and/or solutions. People are motivated by the feelings associated with being successful and carrying responsibilityfor progress within their field, both within and outside the organization and feedback of this energy should be systematized.
Phase 11HolignmentINTERVENTIONS: Generate and Maintain a culture of moral authority and LeadershipRATIONALE: People are stimulated at this level by the degree of leadership that they have earned the right to represent bothwithin and outside the organization. This involves generating and maintaining a culture of Moral Authority which appeals to thehighest levels of stimulation, that should, in the main, be emergent from the developmental patterns of the Holignmentframework. The key people should also give leadership in the broader environment that is mutually beneficial to theorganization and the macro system, and not contrary to internalised standards of moral leadership, while projecting a stimulatingand constructive approach. It is also important that such connectedness generates opportunities for the organization. Thismeans that there is always a (subtle) hustle agenda to stimulating connectedness in the macro-environment. To lose this edgeat these levels of functioning is dangerous for the organization. Ideally, giving such leadership in the macro-environment is afunction for all people of the organization.Phase 12Sustained LeadershipINTERVENTIONS: Re-invigorate the phases of organizational stimulation on a cyclical basisRATIONALE: Re-invigorating the phases means that you ensure that the organization is rid of chronic stressors, revitalise aworthy vision for resolving stressful issues, re-enforce trustworthy stimulating leadership and management, as well ascomradery. Maintain good stress-management programmes, training in assertiveness. Monitor results for sustained competitiveperformance, and attend to those short of expectations. Re-invigorate all creative processes to be the stimulating personalengagements that they should be, and ensure systematic connectedness that people give leadership in the sector and in thebroader world. Also, maintain mission-critical constructs at the highest levels, because stimulation is also an emergent productof systemic functioning.
Construct: Personal ControlDiagnostic Result: Your organization has been diagnosed as operating at Stage1Developmental Programme: Sustainable Development begins with Phase1BPhase 1BDisconnectionINTERVENTIONS: Disconnect the source of dominanceRATIONALE: If people feel that power is held over them such that it is a threat to or is damaging the organization, the effecton morale is unequivocally detrimental and the source must be isolated and disconnected if the organization is to achieve anymovement up the growth curve. If the source is a key person or leader, then the disconnect may be a disconnect fromoffensive behavioural patterns, but a line must be drawn and the phase ends when a commitment is reached to begin theprocess of empowering the organization. If the effect is cause by a leader, or even a leading person, this should be the workof a professional outsider.Phase 1AIncubationINTERVENTIONS: Generate and win commitment to an empowerment programmeRATIONALE: This phase begins with a commitment to empower the organization and ends when that has a vision that isclearly desired by all key people, and there is a plan to achieve it. If there has been some disconnect in preparation for thisphase, then the independent consultant should continue to drive the process through this phase which ends when theleadership takes accountability for empowerment in the organization.Phase 1Critical DependencyINTERVENTIONS: A trustworthy Leader takes accountability for an empowerment programmeRATIONALE: In the event where people as a collective, feel that control over some fundamental part of their lives has movedbeyond their influence, a sense and pattern of control must be adopted from an outside source. Someone must give them asense of their value and purpose in what they do, and a sense of being willing to take the same journey to better times.Better still if this person has made such a journey themselves and generates a sense of trust in relation to maturity,competence, and will.Phase 2Critical DivergenceINTERVENTIONS: Visits to suitable internal LOC organizations, and/or visits by people who can recount experience of a moreinternalised LOC culture; recruit people of more internalised LOC, to act as stimulation to others, etc. Key People championILOCRATIONALE: If there has been a period when people yielded their sense of control to a primary source of energy such as aleader, it is vital that they must be now enabled to test reality under their own initiative. It may be too early in the system’sdevelopment to undertake serious personal development initiatives, so the energy is still coming from the leader. Therefore,there must be diligence instilled into the organisation. Hopefully, the leader has earned the right to push people intoundertakings that might be considered risky, and the vision must be clearly championed when looking for such effort.Furthermore, this stage must be time-framed, or people will lose faith or suffer burnout.Disciplinary procedures must be raised in awareness if there is dissent, but this is not a stage for micro-marshalling except inmission-critical areas. It is important at some level that key people take on the responsibility from the leader of championingILOCPhase 3StabilizationINTERVERNTIONS: Self-Development around Choice; anti-Externalized LOC programme, etc.RATIONALE: It is vital that the organisation begin to give people a sense of control over their own destiny. Activities must bebrought within manageable levels. People must be aware that management are working towards both the organisation’s andtheir own long-run interests. Some basic levels of personal-development programmes may be initiated around choice as asignificant basis of Self-Development, and in particular this should be championed by leadership and management who havealready undertaken the programme. People must become relaxed into performing in a regulated environment that seeks toend bullying and other externalised-LOC-related maladaptive behaviour, and restore people’s rights.
Phase 4DestabilizationINTERVENTIONS: Create champions of Internalised Locus of Control (ILOC)RATIONALE: Some people will show capacity for personal initiative. These must be carefully vetted and those who areconsidered worthy must be supported in leadership roles on projects. People must be meritocratically assigned to projectsthat best serve mutual interests. Personal development should focus on goal-setting that should be implemented. For manyconstructs this phase includes piloting and this may be useful for LOC also.Phase 5Strategic ChangeINTERVENTIONS: Complete a General Personal Skills and Assertiveness ProgrammeRATIONALE: Everybody must be challenged and trained to take personal responsibility. Those who do not respond favourablymust be removed from the system The term removal from the system is more loaded than referring to simple dismissal. Thedismissal should be such that encounters between the removed and staff outside of the organisational functioning will notundermine internalisation. This means that long-run people are brought ina constructive manner to legitimately feelpsychologically differentiated from those who will leave. Goal-setting becomes mutually important. Personal-developmentshould move to developing general personal skills such as team-work, leadership, presenting, etc.Phase 6Org’al LearningINTERVENTIONS: Complete Role-Focused Specialised Personal Development; High-Involvement Performance ManagementProcesses and ProceduresRATIONALE: Organizational Learning for this construct means that because of what the organization is doing, everyoneinternalises change to a responsible and effective constructive attitude for congruent benefit that is measured within theorganization as efficient performance.Coaching is the management mode most suitable for the transition in behaviour. Watch for people taking advantage ofvolatility. This is the time to push for real change in behaviour, and assertion of personal involvement, and this must befacilitated by communications policy. Skilling for Personal Development must become more specialised to the tasks atindividual level that are strategic to driving the long-run fortunes of the organisation. To increase a sense of ownership ofgoals, etc., involvement should be high in Performance-Management processes and procedures. This phase ends whenefficiencies allow managers to pull out of operations and focus on the competitive performance management of the next phase.Phase 7CompetitivenessINTERVENTIONS: Install the Core Value of “Responsibility” is systemically and personalise goals and success feedbackRATIONALE: Internal Locus Of Control behaviour is insisted upon at all levels and activities so that it has become internalised.Responsibility is highlighted as a core value and reinforced in management behaviour, culture, images, etc. Personaldevelopment moves to higher-values issues. Use the empowerment emphasis to attract the best people. Give feedback thatassociates success with personal performance (rather than luck or situational factors). Personalising stretch goals isimportant.Phase 8Sustainable CompetitivenesINTERVENTIONS: Proceduralize systemic empowermentRATIONALE: Proceduralizing systemic empowerment means e.g., Messaging that champions assertiveness, communications-cycles that engage everyone and respond to everyone, performance management that has a clear win-win focus, self-development training is ad-lib, etc. People are encouraged to show leadership in their fields and make presentations ratherthan leaving it to their managers, etc. Ground rules for meetings and all procedures systemically and explicitly reinforce goodLOC. Communications procedures must be such that every person feels that their voice is picked up in a transparent manner.
Phase 9Competitive Adv.INTERVENTIONS: Train, empower, resource and reward Creativity and Self ExpressionRATIONALE: This is the phase to move to individualisation and the leverage of engagement with people as self-expressingpeople. For the organization this is not signalled by just taking responsibility for high performance and creativity, but forrecognising potential problems and leading to their resolution. The person is trained in personal creativity in the broadestsense of the word. Each individual is encouraged to explore locus of control in their lives so that an individualised style willemerge, and the organisation will reverberate with focused self-expression that will render it creative in dealing withchallenges and uncovering and harnessing opportunities. Reward is related to effects of behaviours at this level. This phaseends when people can realistically feed this energy into creative structures such as Self-Directed Teams, Task Forces,Continuous Improvement schemes, Brainstorming, etc.Phase 10Sustained CAINTERVENTIONS: Systemise processes and procedures around responsible Self-ExpressionRATIONALE: This is the stage for the organization to systemise around the highest levels of internalisation of LOC, and Self-Expression, as well as Responsibility – hence maintaining the required balance between Discipline (Quality) and Creativity orcollective self-energised strategic progress. All Processes such as Meetings, task-force involvement, etc., should be evaluatedfor Responsible Self-Expression, and performance-management procedures aligned accordingly, etc. This phase ends whenpeople have participated well in creative structures such as Self-Directed Teams, Task Forces, Continuous Improvementschemes, Brainstorming, etc.Phase 11HolignmentINTERVENTIONS: Position the organization’s people and the organization itself as champions of human-rights or humanistvalues internally and externallyRATIONALE: People are presented as role models to new recruits and in any related community activities such as personal orbusiness / entrepreneurial growth programmes in which the organisation is involved. This is the highest level of reinforcementof LOC. Each individual is a champion of the organisation, and much work is done on aligning personal and organisationalvalues and purpose. Depending on the scope of the organization, it should champion empowerment and human rights in thebroader world, thereby gaining integrity within the organization and throughout the macro-system.Phase 12Sustained LeadershipINTERVENTIONS: Re-invigorate the phases on a cyclical basis, to sustain empowerment at the individual level throughout theorganizationRATIONALE: Ensure that antagonistic elements are disconnected from the organization – this means that people with High-Dominance needs are not employed, etc.; that the leader and key people champion empowerment, that people are familiarisedreasonably regularly with the value of empowerment, that the systems function as best in class, use the establishedempowerment to attract people with High-Achievement needs, facilitate Self-Expression and empower structures such as Self-Directed Teams, associate product with empowerment and be seen to effect some leadership of empowerment and humanrights in the broader world.
Construct: Power and InfluenceDiagnostic Result: Your organization has been diagnosed as operating at Stage1Developmental Programme: Sustainable Development begins with Phase1BPhase 1BDisconnectionINTERVENTIONS: Diagnose and disconnect from source of damaging powerRATIONALE: If the use and experience of power is such that it is damaging or a threat to the organization, then the source ofthis effect must be found and disconnected. This may be a behavioural disconnect if the source is a leading person, but a linemust be drawn on such behaviour, and a commitment made to progressive change. If the source is a leading person, this isthe work of an independent and qualified professional. If it is a customer effect, then a commitment must be made to seekalternative product outlets, as dominance like this will not allow growth for the organization. If it is a financier effect, thenalternative financing will have to be arranged that is supportive of a long-run plan to sustainable competitive advantage.Phase 1AIncubationINTERVENTIONS: Workshop(s) on generating an organization generating positive internal and external influenceRATIONALE: Depending on the degree of negative effect that maladaptive power has had, and where it came from, this phasemay require the direction of a qualified professional outsider. It begins with a group of key people whose power effects rangefrom neutral to positive. It ends with these people signing up to bringing to fruition a vision of an organization that earns theright to exude positive power and influence internally and externally. Some training for key people should be incorporated intothe related workshop(s).Phase 1Critical DependencyINTERVENTIONS: Leader asserts AuthorityRATIONALE: People must rally behind a source of inspiration – typically a suitable individual, but an agreed plan or vision canalso lend a sense of power within a disenfranchised organisation. The organization must go through a short-run period ofstrong leadership to realise that power rests with the leader as well as accountability and responsibility. If the person hasearned the right through generating trust for reasons related to skills, past performance, relationships, etc., this should be afoundation period for the organization. If the person then applies drive and openness that growth will be dynamic andsustainable. Particularly if the organization is in crisis, authority must rest with a simple decision-making device, and as thesituation improves, the next phase of delegation must be seen to begin.Phase 2Critical DivergenceINTERVENTIONS: Power and Responsibility is delegated to managersRATIONALE: Power must eventually be dissipated throughout the structure, and this phase is about delegating it to managers.These people must be trained in general and specific use of power as expeditiously as possible, because they too must asserttheir authority and then begin to champion empowerment. This phase can be referred to as the phase of Positional Power,because power rests with someone in proportion to the position they hold in the organization. The dissipation will cause somechaotic effects. Obviously, while power and responsibility are delegated, accountability for the organization and itsperformance remains with the Leader. It is important that the leader enters into a coaching relationship with the managers,and does not allow bad power to antagonise organizational progress, and removes antagonists if necessary.Phase 3StabilizationINTERVENTIONS: Build comradery and assess the use of powerRATIONALE: As long as the organisation is performing (albeit under an autocratic positioning of power) it must enter a periodof stabilization. This may mean that some comradery building is done, which should ideally be done around achievement ofsome strategic success. The emphasis is on socialization so a large-group event such as a night out with some presentationscould be appropriate. This phase is also typically about taking stock, so the use of power must be assessed objectively.
Phase 4DestabilizationINTERVENTIONS: Implement findings of assessment and position replacementsRATIONALE: This phase is typically about implementing findings of assessments and challenging those who show potential.Those who have used power inappropriately must be relieved of their privilege if caused by unsuitability, or removed from theorganization if caused by malice. The general population receives general training related to assertiveness etc. Theorganisation must encourage the success of those who have used their power in the organisation’s best interests and showngood return for their efforts. The organisation must bring a cultural definition to the role of power before expanding the powerbase again. Specific training around power and influence with respect and purpose is introduced to everybody.Phase 5Strategic ChangeINTERVENTIONS: Bring Key People into the Influence network and train everyone in Power and InfluenceRATIONALE: The initial phase of organizational learning is about people changing and the next phase is about the organizationtaking hold of the successful dimensions of that change. The organization moves into learning mode when power begins to bemore accurately described as influence and is seen to move from positional power that has been tempered with good relationsto people who can do what the organization needs to be done. This is called Expert Power. It is also important that theorganization has champions distributed throughout the organization. These are referred to as Key People or Leverage Peoplewho through their street credibility in their area can influence their peers. In preparation for further dissipation of power, theleader and managers must role-model the correct use of power. Everyone should receive training in Power and Influence.Phase 6Org’al LearningINTERVENTIONS: Systematise those elements that effected sustainable adaptive change to an Expert-Influence DistributionRATIONALE: The organization learns by taking hold of successful change. This means systematising what has proved effectivein bringing change. E.g., the best training course on Power and Influence is installed in the T&D programme; the involvementof Key People is regularized; promotion criteria are established; reward mechanisms are proceduralized; etc. Managementperformance is measured according to efficiencies, and effectiveness is shaped accordingly.Phase 7CompetitivenessINTERVENTIONS: Extend Expert Influence to marketing and interactions between everyone and the marketplaceRATIONALE: Although not exclusively so, but in terms of sustainable growth, all phases up to now have been primarily aboutshaping internal power and influence. This phase is about extending what has succeeded to this level with the internalcustomer, in order for the organization to succeed in a sustainable manner with the external customer. This means thatexpert power and influence now guides organizational progress in the marketplace. Management and strategic processesintegrate intelligence, while marketing people effect sales, both in a manner that reflects relationship and rational dimensionsof the purchase choice in answering external demand as it has answered internal demand. Internally, given that sufficienttraining has occurred effectively, everyone is empowered to respond to organizational needs as perceived from their roleswhether in relation to market success or internal efficiency.Phase 8Sustainable CompetitivenesINTERVENTIONS: Bring all relationships into supportive level of operating, and enshrine empowermentRATIONALE: Sustained competitiveness is typically a phase of systematizing what has been successful in furtheringcompetitiveness. Beyond that this phase encompasses moves to establish external and internal positioning to protectcompetitive positioning and as a foundation for the next level of operating – competitive advantage. For example, externally,the market position of the organization is systematically monitored and adjusted until its competitiveness is sustained. Allexternal relationships (suppliers, financiers, etc.) need to have been brought into positions where they are at a level ofoperating that is directly supportive of organizational progress (rather than the domineering power effects of earlier stages, orpromissory of later stages). In other words, profitability is such the relationships with financiers are that they would be happyto fund developments that the organization are positioning to achieve competitive advantage. Internally, the stage is reachedwhere empowerment is automatic and taken for granted and staff and management are assessed for this effect. In otherwords it has a cultural and values-based significance. If a person has a wish in the organisation’s interest they have thelicence (as well as the support of process and procedure) to further that wish along the appropriate and stress-free path tofruition.
Phase 9Competitive Adv.INTERVENTIONS: Create a full-system extension of power that empowers people to Self-Expression; generate a culturescoring at Stage 9 or better to attract and retain the best people; and generate new market awareness of the competitiveadvantage of the productRATIONALE: The power that yields competitive advantage is twofold in nature: externally it is that of leading expert powerinfluencing the market and the organization’s product performance in the marketplace; internally, it is systemic empowermentto apply responsible creativity. Internally, this phase is about the full-system dissipation of power and this is expressed byEmpowerment in a human system. It is realised in Self-expression, and role design and reward will reinforce the demand thateverybody contributes both creatively and towards solving problems. Again, the leader and management retain responsibilityfor results, but the power to activate what is required to achieve those results is dissipated to all roles in the organization.Because creativity is a social exercise, power is a matter of political skills in networking and involving the right level of peopleto yield competitive advantage. It is obvious that power moves from the blunt coercive or positional power of lower levels tothe power of persuasion at these levels. This power to attract cutting edge people in a sustainable manner depends on theleverage your culture has achieved in the labour market, and how attractive an organizational environment you offer toleading people. This is an emergent quality of the organization operating at this level and higher.Phase 10Sustained CAINTERVENTIONS: Systemise power and influenceRATIONALE: Sustainable CA is a matter of operating internal and external process at this level. Internally the organizationmust come through on rewarding people for contributions to competitive advantage that motivate continuance; culturaladvances in support systems; etc. Power is given to R&D and the Self is championed as a vital leverage for success. Power isalso moved from personality (which is prone to bias) to systems. E.g., the dilemmas of strategic choice are managed throughtools like portfolio management. The power of the organization becomes its ability to manage complex structures andrelationships with members, e.g., systemic networking and complex organizational structures. Given the systemic andpersonalised levels of empowerment that are reached, the organisation should have no difficulty in aligning its powerstructures to its strategic will or intent.Externally, those like suppliers, who traditionally might be positioned as adversaries are engaged as partners who are drawn tothe advantages of sharing to some degree, sustainable returns from the organization’s competitive advantage.Phase 11HolignmentINTERVENTIONS: Be seen to use the macro-positional power of sectoral leadership to steer the sector in mutually beneficialand worthy directionsRATIONALE: Power is one of the most transformational constructs, because the move now completes from being coerced inthe lower levels to leading the sector and beyond by higher-level functioning related to expert power, networking power,politcal power, leadership power, and to a certain degree positional power – leveraging the market position of the organizationand its products. The goal of that power is to lead the market and as much of the macro-environment as possible in mutuallybeneficial and worthy directions.Phase 12Sustained LeadershipINTERVENTIONS: Re-invigorate empowerment throughout the organization by energising the phases on a cyclical basisRATIONALE: Protect the use of power by the organization both internally and externally. Protect the construct by revitalizingits phases on an ongoing basis. With vigilance, rid the organization of effects that would coerce the direction of the system orexert antagonistic influence on staff; re-examine that direction in regular workshops; examine leader performance and theefficacy of delegation; take feedback on the comradery of relationships and how they are challenged; re-skill in influencing;revitalise the processes and procedures of external influence that support competitiveness and competitive advantage; andthe use of visible influential leadership in the broader environment.
Construct: MoraleDiagnostic Result: Your organization has been diagnosed as operating at Stage4Developmental Programme: Sustainable Development begins with Phase1BPhase 1BDisconnectionINTERVENTIONS: Disconnect the source of antagonism and win commitment to growth from a critical mass of key peopleRATIONALE: If morale is so low that it is damaging the organization or is even a threat to its survival, then the cause needs tobe identified and disconnected from the system. At the very least, this must be done on an emotional level; e.g., if the causeis a critical customer, then management need to make a commitment to staff that they will source alternative outlets in areasonable time frame and that the damaging relationship will be short-term. In this way, people can live with the discomfortin the short-run. If the cause is feared to be internal, then even the diagnostic process should probably be the work of aqualified independent outsider. This phase ends when enough critical people are committed to correcting this situation.Phase 1AIncubationINTERVENTIONS: Devise a plan to achieve a high-morale organizationRATIONALE: This phase begins with a group of key people committed to generating a growth organization, and ends when avision of a high-morale organization and a strategic path to achieve it. If there has been an internal disconnect from a sourceof antagonism, this phase may well benefit from the team-building skills of a qualified independent outsider. Although moraleis often seen as emergent of performance and growth effects, at these levels, it needs singular attention, and organizationalstrategy needs to factor in a morale-building programme independent of organizational growth.Phase 1Critical DependencyINTERVENTIONS: Decide on a sustainable source of morale for the whole population. This might be a leader, customer,product, etc., but it should be profiled for maximum morale-boosting effectsRATIONALE: People must draw on whatever source of morale that is available – a trusted individual, an idea of self-worth, aworthy vision, a shared value or purpose can even bring people to a sense that they are greater around such a value orpurpose than as disjointed, disheartened or disillusioned, etc. It is not necessary or helpful for the general population to godigging for reasons for the state of low morale at this stage: what is needed is movement, and the energy for that movementshould come from a reliable source.Phase 2Critical DivergenceINTERVENTIONS: Achieve divergent sources of critical morale, engage in individuation exercises and energise the systemthrough e.g., sports and social activitiesRATIONALE: This phase is typically characterised by delegation and some chaotic energy. Along with other key peoplechampioning morale, everyone might benefit from a sense of their individualism by for example getting somebody with streetcredibility and responsibility to speak their mind. Exercises can be carried out in farming ideas from small groups in fullsystem meetings, for example.If the stage is system-wide, then much of the organisation is going through a trying out or opportunistic period. People at thislevel of morale also benefit from stimulation of variety of experience. It is important that the stage is marked by an increasein energy to the organisation, albeit that it is time-framed to avoid relapse which could be catastrophic. Sports and socialevents can achieve this effect, but it is important that the event is not seen as any sort of reward, because only results arerewarded. These events should be framed in terms of how things could be in the successful future.Phase 3StabilizationINTERVENTIONS: Exit and replace those who have persisted as low-morale peopleRATIONALE: At this level, morale is bound to be dependent on organizational performance. This should be the real basis ofstabilization. However, the organisation must also stabilise around its useful people and trim those who are a threat to moraleon a systematic basis. It may not be possible within organisational constraints to be humane with them whereby they mightbe coached to a better level of morale. However, one must always consider the systemic effects of the attitude displayed inpruning those who are misaligned with organisational purpose. Such people should ideally be out-grouped (shown andaccepted to be offside re. the common good) before separation.
Phase 4DestabilizationINTERVENTIONS: Establish morale champions around the organizationRATIONALE: Morale champions should be established. Such people would need to have real credibility. These may not be theleadership people that leverage change around the organization, as morale is primarily an emotional construct. Therefore,people who naturally raise the spirits should also be positioned to leverage morale. Such people may benefit from some pilot-type training - ahead of the rest of the population, whom they may join on the systemic training.Phase 5Strategic ChangeINTERVENTIONS: Initiate Sports & Social programmes, Train re. Personal DevelopmentRATIONALE: Leadership should engage in initiatives aimed at general mobilisation of morale. This may involve organisationaldays away, or other general interventions. The aim is that the good feelings will find fruitful expression in the organisationaldrive that is taking shape. This is the phase where initial strategic systemic training and personal development takes place inline with strategic requirements, but this phase should be about cutting links with the past and shedding low moraleemotionally, and replacing this with worthy goals. Specific functions that are related to Morale should be properly resourced(people, planning, etc). These include Sports and Social programmes. Proper change-management protocols should beemployed, and assumptions should not be made that such initiatives would be automatically welcomed.Phase 6Org’al LearningINTERVENTIONS: Proceduralize systems around morale developmentRATIONALE: People are engaged in exercises around change and comradery through change, etc. People need to be engagedin projects around adaptive change. These must be clearly up to the mark, and leave the distinct impression that theorganisation is moving into activities in an organised manner where it will be competitive with its peers. All relatedprogrammes – training and development, Sports and Social, Reward, etc. should be at least at this level of being as good asthe competition in relation to procedures and content, and in preparation for being as effective and have organization-widesupport.Phase 7CompetitivenessINTERVENTIONS: Measure performance against competitors and feed back into morale-building processRATIONALE: The competitiveness of morale is only validly measured from results. If the organization is performingcompetitively, then the corollary can be made that morale is competitive, however, the assumption cannot be made that it willstay competitive. Obviously, the achievement of competitive results must be fed back into the morale building process.Morale feeds competitiveness to the degree that each person is being as effective as they can be in their role and again, this issomething that should be ascertained by performance-measurement techniques. The key is to determine whether theperformance is due to self-alignment with the organization (a long-run effect) or some short-run effect(s) such as reward,pressure, etc. The visible commitment of key people is important in generating competitive morale, as is the promise ofcompetitive reward for competitive results.Phase 8Sustainable CompetitivenesINTERVENTIONS: Ensure that all related Dynamics and Constructs are operating at this level at leastRATIONALE: Because high morale is largely something that emerges from other constructs operating at high levels, to sustainmorale at this level involves continued competitive organizational performance and the advanced functioning of systemsaround morale building, which means that all related Dynamics and Constructs such as Reward, Personal Development, CareerDevelopment, Leader, Communications, etc. are operating at least this level at least.
Phase 9Competitive Adv.INTERVENTIONS: Highest-level of team structuring, training and Self-ExpressionRATIONALE: The level of morale required for a systemic competitive advantage is quite distinctive. Team effects emerge suchas “the extra-man effect”, whereby sports teams feel as if they have an extra player. Whether this level of morale istransferred into results is the function of other Dynamics and Constructs such those relating to Product, Market, etc.Obviously, team building is paramount as is training related to creativity and highest-level personal development. Thehallmark of this level is Self-Expression. Definitively, this means that people feel free to express opinion and takeresponsibility for recognising resourcing and resolving problems encountered in their roles. Self-Directed Teams should beviable with this level of morale, and would be important for the next phase of sustaining it.Phase 10Sustained CAINTERVENTIONS: Self-Directed Teams, high-level value systemsRATIONALE: This phase is primarily about systematising what works to generate competitive advantage. Also, it is importantthat management respect the level of integrity that the people have achieved and this should be systemically enshrined sothat people can be reassured of their stature and the stature of organisational purpose and its success. Although it may havebeen always in the background, the emphasis also moves to the honour and justice of what the organisation is about and whatis being required of its people. Functional Self-Expression should result in Self-Directed Teams, where the balance of qualityand innovation is critical. Like other Emotion constructs, morale feeds sustainable Competitive Advantage in many ways, suchas attracting high-morale people into the organization.Phase 11HolignmentINTERVENTIONS: Establish a Leadership CultureRATIONALE: The Leadership phase of the morale construct is about everyone being a leader. This means establishing aleadership mentality for everyone in work and in life in general – in other words a leadership personality. This requires high-level training and support systems, as well as a humanist culture. The result is a leadership culture. Furthermore, this mustbe projected systemically in a mutually beneficial manner into the macro-environment. The organization becomes a high-moral leader for the sector and beyond.Phase 12Sustained LeadershipINTERVENTIONS: Protect Organizational Morale by re-invigorating the phases on a cyclical basisRATIONALE: Re-invigorating Organization Morale means re-invigorating all of the phases on a cyclical basis: Keep thepsychologically negative people out, establish solid singular and multiple pillars of morale such as leader, product, mission,etc., position champions of morale, train and proceduralize morale building, feed-back competitive performance measures intomorale-building process, build Self-Directed Team structures and enshrine Self Expression, and establish a Culture of moralleadership that projects and leads in the macro-environment.
Construct: AttitudeDiagnostic Result: Your organization has been diagnosed as operating at Stage5Developmental Programme: Sustainable Development begins with Phase1BPhase 1BDisconnectionINTERVENTIONS: Disconnect the source of destructive attitude and generate a commitment to generate a constructiveattitudeRATIONALE: If attitude in the organization is so bad as to constitute a threat to the organization, then the source of this mustbe recognised and the effect eliminated. This means an emotional disconnect from the cause. The cause may be well known,but if not, the diagnosis is work for a qualified professional outsider. This person should also train key people in areas ofletting go negative emotions and attitude. This phase ends with a disconnect and if necessary replacement people in placewith a collective commitment to turn the attitude around throughout the whole system.Phase 1AIncubationINTERVENTIONS: Devise a plan to achieve constructive attitude for the whole organizationRATIONALE: This phase begins with commitment from all of the key people to generate constructive organizational attitudeand it ends when there is a plan devised to achieve this through all of the phases of growth. If there has been a traumaticdissolution to clear the decks, this phase is probably the work of a qualified professional outside. Workshops should includesome related personal development and training for key people.Phase 1Critical DependencyINTERVENTIONS: The leader visibly takes accountability for the process of generating constructive attitude for theorganizationRATIONALE: In the organizational situation, the basics of building positive attitude aims towards replacing negative attitudewith an orientation of following a leader’s positive attitude with basic logical and emotional reinforcement. There is in a sense,a requirement for an attitude whose description can range from obedience to a leap of faith. Certainly, there is no time for theniceties of “getting to know you”, the emphasis must be on generating momentum, and people’s attitude will orient enough tofollow a leader who ideally, has in some way earned the right to lead – either by demonstrating skills, track record,personality, etc., but taking visible leadership of this process is a critical first step. It is critical that the leader modelsexpected behaviour to key people, and instigates training for them if necessary.Phase 2Critical DivergenceINTERVENTIONS: Foster an opportunistic environment and key people should be seen to model constructive behaviour andattitudeRATIONALE: People must be left with some freedom to explore the application of this new attitude. Their collective attitudewill still be in large determined by the respect of the leader, or primary source, but the organisation should begin to championfertile shoots of adaptive productive constructive attitude, as good people come to grips with a new more opportunisticapproach to progress. A critical dimension of this phase is that managers and key people also take accountability for attitudein their interactions with each other and among their people.Phase 3StabilizationINTERVENTIONS: Sell Constructive Attitude to the Internal Customer as critical to a worthy strategic plan, and generate thesense of a caring as well as progressive organizationRATIONALE: Stabilization of the Attitude-Generation process involves a number of dimensions. Firstly, constructive attitudemust make sense and this means that it must be sold as part of a strategic plan that will achieve real and sustainable growthfor the organization. Secondly, the attitude must be grown as a dimension of a caring organization and not some asylum forgung-ho cowboys hitting targets and leaving piles of dead bodies behind them as might be the case if the opportunistic phaseis poorly managed or lasts too long. Some attitude training around goal setting can be implemented to set up the next phase.
Phase 4DestabilizationINTERVENTIONS: Integrate personal goal-setting and attitude developmentRATIONALE: The Destabilization phase is typically about challenging within relatively safe parameters, in other words it is afoundation-building function rather than stretching people to breaking. This is the phase where goals are made personal, andthe potential reward is also made both personal and organizational. This phase ends when everyone accepts their goals with aconstructive attitude. This is based on an individual basis and is based on 360° relationships. When these are relativelysecure, the system must move quickly on to the next phase which is about building the required attitude on the basis of therelationship between individual and organization.Phase 5Strategic ChangeINTERVENTIONS: Instigate full Learning-Attitude Training for everyone and monitor and reinforce constructive attitudeRATIONALE: Real general training must be given to everyone around attitude – from dumping negative mindsets andemotions, etc. to constructive attitude, Self-Belief, assertiveness, etc. Training around responsibility and constructiveenvironments should be paramount. Procedures need to be introduced to monitor and reinforce constructive attitude inmeetings etc. The later phases which involve disciplinary reinforcement, etc., should be pre-framed to people. Watch out forpeople with A-Type attitude, because without individual help, they will never change to a learning attitude, but rely on theirdestabilization techniques.Phase 6Org’al LearningINTERVENTIONS: Integrate attitude monitoring into procedures related to discipline, grievance and appraisalRATIONALE: Constructive individual responsibility must be reinforced at all times and be visible in ground-rules for meetings,procedures, as well as being enforced by disciplinary procedures, while grievances are properly proceduralized also, etc. Thisphase can be said to be traversed when the organization and its people have moved to a learning mode where individualsembrace change, and the organization has procedures that can change and where adaptive change will be held onto despitelosses and it will not be lost. When people are aware of this, the competitiveness will have greater momentum than ifadaptations had to be reformed again and again. In other words, this level of organization can acts as a secure foundation forthe cut and thrust of systemic competitiveness. Cross-functional Learning Fora are important to underpin organizationallearning attitude: in other words, when people know what is really going on in another department, then their attitude will bemore constructive towards them.Phase 7CompetitivenessINTERVENTIONS: Train for, install and monitor adaptive attitude and the relationship with performance levels on other criticalconstructsRATIONALE: Competitive attitude is about being prepared to do whatever is necessary to be as good as you can be based onprevailing parameters and adapting to changes in the environment as quickly as the competition (rather changing based oninternal experience which is the lower learning level; the next level –the creative – is about shifting those parameters andcausing such changes in the environment). This must be distinguished from the attitude for which beating the opposition is anend in itself. This can be called Contest Attitude and is associated with “A-Type” behaviour which never grows beyond theDestabilization phase, and eventually degenerates to the lowest level in a bitter loneliness that acts as a drain on all around.HR need to be vigilant about this. As with other emotional constructs, higher levels of attitude are somewhat emergent fromthe higher levels of performance on other constructs. In other words, the product leadership, management, organizationalsystems etc. are all operating at higher levels, attitude will also be raised. However, sustaining it is dependent on training forthis phase and successfully negotiating the next phase of this construct.
Phase 8Sustainable CompetitivenesINTERVENTIONS: Monitor and reinforce adaptive attitude at the collective level and structure the organization around unitswith their own integrity such as Self-Directed Teams, Task Forces, etc.RATIONALE: This phase is about moving from having an organization of competitive people to having a competitiveorganization. If this development does not occur, then the competitiveness of individuals will degrade. This means thatprocedures, leadership, culture, communications, etc. all generate competitiveness. Corporate attitude must be visible in allits dealings by all of its people – in particular its key leverage people in their dealings within and outside the organisation.Once people are competitive, organizational competitiveness is reinforced by measurement and feedback through trustedsystems. These systems must inform of the changes in the environment (environmental scanning) and re. productperformance and organizational adaptation. Attitude must be constantly monitored at the collective level of e.g., team – againreinforced by socialisation, meeting procedures, etc. Teams should be of the Self-Directed level and monitored (in as practicala manner as possible) as entities in their own right – somewhat like SBUs.Phase 9Competitive Adv.INTERVENTIONS: Reinforce a mature Creative AttitudeRATIONALE: The attitude that is associated with Competitive Advantage is a creative attitude – an orientation to initiatechanges in the environment rather than react to them. A creative attitude that is useful to an organization involves riskaptitude, open-mindedness, leading-edge knowledge, information-rich environment, leadership culture, individual maturity,creativity oriented reward policies, etc. People do not typically reflect all of these, so training and support systems mustcompensate. E.g., a mature risk-attitude must be trained and reinforced, and then monitored by portfolio-managementtechniques. Every successful creative endeavour from role-specific problem solving to product innovation should behighlighted and rewarded. People will not contribute at this level unless they have been diagnosed as having what has beendefined as Achievement Need. The other levels of this familiar framework devised by McClelland, are Affiliation Need (whichcontributes fundamentally at a level of support rather than driving creativity), and Power Need which if people areconstructive, contributes to leadership attitude (see above). The constructs of the Personal Dynamic should therefore beoperating at these levels to align recruitment to long-run organizational needs at these levels. Attitude generation should aimto generate the same attitude towards the organization and its product from both internal and external customers.Phase 10Sustained CAINTERVENTIONS: Configure the organization to support the attitude of mature creativity and global citizenshipRATIONALE: The organization must now be configured to support the attitude of mature creativity. Constructive positivismmust be enshrined as a Value in the culture and lived by its people. Other humanistic values reinforce this. Maturity is thehallmark of attitude at this level. People should implicitly trust others in every way, and a global citizenship characterisesbehaviour that is admired within and beyond the organisation. The attitude of both internal and external customer should bemonitored and found to be the same to both organization and product.Phase 11HolignmentINTERVENTIONS: The organization’s key people must be seen to act with Leadership Attitude both within the organization andin the world at largeRATIONALE: The level of Responsible Attitude that underlines Leadership is described by a willingness to see matters in termsof the issues involved and to deal with them strategically and drawing on all previous levels of personal and organizationalgrowth. Leadership attitude addresses issues by prioritizing them in terms of Significance (re. importance and time-frame),and Actabililty (re. degree of resolution possible, probability of success, etc.). Holignment for this construct is about beingseen to engage such leadership attitude internally and externally, but only having earned the right to do so as leadership isalways a 2-way psychological contract. Therefore, key people must advocate and profile leadership attitude both internallyand externally. All aspects of the organization (product and its advertisement, to people) must reflect responsibly creativeattitude.
Phase 12Sustained LeadershipINTERVENTIONS: Protect the Attitude of Creative Responsibility in the organization by re-invigorating the phases on a cyclicalbasisRATIONALE: The organization must be recycled or refreshed through the phases on an ongoing basis. Causes of negativeattitude must be discovered and disconnected, the organizational vision must be revitalised and its worthiness resold, theLeader, key people and managers must portray the highest levels of leadership attitude, the organization must reinforce asense of challenging comradery, individuals must adopt a life-long attitude that reflects learning, creativity and leadership, theorganization must be configured to support all levels of continuous growth, and all public aspects of the organization mustreflect leadership and/or responsibly creative attitude, ranging from product and its advertising to people.