1. The document discusses how organizations are facing increasing complexity, uncertainty, and rapid change in the modern business environment. 2. It explores theories of how change happens from complexity science, including the concepts of pattern shifts, self-organization, and complex adaptive systems arising from the interactions between containers, differences, and exchanges. 3. Neuroscience principles are also discussed, such as neuroplasticity, error detection signals, and how repeated experiences and expectations can become hardwired in the brain. The document advocates reframing how organizations think about and enable change.

2. Rapid Escalation of Complexity CEO’s are telling us that the complexity of operating in an increasingly volatile and uncertain world is their primary challenge.” IBM CEO study 2010 “ We know disruptive competitors can open or close an opportunity overnight. This drives our need for constant innovation.” “ We are seeing changes in the world’s infrastructure and there are huge one of a kind business opportunities emerging.” “ Change is happening so fast it is hard to know who your competitor is. Assumptions that seemed iron clad 12 months ago are obsolete today.” “ The business environment is becoming less predictable.” “ The pace of change is extraordinary.” ChangeFusion NVTC study 2010

3. Years it took to reach a market audience of 50 million From HBS/XPlane Imagine Leadership Video

4. The landscape…… Complex Chaotic From R. Stacy, adapted by B Zimmerman Organized

5. How change happens Complexity Science

7. How Change Happens: Pattern Shift “ Self-organization provides a powerful new model for guiding organizational change that surpasses the hierarchically controlled and resistance-busting strategies of the past.” (Goldstein, 1994) COLLABORATION

9. Elements that enable change Patterns are created by the interaction of these three elements Glenda Eoyang,HSD Institute CDE From G. Eoyang Container Differences Exchanges

10. Container Defines Boundaries Holds Elements Together

12. Container Example By expanding the container – change emerges Container Magazine Market Expand the Container Change Emerges Production Consumption Advertising Revenue Streams

13. Change Leverage Point: Increasing or Decreasing Differences Differences

14. What’s the “difference that makes a difference?” Knowledge Information Expertise Resources Access Power Values Beliefs Norms Expectations Location Company Gender Language Change Leverage Point: Increase or Decrease Differences Infinite number of potential differences

16. Exchange Dimensions Exchange Length Long Short Width Wide Narrow Dynamic Amplifying Dampening Direction One-Way Top - Down Two-Way Open

17. C-D-E Example: Open Sourcing New Pattern: Faster New Product – Market Cycle Time Internal R&D To Global Connect & Develop # of Experts Transparency Short, Focused 2-way Increased Exponentially Container Exchange Differences

18. “ We have learned that neuroplasticity is not only possible but constantly in action. That is the way we adapt to new situations, learn new facts and develop new skills.” Mark Hallett, NIH How change happens

19. Hardwiring & Mental Maps Error Detection Signals Neuroplasticity What this all means…… Neuroscience [ ]

20. Neuroscience: “hard-wiring”

21. Neuroscience: cognitive dissonance & “error detection signal” Dissonance produces anxiety that motivates us to change Brain sends signals when it detects changes in the environment

24. Based on what your organization/community focuses on, attends to, re-enforces, and repeats what behaviors are “hard-wired”?