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Part 1 'Emergent Change'


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I co-develop new organizational designs for the 21st Century to better deal with with rapid, complex change. Originally, this PPT is the first of a series of three. A fourth one has been added: Emergent Organizational Development and Novel Technologies (AI)

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Part 1 'Emergent Change'

  1. 1. Part 1: Emergent Change® Part 2: Emergent Organizations™ Part 3: Emergent Organizational Development® Parts 2-3: Coming soon…
  2. 2. Hello, my name is Patrick Trottier. I live in Vancouver, B.C., Canada. The following is my work and thoughts which have evolved within my fundamental Organizational Development practice over the last 30 years to understand the concepts and dynamics of emergent change and what I call ‘emergent organizations’. I do not have all the answers for new concepts and applications are continually emerging, as all things do. Just think of me working in a garage in a back alley trying to create something new… I do know that the organization of tomorrow will not be the organization of today. Please join me in my journey… explore, imagine, challenge, make it so… Let’s get started…
  3. 3. 3 Part Overview: Part 1: Emergent Change® • On Change Itself • What is ‘emergent change’? • A Simple Diagram Of How Emergent Change Occurs • Emergence Regarding Open Systems – Closed Systems • Planned Change, Event Change, and Emergent Change® • Emergent Change®… and Organizations • Emergent Organizational Development® … and traditional Organizational Development • Why Emergent Organizations™ Are Able To Be Created Now • Chaos, complexity and rates of change… • Self-Organizing Agents • Emergent Change® … and Leaders • The Emergent Organizational Development® Platform • Words of Wisdom… Summary • EODC® : web pages / articles and contact information • About Patrick Trottier Part 2: Emergent Organizations™ • What is an Emergent Organization™? • A Technical Revolution: Why Emergent Organizations™ Are Able To Be Created Now. • Chaos, Complexity and Rates of Change… • Critical Organizational Elements and Conditions Part 3: Emergent Organizational Development ® (EOD®) • The EOD® Platform • Emergent Thinking™ • Pattern Thinking™ • Pattern Interface Display ™ • Emergent Action Research™ • EOD® - Bringing value to client organizations • Critical Organizational Elements and Conditions
  4. 4. Many years and many miles ago, I started off with these three questions: 1. Maybe we have to think differently about change? 2. Maybe we have to understand change before we can better influence, move with, or adapt to change? 3. Maybe we need a different vocabulary about change itself? - Words influence and convey how we ‘see’ things. - How we ‘see’ things influence what we create.
  5. 5. On Change Itself Change is constant (vs. 'a constant')... with different rates, patterns, and forms… Change is natural... Change changes... Change exists only in the present... Change is experienced differently...
  6. 6. Emergent Change® What is emergent change? “Emergent change is the continuous forming of influencing patterns that continually create real-time change.” (Trottier, 1995) Certain elements are shaping the patterns in the above formation like wind patterns, air moisture, ground formation, different temperatures at low and high atmospheres, barometric pressure, etc. Will it form into a tornado, or dissipate into blue skies? What are the influencing patterns? What are their relationships to each other as a whole system? Re: organizations; How do influencing patterns create new forms in organizations, cultures, leadership, systems, relationships?
  7. 7. Emergent Change® What is emergent change? (continued) “Emergent change is the shaping of continuous ‘forms’ by internal and external influencing patterns and determinates.” That which emerges may be further shaped into further continually evolving patterns and forms. Emergent change is universal, infinite, and the essence of creation.” (Patrick A. Trottier, 1995)
  8. 8. A Simple Diagram Of How Emergent Change Occurs Emergent Change® At any time, elements that attract may, or may not, become a trend and a trend may, or may not, become a pattern. A pattern may, or may not, become an influencing pattern… and so on… This is the ebb and flow of emergence.
  9. 9. A Simple Diagram Of How Emergent Change Occurs (continued) Emergent Change® What may become, and what may not become, depends on three things: 1. Relationship. 2. Density of that relationship. 3. Tipping point. This is the ebb and flow of emergence.
  10. 10. Emergence In Closed Systems Closed systems create and adapt to ‘conditions within prescribed conditions’ to sustain their form, equilibrium and homeostasis for self- preservation. Change outside of the prescribed conditions may impede their self-preservation. Emergence tends to occur only inside their prescribed forms and boundaries. This works well in mostly stable conditions, but not with internal and external environments emitting wide variances, rapidly changing conditions, and encountering the complex challenges of today… and tomorrow.
  11. 11. Emergence In Open Systems Open systems shift their forms, boundaries and processes as their environments shift. Open systems better preserve themselves in complex and rapidly changing environments. Open systems co-create the ‘conditions’ for an organization to emerge outside of their current, static boundaries to create an organization’s capability to sustain and grow within rapidly changing and complex environments.
  12. 12. Planned Change, Event Change, and Emergent Change® “The dance may change but the song stays the same.” Most change management ‘programs’ and ‘event workshops’ seem to be always ‘behind the eight ball’ (reactive) and becomes another ‘here we go again’ project, and is merely added to the list of ‘to dos’. ‘Event change’ is many times referred to as ‘the shotgun approach’. This is 20th Century thinking. ‘A’ changes to ‘B’ … while the world has moved to ‘F’. Planned change and ‘change management models’ are mostly step-wise linear models in which the organization has to fit into. A special ‘event’ workshop occurs once in a while to fix something, to change something, or to improve something. The organization does not change – it ‘corrects’ to another static position, or improves within its prescribed boundaries.
  13. 13. A core tenant of Emergent Change® Emergent Change® “Out of chaos emerges form.” “Out of complexity emerges simplicity through form.” “Out of form emerges purpose.” ‘On Emergent Change – Patterns To Form’, Patrick Trottier, 2012) From Chaos to Purpose:
  14. 14. Emergent Change® … and Organizations Throughout an organization at every level, what if we could better understand what is influencing change and the world around us? How would this manifest connection, collaboration and engagement? How would this manifest more effective collaborative strategies, decision-making, action, and continuous learning throughout an organization? Would such help us understand the dynamics of change itself, relationships, performance, outcomes? What kind of an organization would this look like?
  15. 15. Emergent Change® … and Organizations What about Strategic and Operational Planning? Even with strategic and operational planning there are new hurdles, challenges, strategies and opportunities that emerge and shift as situations emerge and shift. How one designs their organization, what ‘form’ that takes, makes a big difference in how an organization deals with decision-making, strategies and manifesting actions with planned and real time, emergent change…
  16. 16. Emergent Change® … and Organizations Is there ever a need for prescribed boundaries and standardization? However, as regulations, market competition, technology and customer needs shift at increasing rates, the capability to quickly progress with one’s rapidly internal and external changing environments becomes even more critical. Yes, some operational forms need prescribed boundaries of standardization and policy that governs liability and regulated procedures. Examples include banking systems, governmental agencies, legal mandates and procedures, insurance systems, power plants, etc. Other examples show the need for predictability and standardization such as automated assembly lines to produce high quality products and services at greater rates of efficiency and effectiveness to stay competitive.
  17. 17. “Position OD ( and change) work on the emergent. Past and current OD work has looked to the Past and/or to the Future. Those were boxes. The emergent is where ‘flow’ operates. It is where the client lives – and dies. OD consultants need to work there.” Edward Hampton, Performance Perspectives LLC. Emergent Organizational Development® … and traditional Organizational Development
  18. 18. Why Emergent Organizations® Are Able To Be Created Now 18 A. Disruptors In Technology – computational integration, speed and cost, predictive analytics, algorithmic self-learning, Artificial Neural Networks (ANN), AI, big data, cloud computing, pattern display interface, etc. C. Increasing complexity and rate of change in the world, and in the worlds of organizations and business environments. B. New thinking, perspectives influenced by new technologies, new norms, diversity, changing marketplace, world trends / patterns, new generations, etc. A Technical Revolution The technical capabilities, influencing conditions, and drivers now exist where they did not exist before:
  19. 19. It is a “Brave New World” driven by novel technology and the integration of different theories and disciplines to deal with chaos, complexity and rates of change… 19 “Out of chaos emerges form.” “Out of complexity emerges simplicity through form.” “Out of form emerges purpose.” ‘On Emergent Change – Patterns To Form’, Patrick Trottier, 2012) From Chaos to Purpose COMPLEXITY PREDICTIVE ANALYTICS PATTERN DISPLAY INTERFACE Trottier, 2014 ‘Chaos may not exist at all – chaos may be just our current inability to recognize patterns that shape form and outcomes…’
  20. 20. Emergent Change® … and Organizations What if we could track changing patterns and display such information more effectively using information technology such as AI, information streams and information display interfaces as ‘open systems’ to everyone throughout an organizational network?
  21. 21. Emergent Change® … and Organizations You may think that the next gif as ‘science fiction’, but… think about a ‘Star Trek communicator ‘ from just 5 years ago. It was just a phone… Now we have a ‘communicator’ millions of times more powerful. We have the whole world of information and communication in our pocket. …and this is just the beginning. Science fiction – I think not. Welcome to your network’s pattern information analyzer, strategy builder, and decision-making tool: (With permission.) Holographic, Integrated, Pattern Display Interface™
  22. 22. Emergent Change® … and Leaders Emergent Leaders and Network Teams Driven by technology and rapid change, core capabilities for leaders and teams now include:  understanding emergent change,  pattern thinking,  relationship identification,  pattern display recognition.  comfortable with emerging and shifting mental and emotional frameworks. ‘When data lives in real time, then informed decisions manifest effective strategies and actions.’ On the right is a simple demonstration of identifying which elements (small circles) are performance influencers to support strategy building, decision-making and effective actions.
  23. 23. People Meaningful Dialogue Purpose / Principles Intentions A Living Vision A Living Culture Emergent Change The Emergent Organizational Development® Platform: “How do you achieve Strategic - Operational - Cultural Alignment and ‘fit’?” “What key business and organizational elements need to be included and revitalized in your business model(s)?” “How do you use internal and external information to understand influencing patterns, and to enhance emergent thinking, strategies and decision-making throughout the organization?” “How you ‘see’ yourself, your business and your organization is what you will create.” “How do you achieve functional integration for effectiveness, efficiency and to create value streams everywhere?” “What novel organizational forms will manifest your business model(s), strategic focus, cultural fit and collaborative relations?” Re-Framing Business and Organizational Perspectives Re-Framing Business Model Re-Framing Organizational Alignment Novel Forms of Organizational Design Integrated Business Systems and Processes Integrated, Open Information Streams Self-Forming Agents “How do you ‘link’ your organization together through information streams to manifest collaboration, self-forming agents, desired culture and value-driven networks?” 23 Creating Emergent Organizations™
  24. 24. Emergent Change® Words of Wisdom An understanding of my journey into ‘emergent change’ in the last many years. Patrick
  25. 25. This has been Part 1: Emergent Change® I hope this brief outline was of interest and brought foreword your curiosity... Part 2: Emergent Organizations™ Part 3: Emergent Organizational Development® Coming soon…
  26. 26. Thank you for your time and consideration… Patrick Emergent Organizational Development and Change® (EODC®) For more information, and to contact see next page 
  27. 27. EODC® An Introduction To Emergent Organizational Development And Change (EODC)®: The Emergent Organizational Development (EOD)® Platform: Patrick A. Trottier, M.S. The Emergent Group Vancouver, B.C., Canada Phone: 1-604-683-6263 Email: ©Patrick Trottier and Associates, 2016, The Emergent Group (All rights reserved) Emergent Organizational Development and Change (EODC)® Emergent Organizational Development (EOD)® Emergent Change (EC)® Emergent Organizations™ Also – Patrick’s profile is on LinkedIn… For more information, and to contact: About Patrick Trottier 
  28. 28. About Patrick Trottier Patrick has practiced Organization Development and Effectiveness for over 25 years in both Canada, the U.S. and Internationally with Fortune 100 and 500 companies, as well as smaller entrepreneurial companies and not-for-profit organizations. Patrick has a passion for creating great work climates and organizational cultures where people want to bring their best to. Patrick develops strategic partnerships with Sr. Leaders, and all levels of an organization, to create fully customized approaches to maximize individual, team and organizational performance, to achieve organizational viability and vitality, and strategic business results. Patrick makes a significant difference in bottom line results. Simply, he defines an organization as “people coming together to achieve something”. Patrick graduated with a Masters Of Science in Industrial-Organizational Psychology in 1984. His graduate work focused on ‘The Relationship Between Leadership, Culture and Performance’ and has been the basis for his work to this day. Patrick has worked in the area of Emergent Change®, Emergent Organizational Development (EOD)®, and Emergent Organizations™ for the last 20 years. Patrick simply is a good guy to work with. He will help you move into the 21st Century. For more information, and client list see: Patrick Trottier on LinkedIn:
  29. 29. End of Part 1: Emergent Change® Part 2: Emergent Organizations™ Part 3: Emergent Organizational Development® Stay tuned…