4. Maximising ROI - The structure
Reading time approx 4 minutes (1069 words)
Reliance on “Leader-led” leadership has intrinsic fundamental flaws due to personal bias which impedes organizational development. Alternative, additional approaches are required that apply structure to the process of mitigating and eliminating individual limiting beliefs and fears”
The Structure
The aim is an approach with low cost, and low risk, that works
A programme designed to encourage “leadership from personal choice” should take account of current scientific knowledge. Significantly that includes the fact that every organisation is a dynamic system in which simple or small changes can cause very significant, yet unexpected outcomes. Commonly known as “The Butterfly Effect”, in science it is referred to as “sensitive dependence on initial conditions”.
This means that making small changes provides excellent potential Return on Investment (ROI). Major investment is not required.
It also means the impact of making changes cannot be LOGICALLY or ACCURATELY predicted. Therefore, to maximize the ROI it is vital not to start by pre-determining what the outcome should be, or what could or should be potentially scaled up. Instead, it is critical to commit to small, low-cost studies, experimenting in the medium term with a willingness to be open to discovering what works and, in the interests of increasing innovation, what does not.
Real change occurs when “Tipping Points” are reached. This is the point in an evolving situation that leads to a new and irreversible development.
The implications
The aim is to hit “tipping points”, to create lasting changes in behaviour that are evident in daily working attitudes and thinking. To achieve this, it is essential any study provides both the environment and daily encouragement in which to use the techniques and processes being tested.
Creating the environment that reflects and supports the desired behaviour in effect causes the change in thinking. This runs contrary to the practice of trying to change thinking to change behaviour. It is essential to acknowledge the importance of “fractals”. A Fractal is something in nature that displays self-similarity irrespective of its size and can also be described as a repetitive pattern of behaviour that works. Fractals are (1) key in causing exponential change, (2) allow development to occur quite naturally and (3) are important in influencing how anything evolves.
In an organisation if you create a lasting change in thinking that works within just one small group this in essence is creating a NEW THOUGHT FRACTAL which becomes an AGENT FOR CHANGE that can then naturally replicate at increasing levels of scale.
Examples of the impact of alternative “thought fractals” are (a) The Grameen Project which began with forty-two impoverished women and evolved in spite of opposing dominant religious, cultural and political thinking into a billion pound business, won international awards and is replicated around the world and (b) The Ugandan Rural Development & Training programme which focused on individual thinking within a small group of villages and turned one of the poorest regions in one of the poorest countries in Africa into one of the most prosperous.
Understanding the impact of “fractals” is why it is critical to focus on developing micro-units of new thinking and behaviour which involve a small number of staff ideally across the hierarchy. To be effective and sustainable there must be participation / support from top to bottom; an example would be team members accompanied by their team leader. To create lasting change the studies must be run and monitored for a reasonable period.
Unless we create an environment that enables us to develop potential, we will never know what is possible.
The Process
The aim is to create a “thought fractal” and “conditions for viral learning and development”. The required conditions are further explained in a later article “Nature’s guide to successful change” Viral learning is achieved when the techniques taught on a programme produce benefits that induce non-participants to want to replicate and use those same techniques, and for individuals to then spread those working practices around.
This only happens when at an individual level the personal experience is enjoyable and valued. Fear precludes any such possibility. However, ‘fear’ is learned and can be unlearned. “The Process” therefore is one of introducing techniques within a chosen micro-unit that teach individuals how to challenge their fears logically and systematically. Techniques must produce rapid, positive, and identifiable results, personally and collectively.
Techniques of proven impact include teaching individuals to:
Consciously “Release” rather than “Express” or “Depress” negative emotion
Manage the para-sympathetic system to reduce adverse reactions and stress
Recognise and rationally challenge the validity of limiting beliefs
Embed positive beliefs from choice
Understand the value of, and manage in uncertainty
Appreciate and constructively use the three levels of natural creativity
Develop greater self-awareness and self-management
Pay attention to the present moment and not allow past experiences to determine negative projections which at the same time are burdened by negative emotion
Develop and recognise authentic behaviour
Be courageous and appreciative of diverse and opposing opinions
Recognise the importance and function of “paradox” and the three perspectives
Develop and encourage an appreciation of “Blame-less-ness” within which environment alternative and even opposing views and ideas are welcome and may sit side by side without damaging or negative impact.
Understand “The Innovation Cycle” and how it impacts on daily operations and practices when properly understood
Introduce practice in reflective thinking
The Andalusian shepherd boy travelled the world in search of treasure only on his return to discover for himself that it had always been within his reach, right there by his home. In this modern-day classic, “The Alchemist”, Paulo Coelho expresses a very important moral for organisations today – your solutions are there for you to find right inside your own front door.
I respectfully suggest the ideal approach is to take a little time to understand this subject while being highly skeptical but not dismissive. You will be surprised.
The Next Step
Visit www.senseable.co.uk where you will find:
Cases illustrating how intuition contributed to achieving significant benefits in productivity, innovation, and mental wellbeing
Link to Teams community discussions on “Intuition in Business”
These seven articles (including this one) that explain the rationale, science, principles, structure, and processes in developing Intuition in changing organisational culture:
Why a 17th century idea limits business potential
The Discovery Process - an introduction
Why a different approach is needed
Maximising ROI - The structure
How micro-cultures can change an entire company
Nature’s clues to successful change
Developing courage, authenticity, and creativity
Check it out now visit www.senseable.co.uk