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Transcript of Strategy, leadership and organisational reinvention.
© BMI-CSLORLR 1
Strategy, leadership andStrategy, leadership and Organisational reinventionOrganisational reinvention
High performance leadership in turbulent timesHigh performance leadership in turbulent times
Leaders make the impossible happenLeaders make the impossible happenDr. Llewellyn B. LewisDr. Llewellyn B. Lewis
CENTRE FOR STRATEGY, LEADERSHIP AND ORGANISATIONAL REINVENTIONwww.leadershipreinvention.co.za
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ENVIRONMENTAL CHANGE
WHAT RESPONSES RESULT ?WHAT RESPONSES RESULT ?
DENOMINATOR (NET ASSETS)DENOMINATOR (NET ASSETS) NUMERATOR (NET INCOME)NUMERATOR (NET INCOME)
• RESTRUCTURINGRESTRUCTURING• B P RE-ENGINEERINGB P RE-ENGINEERING• COST CUTTINGCOST CUTTING• BENCHMARKINGBENCHMARKING• TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT
• INTELLECTUAL CAPITAL FOCUSINTELLECTUAL CAPITAL FOCUS• REGENERATING STRATEGYREGENERATING STRATEGY• REINVENTING THE LEADERSHIPREINVENTING THE LEADERSHIP• REINVENTING THE ORGANISATIONREINVENTING THE ORGANISATION• REINVENTING THE INDUSTRYREINVENTING THE INDUSTRY
AS : * Competition hots up
* Growth slows, stagnates* Margins decline
* Market share falls* Substitution occurs
(Based on Hamel and Prahalad : 1994)(Based on Hamel and Prahalad : 1994)
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ENVIRONMENTAL CHANGE
WHAT RESPONSES RESULT ?WHAT RESPONSES RESULT ?
DENOMINATOR (NET ASSETS)DENOMINATOR (NET ASSETS) NUMERATOR (NET INCOME)NUMERATOR (NET INCOME)
• RESTRUCTURINGRESTRUCTURING• B P RE-ENGINEERINGB P RE-ENGINEERING• COST CUTTINGCOST CUTTING• BENCHMARKINGBENCHMARKING• TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT
• INTELLECTUAL CAPITAL FOCUSINTELLECTUAL CAPITAL FOCUS• REGENERATING STRATEGYREGENERATING STRATEGY• REINVENTING THE LEADERSHIPREINVENTING THE LEADERSHIP• REINVENTING THE ORGANISATIONREINVENTING THE ORGANISATION• REINVENTING THE INDUSTRYREINVENTING THE INDUSTRY
AS : * Competition hots up
* Growth slows, stagnates* Margins decline
* Market share falls* Substitution occurs
(Based on Hamel and Prahalad : 1994)(Based on Hamel and Prahalad : 1994)
It is not enough for a company to get It is not enough for a company to get SMALLER and BETTER and FASTER. SMALLER and BETTER and FASTER. A company must also be capable of A company must also be capable of
fundamentally RECONCEIVING itself, fundamentally RECONCEIVING itself, of REGENERATING core strategies, and of REGENERATING core strategies, and
of REINVENTING ITS INDUSTRYof REINVENTING ITS INDUSTRY
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CREATING THE FUTURECREATING THE FUTURETHE QUEST FOR COMPETITIVENESSTHE QUEST FOR COMPETITIVENESS
RESTRUCTURINGRESTRUCTURINGTHE PORTFOLIOTHE PORTFOLIO
AND DOWNSIZING AND DOWNSIZING HEADCOUNTHEADCOUNT
REENGINEERING REENGINEERING PROCESSES ANDPROCESSES AND
CONTINUOUSCONTINUOUSIMPROVEMENTIMPROVEMENT
REGENERATING REGENERATING STRATEGIESSTRATEGIES
SMALLERSMALLER BETTERBETTER DIFFERENTDIFFERENT
REINVENTING REINVENTING THE LEADERSHIP,THE LEADERSHIP,
THE ORGANISATION,THE ORGANISATION,THE INDUSTRYTHE INDUSTRY
REINVENTING REINVENTING THE LEADERSHIP,THE LEADERSHIP,
THE ORGANISATION,THE ORGANISATION,THE INDUSTRYTHE INDUSTRY
TRANSFORMEDTRANSFORMEDTRANSFORMEDTRANSFORMEDPOSSIBLE RESULTSPOSSIBLE RESULTS IMPOSSIBLE RESULTSIMPOSSIBLE RESULTSIMPOSSIBLE RESULTSIMPOSSIBLE RESULTS
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BEYOND VISION, STRATEGIES, PLANS BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL AND BUDGETS : A NON-TRADITIONAL
VIEWVIEW
BEYOND VISION, STRATEGIES, PLANS BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL AND BUDGETS : A NON-TRADITIONAL
VIEWVIEW
Specific steps and Specific steps and timetables to implement timetables to implement the strategiesthe strategies
Plans converted into Plans converted into financial projections and financial projections and goalsgoals
A sensible and A sensible and appealing picture of appealing picture of the futurethe future
A logic, and first level A logic, and first level of detail, for how the of detail, for how the vision can be vision can be achievedachieved
BUDGETSBUDGETSBUDGETSBUDGETS
MANAGEMENT MANAGEMENT DOESDOESMANAGEMENT MANAGEMENT DOESDOES
VISIONARYVISIONARYLEADERSHIP LEADERSHIP DEVELOPSDEVELOPS
VISIONARYVISIONARYLEADERSHIP LEADERSHIP DEVELOPSDEVELOPS
PLANSPLANSPLANSPLANS
STRATEGIESSTRATEGIESSTRATEGIESSTRATEGIES
VISIONVISIONVISIONVISION
CONTEXTCONTEXTCONTEXTCONTEXTTRANS-TRANS-FORMATIONALFORMATIONALLEADERSHIPLEADERSHIPCREATESCREATES
TRANS-TRANS-FORMATIONALFORMATIONALLEADERSHIPLEADERSHIPCREATESCREATES
WAY OF BEING. INVENTING WAY OF BEING. INVENTING AN IMPOSSIBLE GAME. AN IMPOSSIBLE GAME. REINVENTION, REINVENTION, TRANSFORMATIONTRANSFORMATION
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CREATING THE FUTURE
CREATIVECREATIVE TENSIONTENSION
CREATIVECREATIVE TENSIONTENSION SEEKS RESOLUTION : RESULTS IN ACTIONSEEKS RESOLUTION : RESULTS IN ACTION
STRATEGIC ACTION PLANSSTRATEGIC ACTION PLANS PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES
BUDGETSBUDGETS
DONE DONE BY MANAGEMENT BY MANAGEMENT
SEEKS RESOLUTION : RESULTS IN ACTIONSEEKS RESOLUTION : RESULTS IN ACTION STRATEGIC ACTION PLANSSTRATEGIC ACTION PLANS
PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES BUDGETSBUDGETS
DONE DONE BY MANAGEMENT BY MANAGEMENT
A LOGIC AND FIRST LEVEL A LOGIC AND FIRST LEVEL OF DETAIL, FOR HOW OF DETAIL, FOR HOW
THE VISION CAN BE THE VISION CAN BE ACHIEVEDACHIEVED
DEVELOPED DEVELOPED BY BY
LEADERSHIP LEADERSHIP CONTEMPORARY ANALYSTCONTEMPORARY ANALYST
A LOGIC AND FIRST LEVEL A LOGIC AND FIRST LEVEL OF DETAIL, FOR HOW OF DETAIL, FOR HOW
THE VISION CAN BE THE VISION CAN BE ACHIEVEDACHIEVED
DEVELOPED DEVELOPED BY BY
LEADERSHIP LEADERSHIP CONTEMPORARY ANALYSTCONTEMPORARY ANALYST
20252011
CURRENT CURRENT REALITYREALITY
INFORMED BY INFORMED BY MEMORIES OF MEMORIES OF
THE PASTTHE PAST(HISTORY)(HISTORY)HISTORIANHISTORIAN
VISION INFORMED
BY MEMORIES
OF THE FUTURE
(SCENARIOS)PROPHET
CONTEXT : A COMPELLING AND APPEALING CONTEXT : A COMPELLING AND APPEALING VISION OF THE FUTURE WE ARE CREATING.VISION OF THE FUTURE WE ARE CREATING.CONTEXT : A COMPELLING AND APPEALING CONTEXT : A COMPELLING AND APPEALING VISION OF THE FUTURE WE ARE CREATING.VISION OF THE FUTURE WE ARE CREATING.
STRATEGIESSTRATEGIESSTRATEGIESSTRATEGIES
CREATED CREATED BY LEADERSHIPBY LEADERSHIP
CREATED CREATED BY LEADERSHIPBY LEADERSHIP
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STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
CURRENT REALITYCURRENT REALITY
STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION
DRIVING FORCEDRIVING FORCE
PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES
INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS
UNDERSTANDINGTHE ENVIRONMENT
SCENARIOSSCENARIOSUNDERSTANDING
THE ENVIRONMENT
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
(After Johnson : 1988)
STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS
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STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
CURRENT REALITYCURRENT REALITY
STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION
DRIVING FORCEDRIVING FORCE
PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES
INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS
UNDERSTANDINGTHE ENVIRONMENT
SCENARIOSSCENARIOSUNDERSTANDING
THE ENVIRONMENT
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
(After Johnson : 1988)
STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS
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STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
Organisational LearningOrganisational Learning
STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
ORGANISATIONALORGANISATIONALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
CURRENT REALITYCURRENT REALITY
STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION
DRIVING FORCEDRIVING FORCE
PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES
INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS
UNDERSTANDINGTHE ENVIRONMENT
SCENARIOSSCENARIOSUNDERSTANDING
THE ENVIRONMENT
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation
(After Johnson : 1988)
STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMSIf you want to understand the World, commonly held ideas are absolutely blinding.
The only way to spot threats and opportunities is to break out of a narrow way of thinking.
. . . If you’re trying to reach enlightenment, you must develop, in this order, “right view, right intention, right action.”
If you’re not seeing the world properly, you have no hope of any sort of breakthrough. (Ramo: 2009: 134)
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DO
ING
Content Context
Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight
Blind spotsBlind spots
Bright sparksBright sparks
Blind spotsBlind spots
Bright sparksBright sparks
Data Facts, observations, data points
Information Data with meaning
Knowledge Information with insight
Wisdom Knowledge with context
(Source: Based on Dr. Kanes Rajah: 2005)
Partial knowledge
Incorrect knowledge
False knowledge
No knowledge
BE
ING
Process
STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS
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DO
ING
Content Context
Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight
Blind spotsBlind spots
Bright sparksBright sparks
Blind spotsBlind spots
Bright sparksBright sparks
Data Facts, observations, data points
Information Data with meaning
Knowledge Information with insight
Wisdom Knowledge with context
(Source: Based on Dr. Kanes Rajah: 2005)
Partial knowledge
Incorrect knowledge
False knowledge
No knowledge
BE
ING
Process
. . . The environment is far more powerful than any individual. It is never stable and in its sudden changes from one state to another, more important than the desires of any of us . . . Context is everything . . . (Ramo: 2009: 160).
More than anything, what you want to know is when change is going to begin. This sense is known as mastery of incipience, and the skill is often praised as the highest form of wisdom. (Ramo: 2009: 161).
. . . truth emerges through debate, study, reflection, meditation, and, at long last, insight delivered like lightning. (paraphrase of Ramo, 2009: 212).
STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS
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CONTEXT IN WHICH
DECISIONSOCCURS
FUTURE
CONTENT OF
DECISIONS
PAST
PROCESS OF
DECISION MAKING
PRESENT
(Based on Pettigrew, 1988)
WHAT?HAVINGI HAVE
HOW?DOING
I DO
THE REINVENTION PROCESSTHE REINVENTION PROCESS(Based on Pettigrew)(Based on Pettigrew)
WHY? BEINGI AM
© BMI-CSLORLR 13
Strategicanalysis
Strategicchoice
Strategyimplementation
Environmentalanalysis
Identifyingoptions
Evaluatingoptions
Stakeholderexpectations
Selecting a strategy
Resources and strategic capability
Planning andallocating resources
structure
Managing strategicchange and culture
(Based on Johnson and Scholes)
THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)
© BMI-CSLORLR 14
Strategicanalysis
Strategicchoice
Strategyimplementation
Environmentalanalysis
Identifyingoptions
Evaluatingoptions
Stakeholderexpectations
Selecting a strategy
Resources and strategic capability
Planning andallocating resources
structure
Managing strategicchange and culture
(Based on Johnson and Scholes)
Content
Process
Co
nte
xt
THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)
© BMI-CSLORLR 15
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
Continuous ReinventionContinuous Reinvention
TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life
Continuous ReinventionContinuous Reinvention
TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
POTENTIALPOTENTIALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
POTENTIALPOTENTIALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
CURRENT REALITYCURRENT REALITY
TAKING A STAND, TAKING A STAND, DECLARATIONS OF POSSIBILITYDECLARATIONS OF POSSIBILITY
CONVERSATIONS, REQUESTS AND PROMISESCONVERSATIONS, REQUESTS AND PROMISES
CREATING THE FUTURECREATING THE FUTURE
DEVELOPING PRESENCEDEVELOPING PRESENCEALERT TO POSSIBILITIESALERT TO POSSIBILITIES
THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)
SCENARIOSSCENARIOSDEVELOPING A
WORLDVIEW
SCENARIOSSCENARIOSDEVELOPING A
WORLDVIEW
AWARENESSUNDERSTANDING
THE SELF
AWARENESSUNDERSTANDING
THE SELF
PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted
PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted
(Based on Johnson and Scholes)
© BMI-CSLORLR 16
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
STRENGTHSSTRENGTHSand and
WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
OPPORTUNITIESOPPORTUNITIESand and
THREATSTHREATS
Continuous ReinventionContinuous Reinvention
TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life
Continuous ReinventionContinuous Reinvention
TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
ENVIRONMENTALENVIRONMENTAL FORCESFORCES
POTENTIALPOTENTIALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
POTENTIALPOTENTIALRESOURCESRESOURCES
CAPABILITIESCAPABILITIES
CURRENT REALITYCURRENT REALITY
TAKING A STAND, TAKING A STAND, DECLARATIONS OF POSSIBILITYDECLARATIONS OF POSSIBILITY
CONVERSATIONS, REQUESTS AND PROMISESCONVERSATIONS, REQUESTS AND PROMISES
CREATING THE FUTURECREATING THE FUTURE
DEVELOPING PRESENCEDEVELOPING PRESENCEALERT TO POSSIBILITIESALERT TO POSSIBILITIES
THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)
SCENARIOSSCENARIOSDEVELOPING A
WORLDVIEW
SCENARIOSSCENARIOSDEVELOPING A
WORLDVIEW
AWARENESSUNDERSTANDING
THE SELF
AWARENESSUNDERSTANDING
THE SELF
PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted
PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted
(Based on Johnson and Scholes)
Process
Content
Co
nte
xt
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PARADIGMS ARE ALL INVENTEDPARADIGMS ARE ALL INVENTED
The frames our minds create define – and confine – what The frames our minds create define – and confine – what we perceive to be possible.we perceive to be possible.
Every problem, every dilemma, every dead-end we find Every problem, every dilemma, every dead-end we find ourselves facing in life, only appears unsolvable inside a ourselves facing in life, only appears unsolvable inside a
particular frame or point of view.particular frame or point of view.
Enlarge the box, or create another frame around the data, Enlarge the box, or create another frame around the data, and problems vanish, while new opportunities appear.and problems vanish, while new opportunities appear.
When you bring to mind it’s all invented, you remember When you bring to mind it’s all invented, you remember that it’s all a story you tell – not just some of it, but all of it.that it’s all a story you tell – not just some of it, but all of it.
Every story you tell is founded on a network of hidden Every story you tell is founded on a network of hidden assumptions. assumptions.
(Zander : 2000)(Zander : 2000)
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PARADIGMS ARE ALL INVENTEDPARADIGMS ARE ALL INVENTED
If you learn to notice that and distinguish these stories, If you learn to notice that and distinguish these stories, you will be able to break through the barriers of any ‘box’ you will be able to break through the barriers of any ‘box’
that contains unwanted conditions and create other that contains unwanted conditions and create other conditions or narratives that supports the life you conditions or narratives that supports the life you
envision for yourself and those around you.envision for yourself and those around you.
We don’t mean that you can just make up anything and We don’t mean that you can just make up anything and have it magically appear.have it magically appear.
We mean that you can shift the framework to one whose We mean that you can shift the framework to one whose underlying assumptions allow for the conditions you underlying assumptions allow for the conditions you
desire.desire.
Let your thoughts and actions spring from the new Let your thoughts and actions spring from the new framework and see what happens. framework and see what happens.
(Zander : 2000)(Zander : 2000)
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THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM
(Goss : 1996)(Goss : 1996)
… … in order to ...in order to ...Listening for Listening for ......
… … so as to so as to act by ...act by ...
… … CONTROL CONTROL LIFE,LIFE, have it have it turn out the turn out the way it way it “SHOULD”“SHOULD” and AVOID and AVOID having life having life turn out the turn out the way it way it “SHOULDN’T“SHOULDN’T””
Every Every humahuman n beingbeing
… … compensating compensating for what is for what is NOT NOT POSSIBLEPOSSIBLE … or … or not possible at not possible at this time – with this time – with the paradigm I the paradigm I am currently am currently practicing, practicing, I I don’t know don’t know how to do how to do it . . . it . . .
““What What shouldshould or or shouldn’t shouldn’t be? be? Who’s Who’s to BLAME?to BLAME? What’s What’s right or right or wrong with wrong with me, them me, them or it?”or it?”
The name of the Game is . . . Making it through childhood The name of the Game is . . . Making it through childhood alive …..alive …..
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The name of the Game is . . . Staying alive and The name of the Game is . . . Staying alive and making it through – surviving in a world of scarcity making it through – surviving in a world of scarcity
and peril …..and peril …..
THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM
(Goss : 1996; Zander: 2000)(Goss : 1996; Zander: 2000)
… … in order to ...in order to ...Listening for Listening for ......
… … so as to so as to act by ...act by ...
Overcome the Overcome the odds and odds and prevail;prevail; being being acknowledgeacknowledged and d and included . . . included . . .
Every Every humahuman n beingbeing
… … keeping our keeping our armour intact. armour intact. Take Take possession of possession of resources. resources. Resisting any Resisting any challenges to challenges to our viewpoint our viewpoint ……
Alertness Alertness to danger;to danger; a clever a clever strategic strategic mind, an mind, an eye for eye for assessing assessing friend and friend and foe . . . foe . . .
DESIRED DESIRED OUTCOME OUTCOME OF YOUR OF YOUR
LIFELIFE
DESIRED DESIRED OUTCOME OUTCOME OF YOUR OF YOUR
LIFELIFETHE FILTER, THE FILTER,
OR OR FEASIBILITY FEASIBILITY
SIEVESIEVE
THE FILTER, THE FILTER, OR OR
FEASIBILITY FEASIBILITY SIEVESIEVE
WAY OF WAY OF ACTING IN ACTING IN ORDER TO ORDER TO SUCCEEDSUCCEED
WAY OF WAY OF ACTING IN ACTING IN ORDER TO ORDER TO SUCCEEDSUCCEED
+SOURCE OF POWER SOURCE OF POWER
INHERITED FROM THE INHERITED FROM THE PASTPAST
SOURCE OF POWER SOURCE OF POWER INHERITED FROM THE INHERITED FROM THE
PASTPAST
CONTENT OF
DECISIONS
PAST
PROCESS OF DECISION
MAKING
PAST
CONTEXT IN WHICH
DECISIONSOCCURS
PAST
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LISTEN FOR SO AS TO ACT BY IN ORDER TOLISTEN FOR SO AS TO ACT BY IN ORDER TO
What should or What should or shouldn’t be ?shouldn’t be ?
What’s right or wrong What’s right or wrong with me, them, or it ?with me, them, or it ?
Compensating forCompensating for
what’s not possiblewhat’s not possible
Control life, so it turns out Control life, so it turns out
the way it should, and the way it should, and
avoid life turning out theavoid life turning out the
way it shouldn’tway it shouldn’t
LISTEN FOR SO AS TO ACT BY IN ORDER TO LISTEN FOR SO AS TO ACT BY IN ORDER TO
Potential clients for development of ‘sustainable settlements’ in respect of geographical spread and quantum.
Packaging and implementing appropriate sustainable settlement projects (Including Servcon and other Rightsizing)
Satisfy our Rightsizing targets and meet our own commitments to the Board, and AVOID being extinct by 20011/12
The name of the game is - - - delivering our Rightsizing and related obligations to Government whilst phasing in our reinvented mandate in respect of sustainable
settlements.
THE UNIVERSAL WINNING STRATEGYTHE UNIVERSAL WINNING STRATEGY
WINNING STRATEGY: Housing CompanyWINNING STRATEGY: Housing Company
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Downward spiral talk stands for a Downward spiral talk stands for a
resigned way of talking that resigned way of talking that excludes possibility.excludes possibility.
It is based on the fear that we will be It is based on the fear that we will be stopped in our tracks and fall short in the stopped in our tracks and fall short in the
race, and it is race, and it is wholly reactive to wholly reactive to circumstances,circumstances, circumstances that circumstances that
appear to be wrong, problematic and in need appear to be wrong, problematic and in need of fixing.of fixing.
Focusing on the abstraction of Focusing on the abstraction of scarcity,scarcity, downward spiral talk creates an unassailable downward spiral talk creates an unassailable
story about the story about the limits to what is limits to what is possible,possible, and tells us compellingly how and tells us compellingly how
things are going from bad to worse.things are going from bad to worse.
CONVERSATIONS FOR NO CONVERSATIONS FOR NO POSSIBILITYPOSSIBILITY
© BMI-CSLORLR 23 (Zander: (Zander: 2000)2000)
Ordinarily we equate accountability with Ordinarily we equate accountability with blameblame and and blamelessness, concepts from the blamelessness, concepts from the world of measurement.world of measurement.
When I blame you for something that goes wrong, I seek When I blame you for something that goes wrong, I seek
to establish to establish that I am in the rightthat I am in the right – and we all know the – and we all know the delicious feeling of satisfaction there.delicious feeling of satisfaction there.
However, inasmuch as I blame you – to that degree, in However, inasmuch as I blame you – to that degree, in
exactly that proportion, exactly that proportion, I lose my power.I lose my power.
I lose my ability to steer the situation in another I lose my ability to steer the situation in another direction, to learn from it, or to put us in good relationship direction, to learn from it, or to put us in good relationship
with each other.with each other.
Indeed I Indeed I lose any leveragelose any leverage I may have had, because I may have had, because there is nothing I can do about your mistakes – there is nothing I can do about your mistakes –
only about mine. only about mine.
CONVERSATIONS FOR NO CONVERSATIONS FOR NO POSSIBILITYPOSSIBILITY
© BMI-CSLORLR 24 (Zander: (Zander: 2000)2000)
Downward Spiral TalkAm I speaking from here?
THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM
© BMI-CSLORLR 25
POWER POWER IN THE UNIVERSAL HUMAN IN THE UNIVERSAL HUMAN
PARADIGM PARADIGM
(Based on Goss : 1996)(Based on Goss : 1996)
IS THE SPEED WITH WHICH YOU CAN IDENTIFY IS THE SPEED WITH WHICH YOU CAN IDENTIFY WHAT’S WRONG, OR COULD GO WRONG, OR IS WHAT’S WRONG, OR COULD GO WRONG, OR IS
NOT THE WAY IT SHOULD BE, AND REACT (FROM NOT THE WAY IT SHOULD BE, AND REACT (FROM THE PAST), TO GET IT THE WAY IT SHOULD BE.THE PAST), TO GET IT THE WAY IT SHOULD BE.
SOMEBODY IS TO BLAME FOR IT BEING WRONG. SOMEBODY IS TO BLAME FOR IT BEING WRONG. AND YOU HAVE TO TAKE CONTROL TO BRING IT AND YOU HAVE TO TAKE CONTROL TO BRING IT BACK INTO LINE. IN THE UNSAID, IT IS OUT OF BACK INTO LINE. IN THE UNSAID, IT IS OUT OF CONTROL. NO POSSIBILITY OF IT BEING ANY CONTROL. NO POSSIBILITY OF IT BEING ANY
OTHER WAY.OTHER WAY.
HAS TO DO WITH DOING IMPROVEMENT OF ANY HAS TO DO WITH DOING IMPROVEMENT OF ANY KIND. IMPROVING ANYTHING IS BETTER THAN KIND. IMPROVING ANYTHING IS BETTER THAN
NO RESULT.NO RESULT.
© BMI-CSLORLR 26
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
(Based on Malphurs : (Based on Malphurs : 1993)1993)
THE FUTURE UNKNOWN THE FUTURE UNKNOWN WORLDWORLD
(“The Enemy”)(“The Enemy”)
CURRENT KNOWN CURRENT KNOWN WORLDWORLD
(“The Womb”)(“The Womb”)
KNOWLEDGECONTROL
LACK OF KNOWLEDGELACK OF CONTROL
VULNERABLERISKY
UNCERTAINUNCOMFORTABLE
SAFENO RISK
CONFIDENTCOMFORTABLE
SAFETY ZONE DANGER ZONE
© BMI-CSLORLR 27
Current Current realityreality
Current Current realityreality
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
THE VALLEY OF DEATHPARADIGMSCHALLENGED
PARADIGMSREINVENTED
Current Current futurefuture
Current Current futurefuture
Security in smallSecurity in smallsteps - let’s just steps - let’s just
incrementallyincrementallyimprove whatimprove whatwe’re doing ?we’re doing ?
You don’t get to impossible
through improvement !Let’s work back from the future !
You don’t get to impossible
through improvement !Let’s work back from the future !
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
© BMI-CSLORLR 28
Current Current realityreality
Current Current realityreality
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
Designated Designated impossibleimpossible
Future !Future !
THE VALLEY OF DEATHPARADIGMSCHALLENGED
The Universal Human Paradigm is about the past, whereas inflection points
are about the future.
The leap from the Universal Human Paradigm to the
Reinvention Master Paradigm at these
inflection points is like going through
THE VALLEY OF DEATH.
PARADIGMSREINVENTED
Current Current futurefuture
Current Current futurefuture
Security in smallSecurity in smallsteps - let’s just steps - let’s just
incrementallyincrementallyimprove whatimprove whatwe’re doing ?we’re doing ?
You don’t get to impossible
through improvement !Let’s work back from the future !
You don’t get to impossible
through improvement !Let’s work back from the future !
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
© BMI-CSLORLR 29
If you want to make minor, incremental changes and improvements,
work on practices, behaviour or attitude.
But if you want to make significant, quantum improvement,
work on paradigms. (Covey: 2005)
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
© BMI-CSLORLR 30 (Goss : 1996)(Goss : 1996)
Language is the Language is the HOUSE OF BEINGHOUSE OF BEING, , and on a day to day basis you can and on a day to day basis you can
alter the way you are being by alter the way you are being by altering the conversations in which altering the conversations in which
you are engaged. you are engaged.
Therefore how we speak and what Therefore how we speak and what we listen for, are extremely we listen for, are extremely
important in determining our view important in determining our view of the world, and our of the world, and our behaviour.behaviour.
LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGM IN THE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 31
CONTEXT IN WHICH
DECISIONSOCCURS
FUTURE
CONTENT OF
DECISIONS
PAST
PROCESS OF DECISION
MAKING
PRESENT
(Based on Pettigrew, 1988)
WHAT?HAVINGI HAVE
HOW?DOING
I DOUNTIL
WITHOUTUNLESS
MISSING?ESSENTIAL?
NEXT?
CONVERSATIONSREQUESTSPROMISES
WHO? BEINGI AM
OUGHTSHOULDBLAME
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
IN ORDER TO . . . CONTROL
SELFCONTROL
© BMI-CSLORLR 32
CONTEXT IN WHICH
DECISIONSOCCURS
FUTURE
CONTENT OF
DECISIONS
PAST
PROCESS OF DECISION
MAKING
PRESENT
(Based on Pettigrew, 1988)
WHAT?HAVINGI HAVE
HOW?DOING
I DOUNTIL
WITHOUTUNLESS
MISSING?ESSENTIAL?
NEXT?
CONVERSATIONSREQUESTSPROMISES
WHO? BEINGI AM
OUGHTSHOULDBLAME
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
IN ORDER TO . . . CONTROL
SELFCONTROL
If you can’t change circumstances, change the way you respond to
them. (Tim Hansel)
If you can’t change circumstances, change the way you respond to
them. (Tim Hansel)
We talk about “circumstances over which we have no control.”
None of us have control over our circumstances, but we are
responsible for the way we pilot ourselves in the midst of things as
they are. (Oswald Chambers)
We talk about “circumstances over which we have no control.”
None of us have control over our circumstances, but we are
responsible for the way we pilot ourselves in the midst of things as
they are. (Oswald Chambers)
© BMI-CSLORLR 33
THE PARADIGMTHE PARADIGMDevelopmentDevelopmentof Strategyof Strategy ImplementationImplementation
CorporateCorporatePerformancePerformance
IF UNSATISFACTORYIF UNSATISFACTORY
Step 1Step 1Tighter ControlTighter Control
Step 2Step 2Reconstruct orReconstruct or
develop new strategydevelop new strategy
Step 3Step 3Abandon paradigmAbandon paradigm
adopt new oneadopt new oneSTRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPTHE (NEW) PARADIGMTHE (NEW) PARADIGM
STRATEGIC LEADERSHIP TAKES PLACE BETWEEN PARADIGMSSTRATEGIC LEADERSHIP TAKES PLACE BETWEEN PARADIGMSLEADERS ASSESS THE RISK AND DETERMINE THAT SHIFTING PARADIGMS IS THE CORRECT THING TO DOLEADERS ASSESS THE RISK AND DETERMINE THAT SHIFTING PARADIGMS IS THE CORRECT THING TO DO
TRANSFORMATIONAL LEADERS HAVE THE ABILITY TO OPERATE SUCCESSFULLY TRANSFORMATIONAL LEADERS HAVE THE ABILITY TO OPERATE SUCCESSFULLY IN MORE THAN ONE PARADIGMIN MORE THAN ONE PARADIGM
IF UNSATISFACTORYIF UNSATISFACTORY
IF IF UNSATISFACTORYUNSATISFACTORY
MANAGEMENT TAKES PLACEMANAGEMENT TAKES PLACEWITHIN (ONLY ONE) PARADIGMWITHIN (ONLY ONE) PARADIGM
A GOOD MANAGER WILL OPTIMISEA GOOD MANAGER WILL OPTIMISEAN EXISTING SYSTEM BY AN EXISTING SYSTEM BY TAKING THE RULES AND TAKING THE RULES AND MAKING THEM BETTERMAKING THEM BETTER
THIS ISTHIS ISPARADIGM ENHANCEMENTPARADIGM ENHANCEMENT
BUSINESS AND LEADERS IN BUSINESS AND LEADERS IN TRANSITIONTRANSITION
© BMI-CSLORLR 34
PARADIGM SHIFT AND REINVENTIONPARADIGM SHIFT AND REINVENTION
INCREMENTALINCREMENTAL
CONTINUOUSCONTINUOUS
STRETCH (IN REACH)STRETCH (IN REACH)
QUANTUM LEAPS (STEPCHANGE)QUANTUM LEAPS (STEPCHANGE)
BREAKTHROUGHBREAKTHROUGH
PARADIGM SHIFTPARADIGM SHIFT
BLUE BOX TOOLSBLUE BOX TOOLSFOR PRODUCINGFOR PRODUCING
IMPOSSIBLE RESULTSIMPOSSIBLE RESULTS
CANNOT GET TOCANNOT GET TOIMPOSSIBLE BYIMPOSSIBLE BYIMPROVEMENTSIMPROVEMENTS
TRANSFORMATIONTRANSFORMATIONALTER WAY OF BEINGALTER WAY OF BEING
PARADIGM REINVENTIONPARADIGM REINVENTION
CHANGECHANGEYOU DON’T HAVE TO YOU DON’T HAVE TO
ALTER YOUR WAY ALTER YOUR WAY OF BEING TO PRODUCEOF BEING TO PRODUCE
A PARADIGM SHIFTA PARADIGM SHIFT
RED BOX TOOLSRED BOX TOOLSFOR PRODUCINGFOR PRODUCING
POSSIBLE RESULSPOSSIBLE RESULS(IMPROVEMENTS)(IMPROVEMENTS)
??
(Based on Goss : 1996)(Based on Goss : 1996)
© BMI-CSLORLR 35
BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL
(Goss : 1996)(Goss : 1996)
SURVIVALUNIVERSAL HUMANPARADIGM
TRANSFORMATIONREINVENTION MASTERPARADIGM
POSSIBLE REAL
BRIDGETO ACTION
IMPOSSIBLE
GETTING TOZERO
11 55 66 77 88 9922 33 44
CNPConversation forNo Possibility
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
© BMI-CSLORLR 36
When you’re coming from the future, you don’t know the way, how to do it !
BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL
GET TO ZERO.NO UNTIL - - -NO UNLESS - - - NO WITHOUT - - -
Based on Attachment to : “We know the
way.” (from the past)
In this mode you are “reinventing” yourself as you know yourself to be !
In this mode you are “reinventing” yourself as you know yourself to be !
© BMI-CSLORLR 37
BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL
(Goss : 1996)(Goss : 1996)
CONVERSATIONS FOR NO POSSIBILITY based on the past, on the way things OUGHT to be, SHOULD or shouldn’t be. Who’s wrong, to BLAME - - - you, them, or it - - -
GET TO ZERO.NO OUGHT’S - - -NO SHOULD’S - - - NO BLAME - - -
GET TO ZERO.The large contractor’s OUGHT to do it - - -The Minister SHOULD understand - - - The people SHOULDN’T expect housing - - - The Local Authorities are to BLAME - - -Apartheid is to BLAME - - -
© BMI-CSLORLR 38
BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL
(Goss : 1996)(Goss : 1996)
CONVERSATIONS FOR NO POSSIBILITY The main difference between UHP and RMP is that The main difference between UHP and RMP is that there is no element of CONTROL - no there is no element of CONTROL - no “in order to”“in order to” in in the RMPthe RMP
GET TO ZERO.NO IN ORDER TO - - -
PARADOX PARADOX
By giving up CONTROL and decreasing By giving up CONTROL and decreasing PREDICTABILITY, the probability of attaining PREDICTABILITY, the probability of attaining EXTRAORDINARY RESULTS is greatly increasedEXTRAORDINARY RESULTS is greatly increased
© BMI-CSLORLR 39
BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL
CREATE. THE ENTIRE NEW MASTER PARADIGM. MOVING FROM THE PAST TO THE FUTURE.THREE FOUNDATION DECLARATIONS. STANDING IN ZERO.
What is possible is what I say is possibleWho I am is the stand I takeI take the stand that there are no essentials (until, unless, without); there is no way that things ought, or should or shouldn’t be, there is no right or wrong way, people have the right to say “no”, and no one is to blame for my success or otherwise – no one owes me a living; there is also no “in order to - - - “ (control the way life turns out)
GIVING YOURSELF THE POWER TO CREATE EVERYTHING THAT DOES NOT EXIST, SPEAKING THE FUTURE INTO EXISTENCE.SPECIFIC CONVERSATIONS.
© BMI-CSLORLR 40 (Goss : 1996)
PASTPAST
You make a You make a request or request or promisepromise; ;
it is accepted, declined it is accepted, declined or counteredor countered
You still You still ( being ( being human) human) assignassign
meaningmeaning
interpretatiinterpretationon
explanationexplanationconclusionconclusion
youryour““inventedinvented
game”game”
PRESENTPRESENT
somethinsomethingg
happenshappens You make a You make a request or request or
promisepromise; it is ; it is accepted, accepted,
declined or declined or counteredcountered
You make a You make a request or request or promisepromise; ;
it is accepted, declined it is accepted, declined or counteredor countered
FUTUREFUTURE
… … etc … etc … etc until etc … etc … etc until the possibility you are the possibility you are
BEING occurs in the world BEING occurs in the world as a realityas a reality
THESE THESE INTERPRETATIONS INTERPRETATIONS
WHEN THEY OCCUR, WHEN THEY OCCUR, OCCUR MERELY AS OCCUR MERELY AS “SOMETHING YOU “SOMETHING YOU
HAVE”HAVE”
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
What is Missing? What is Missing? What is Essential?What is Essential?
What’s next?What’s next?
© BMI-CSLORLR 41 (Goss : 1996)
REALITYREALITYPASTPAST
HAVINGHAVING““InterpretationInterpretation
conclusion”conclusion”CONTENTCONTENT
BEINGBEING““youryour
invented invented game”game”
CONTEXTCONTEXT
ACTIONACTIONPRESENTPRESENT
DOINGDOING““SomethiSomethi
ngnghappens”happens”PROCESSPROCESS
POSSIBILITYPOSSIBILITYINVENTED INVENTED FUTUREFUTURE
TAKING A TAKING A STAND STAND MAKING MAKING
DECLARATIONDECLARATIONSS
UNREASONABLUNREASONABLEE
REQUESTSREQUESTSAcceptedAcceptedDeclined/Declined/rejectedrejected
counter offerscounter offers
BOLDBOLDPROMISESPROMISES
KeptKeptNot keptNot keptRevokedRevoked
ASSESSMENTSASSESSMENTSASSERTIONSASSERTIONS
OPINIONSOPINIONSNothing moves Nothing moves
forwardforwardPulls you into the Pulls you into the
PastPastSoon in arena of Soon in arena of CONVERSATIONS CONVERSATIONS
FOR NO POSSIBILITYFOR NO POSSIBILITY
ALL THAT HAPPENS IN THIS MODE IS ALL THAT HAPPENS IN THIS MODE IS CONVERSATIONCONVERSATION
LIBERATIOLIBERATIONN
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
© BMI-CSLORLR 42
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
(Based on Treat : 1999)(Based on Treat : 1999)
FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD
(“The Promised Land”)(“The Promised Land”)
CURRENT KNOWN CURRENT KNOWN WORLDWORLD
(“The Wilderness”)(“The Wilderness”)
The Great The Great ExchangeExchange
Pull of the PastPull of the Past
SlaverySlavery
Day to Day issuesDay to Day issues
Satisfied with Satisfied with MediocrityMediocrity
SurvivingSurviving
ConformityConformity
Grasshopper Grasshopper ParadigmParadigm
Paradigm ParalysisParadigm Paralysis
Challenge of the Challenge of the FutureFuture
FreedomFreedom
Dreams and VisionsDreams and Visions
Striving for Striving for ExcellenceExcellence
ThrivingThriving
TransformationTransformation
Eagle ParadigmEagle Paradigm
Paradigm Paradigm ReinventionReinvention
© BMI-CSLORLR 43
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
(Based on Treat : 1999)(Based on Treat : 1999)
FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD
(“The Promised Land”)(“The Promised Land”)
CURRENT KNOWN CURRENT KNOWN WORLDWORLD
(“The Wilderness”)(“The Wilderness”)
The Great The Great ExchangeExchange
Pull of the PastPull of the Past
SlaverySlavery
Day to Day issuesDay to Day issues
Satisfied with Satisfied with MediocrityMediocrity
SurvivingSurviving
ConformityConformity
Grasshopper Grasshopper ParadigmParadigm
Paradigm ParalysisParadigm Paralysis
Challenge of the Challenge of the FutureFuture
FreedomFreedom
Dreams and VisionsDreams and Visions
Striving for Striving for ExcellenceExcellence
ThrivingThriving
TransformationTransformation
Eagle ParadigmEagle Paradigm
Paradigm Paradigm ReinventionReinvention
UNIVERSAL HUMAN PARADIGMUNIVERSAL HUMAN PARADIGM
FOCUS ON DOINGFOCUS ON DOING
REINVENTION MASTER PARADIGMREINVENTION MASTER PARADIGM
FOCUS ON BEINGFOCUS ON BEING
© BMI-CSLORLR 44
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
(Based on Treat : 1999; Senge et al: (Based on Treat : 1999; Senge et al: 2005)2005)
FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD
(“The Promised Land”)(“The Promised Land”)
CURRENT KNOWN CURRENT KNOWN WORLDWORLD
(“The Desert”)(“The Desert”)
The Great The Great ExchangeExchange
Thomas Kuhn found in his study of scientific Thomas Kuhn found in his study of scientific
revolutions that revolutions that you can’t convince theyou can’t convince the protectors of the old paradigm with protectors of the old paradigm with
better arguments.better arguments.The reality is that you have to wait until the The reality is that you have to wait until the
establishment scholars finally retire from their establishment scholars finally retire from their
positions and are positions and are replaced by a younger replaced by a younger and more open generation of scientists.and more open generation of scientists. (Senge, Scharmer, Jaworski and Flowers: 2005)(Senge, Scharmer, Jaworski and Flowers: 2005)
© BMI-CSLORLR 45
MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE
(Based on Treat : 1999; Senge et al: (Based on Treat : 1999; Senge et al: 2005)2005)
FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD
(“The Promised Land”)(“The Promised Land”)
CURRENT KNOWN CURRENT KNOWN WORLDWORLD
(“The Desert”)(“The Desert”)
The Great The Great ExchangeExchange
No one wants to die. Even people who want No one wants to die. Even people who want to go to heaven don’t want to die to get to go to heaven don’t want to die to get
there. And yet death is the destination we there. And yet death is the destination we all share. No one has ever escaped it. And all share. No one has ever escaped it. And
that is as it should be, because that is as it should be, because death is very death is very likely the single best invention of life. It is likely the single best invention of life. It is life’s change agent. It clears out the old to life’s change agent. It clears out the old to
make way for the new.make way for the new. Right now the new is Right now the new is you, but someday not too long from now, you, but someday not too long from now, you will gradually become the old and be you will gradually become the old and be
cleared away. cleared away. (Steve Jobs, (Steve Jobs, graduation address at Stanford Universitygraduation address at Stanford University : 2005): 2005)
© BMI-CSLORLR 46
THE SHIFT IS IN WHO YOU ARE BEING.THE SHIFT IS IN WHO YOU ARE BEING.
CHANGE IN BEING
Achieved through LANGUAGE
CONVERSATIONSAID OR UNSAID
SHARED MEANING
SPEAKINGLISTENING
CFNP CFP
POWER : SPEED OF SHIFT : DECLARATION OF POSSIBILITY
REQUESTS AND PROMISES
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
CHANGE IN BEING
Achieved through LANGUAGE
© BMI-CSLORLR 47 (Goss : 1996)(Goss : 1996)
Language is the only leverage Language is the only leverage for changing the context of the for changing the context of the
world around us.world around us.
This is because people This is because people apprehend and construct apprehend and construct
reality through the way they reality through the way they speak and listen.speak and listen.
LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM
© BMI-CSLORLR 48
LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM
We exist in language.We exist in language.
It is by It is by languaginglanguaging and and recurrent recurrent actionsactions or human practices that we or human practices that we
create meaning together.create meaning together.
This is the This is the enactiveenactive view of view of knowing the world; we lay it down knowing the world; we lay it down
as we walk on its path.as we walk on its path.(Jaworski : 1996)(Jaworski : 1996)
© BMI-CSLORLR 49
Considering the importance of Considering the importance of language and how human beings language and how human beings
interact with the world, it is evident interact with the world, it is evident that in many ways the that in many ways the development development of language was like the discovery of language was like the discovery of fireof fire - it was such an incredible - it was such an incredible
primordial force. primordial force.
““I had always thought that we used I had always thought that we used language to language to describedescribe the world - the world - now I was seeing that this is not now I was seeing that this is not
the case.”the case.” (Jaworski : 1996)(Jaworski : 1996)
LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 50
LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM
To the contrary, it is through To the contrary, it is through language that we language that we create create the world, the world,
because it is nothing until we because it is nothing until we describe it.describe it.
And when we describe it, we create And when we describe it, we create distinctions that govern our distinctions that govern our
actions.actions.
To put it another way, To put it another way, we do not we do not describe the world we see, but we describe the world we see, but we
see the world we describe.see the world we describe. (Jaworski : (Jaworski :
1996)1996)
© BMI-CSLORLR 51
OPERATING MODEL
BUSINESS MODEL
MENTAL MODEL
POLITICAL MODEL
WHAT PEOPLE ACTUALLY DO ON A DAY TO DAY BASIS
ALL THE CHOICES THE COMPANY HAS MADE ABOUT VARIOUS COMPONENTS OF ITS BUSINESS CONCEPT
ALL THE BELIEFS THAT INDIVIDUALS HOLD ABOUT WHAT DRIVES SUCCESS IN THE INDUSTRY
THE WAY POWER IS DISTRIBUTED THROUGHOUT THE ORGANISATION, IN PARTICULAR THE POWER TO ENFORCE MENTAL MODELS
ALIGNMENT - WHICH IS GOOD
IF THERE’S NO OR SLOW CHANGE !
(Based on Hamel : 2000)(Based on Hamel : 2000)
MENTAL MODELS
© BMI-CSLORLR 52
OPERATING MODEL
BUSINESS MODEL
ULTIMATELY YOU NEED TO INVENT NEW BUSINESS CONCEPTS OR DRAMATICALLY
REINVENT THOSE YOU ALREADY HAVE.YET THERE IS NO WAY OF INNOVATING AROUND THE BUSINESS CONCEPT UNLESS YOU CAN FIRST MOVE YOUR COMPANY’S MENTAL MODEL OFF DEAD CENTRE.
MENTAL MODEL
POLITICAL MODEL
(Based on Hamel : 2000)(Based on Hamel : 2000)
POLITICAL MODELSPACE TO
CREATENEW BUSINESS
CONCEPTS
MENTAL MODEL
MENTAL MODELS
© BMI-CSLORLR 53
WHEN MENTAL MODELS WERE HIJACKED
The fateful day of 11 September 2001
MENTAL MODELS
© BMI-CSLORLR 54
The debate about US intelligence following 9/11 terrorist attacks illustrates the difficulty of making sense in today’s complex environment. Congressional post-mortems focused on who knew what and when – on the information – but not on the more critical mental models that shaped how that information was processed. What led to the tragedy was not primarily a shortage of data. This was not a failure of intelligence per se. It was at least in part, much more a failure to make sense. Information was filtered through existing mental models related to terrorism and hijackings. They followed a certain well established pattern
WHEN MENTAL MODELS ARE HIJACKED,
IT IS IMPOSSIBLE TO MAKE SENSE
MENTAL MODELS
© BMI-CSLORLR 55
The plane and its crew typically were taken hostage and flown to some remote location, where the hijackers made demands. Pilots were instructed that the best course of action for passengers and crew was not to resist. During the September 11 attacks, the information was filtered through a set of mental models that made it hard to see what was really happening until it was too late. The events of September 11 also powerfully illustrate the power of shifting mental models. When passengers on the third plane, United Flight 93, received reports by cell phone from friends and family about the attack on the World Trade Centre, several quickly realised that this was not a typical hijacking.
SHIFTING MENTAL MODELS
WHEN MENTAL MODELS ARE SHIFTED,
SENSEMAKING BECOMES POSSIBLE
© BMI-CSLORLR 56
In a matter of minutes, they were able to transform their mental models and take heroic actions to stop the hijackers. As a result, the last plane failed to reach its target, crashing in a field in western Pennsylvania, a tragedy that could have been much worse if some of its passengers hadn’t been able to make sense of what was going on and moved to stop it. The passengers and crew of Flight 93 were presented with a picture that was similar to the hijackings earlier that day. What they suddenly developed, however, was a different mental model. They were able to quickly make sense of what was happening and act on this new understanding. And that made all the difference.
TRANSFORMING MENTAL MODELS
(Source: Wind and Crook: 2005)
WHEN MENTAL MODELS ARE TRANSFORMED,
SENSEMAKING MAKES THE DIFFERENCE IN CREATING THE
FUTURE.
© BMI-CSLORLR 57
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
© BMI-CSLORLR 58
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
In the realm of possibility, we gain our In the realm of possibility, we gain our knowledge by knowledge by invention.invention.
We speak with the awareness that We speak with the awareness that language language creates categories of creates categories of
meanings that open up new worlds to meanings that open up new worlds to explore.explore.
Life appears as variety, pattern, and Life appears as variety, pattern, and shimmering movement, inviting us in shimmering movement, inviting us in
every moment to engage.every moment to engage.
The pie is enormous, and if you The pie is enormous, and if you take a slice, it is whole again.take a slice, it is whole again.
© BMI-CSLORLR 59
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
On the whole, resources are likely to come to On the whole, resources are likely to come to you in you in greater abundancegreater abundance when you are when you are
generous and inclusive and engage people in generous and inclusive and engage people in your passion for life.your passion for life.
When you are oriented to abundance, When you are oriented to abundance, you you care less about being in control,care less about being in control, and you and you
take more risks.take more risks.
You may give away short-term profits You may give away short-term profits in in pursuit of a bigger dreampursuit of a bigger dream; you may take a ; you may take a
long view without being able to predict the long view without being able to predict the outcome.outcome.
In the measurement world, you set a goal and In the measurement world, you set a goal and
strive for it. strive for it. In the universe of In the universe of possibility, you set the context possibility, you set the context
and let life unfold.and let life unfold.
© BMI-CSLORLR 60
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
What is the practice that What is the practice that orients orients you you to a universe of possibility?to a universe of possibility?
It is a practice for It is a practice for revealing the revealing the hidden framework or paradigmhidden framework or paradigm from which the world of measurement from which the world of measurement
springs.springs.
When you see how thoroughly that When you see how thoroughly that framework rules your life, you will have framework rules your life, you will have
located yourselflocated yourself in the realm of in the realm of possibility beyond it.possibility beyond it.
© BMI-CSLORLR 61
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
So ask yourself:So ask yourself:
How are my thoughts and actions, in this How are my thoughts and actions, in this moment, reflections of the measurement moment, reflections of the measurement
world?world?
You look for thoughts and actions that You look for thoughts and actions that reflect survival and scarcity, comparison reflect survival and scarcity, comparison
and competition, attachment and anxiety.and competition, attachment and anxiety.
You keep asking the question until you You keep asking the question until you finally appreciate how hopeless it is to finally appreciate how hopeless it is to
escape being shaped by escape being shaped by the assumptions that the assumptions that
underlie all your life.underlie all your life.
© BMI-CSLORLR 62
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
And then you may begin to laugh.And then you may begin to laugh.
And when someone asks, And when someone asks, ‘How are ‘How are you?’you?’ it may appear to you utterly it may appear to you utterly
ridiculous to try to assess yourself, or to ridiculous to try to assess yourself, or to express life as a struggle and a burden, express life as a struggle and a burden,
and before you know it, the word and before you know it, the word
‘perfect’‘perfect’ may just pop out. may just pop out.
And you will be smiling.And you will be smiling.
For you will have stepped into a For you will have stepped into a
universe of possibility.universe of possibility.
© BMI-CSLORLR 63
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
Suppose that a universe of possibility Suppose that a universe of possibility stretches beyond the world of stretches beyond the world of
measurement to include all worlds: measurement to include all worlds:
infinite, generative and infinite, generative and abundant.abundant.
Unimpeded on a daily basis by the Unimpeded on a daily basis by the concern for concern for survival,survival, free from the free from the
generalised assumption of generalised assumption of scarcity,scarcity, a a person person stands in the great space ofstands in the great space of
possibility possibility in a posture of openness, in a posture of openness, with an unfettered imagination for what with an unfettered imagination for what
could be.could be.
© BMI-CSLORLR 64 (Zander: (Zander: 2000)2000)
The great space of Possibility? Am I speaking from here?
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
The action in the universe of possibility may The action in the universe of possibility may be characterised as generative, or giving, in all be characterised as generative, or giving, in all
senses of the word – producing new life, senses of the word – producing new life,
creating new ideascreating new ideas, consciously , consciously endowing with meaning, contributing, yielding endowing with meaning, contributing, yielding
to the power of contexts.to the power of contexts.
The The relationshiprelationship between people between people and environments is highlighted, and environments is highlighted,
not the people and things not the people and things themselves.themselves.
Emotions that are often relegated to the Emotions that are often relegated to the special category of spirituality are abundant special category of spirituality are abundant
here: joy, grace, awe, wholeness, passion and here: joy, grace, awe, wholeness, passion and compassion.compassion.
© BMI-CSLORLR 66
THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY
(Zander: (Zander: 2000)2000)
It is not a simple dichotomy between being It is not a simple dichotomy between being successful and living a kind-hearted feel-good successful and living a kind-hearted feel-good
life.life.
On the whole, you are On the whole, you are more likely to more likely to extend your businessextend your business and have a fulfilled and have a fulfilled
life if you have the attitude that there are life if you have the attitude that there are always new customersalways new customers out there waiting to be out there waiting to be enrolled rather than that money, customers, enrolled rather than that money, customers,
and ideas are in short supply.and ideas are in short supply.
You are You are more likely to be successfulmore likely to be successful, , overall, if you participate joyfully with projects overall, if you participate joyfully with projects and goals and do not think your life depends on and goals and do not think your life depends on
achieving the mark because then you will be achieving the mark because then you will be able to connect to all people around you.able to connect to all people around you.
© BMI-CSLORLR 67
The name of the Game is . . .The name of the Game is . . . being alert, deliberately waiting, being alert, deliberately waiting,
in a world of possibility and in a world of possibility and abundance…..abundance…..
so that when the cubic centimetre of chance pops out, the so that when the cubic centimetre of chance pops out, the necessary necessary COURAGE, speed, and the prowessCOURAGE, speed, and the prowess to pick it up, is available. to pick it up, is available.
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
(After Goss : 1996; Zander: 2000)(After Goss : 1996; Zander: 2000)
Staying in Staying in conversation conversation ......
Being Being present present forfor
Taking a stand, Taking a stand, making making declarations declarations
. . . Making . . . Making unreasonable unreasonable requests, requests, bold bold promises, promises, with no with no “FEAR OF “FEAR OF MAN” . . . MAN” . . .
ReinventReinvented human ed human beingbeing
. . . there is no . . . there is no such thing as such thing as right or wrong, right or wrong, should or should or shouldn’t; what shouldn’t; what is possible is is possible is what I say is what I say is possible . . . possible . . .
PossibilitiePossibilities, s, opportunitiopportunities, the es, the cubic cubic centimetre centimetre of of chance . . . chance . . .
© BMI-CSLORLR 68
Staying in Staying in conversation conversation ......
Taking a stand, Taking a stand, making making declarations declarations
Being Being present present forfor
The name of the Game is . . . The name of the Game is . . . being alert, deliberately waiting, being alert, deliberately waiting,
in a world of possibility and in a world of possibility and abundance…..abundance…..
so that when the cubic centimetre of chance pops out, the necessary so that when the cubic centimetre of chance pops out, the necessary speed, and the prowess to pick it up, is available.speed, and the prowess to pick it up, is available.
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
(After Goss : 1996; Jaworski: 1996; Zander: 2000 et al)(After Goss : 1996; Jaworski: 1996; Zander: 2000 et al)
. . . Making . . . Making unreasonable unreasonable requests, requests, bold bold promises, promises, with no with no “FEAR OF “FEAR OF MAN” . . . MAN” . . .
ReinventeReinvented human d human beingbeing
. . . rapidly . . . rapidly declaring declaring impossibilities impossibilities possible and possible and changing the changing the reality of self and reality of self and others . . . others . . .
PossibilitiePossibilities, s, opportunitiopportunities, the es, the cubic cubic centimetre centimetre of of chance . . . chance . . .
THE CUBIC THE CUBIC CENTIMETRE CENTIMETRE
OF OF POSSIBILITYPOSSIBILITY
THE CUBIC THE CUBIC CENTIMETRE CENTIMETRE
OF OF POSSIBILITYPOSSIBILITY
DECLARE THE DECLARE THE IMPOSSIBLE IMPOSSIBLE POSSIBLEPOSSIBLE
DECLARE THE DECLARE THE IMPOSSIBLE IMPOSSIBLE POSSIBLEPOSSIBLE
SPEAK THE SPEAK THE FUTURE INTO FUTURE INTO EXISTENCEEXISTENCE
SPEAK THE SPEAK THE FUTURE INTO FUTURE INTO EXISTENCEEXISTENCE
+SOURCE OF POWER SOURCE OF POWER A NEWA NEW WAY OF BEING
To CREATE the To CREATE the future envisionedfuture envisioned
SOURCE OF POWER SOURCE OF POWER A NEWA NEW WAY OF BEING
To CREATE the To CREATE the future envisionedfuture envisioned
CONTENT OF
DECISIONS
FUTURE
PROCESS OF DECISION
MAKING
FUTURE
CONTEXT IN WHICH
DECISIONSOCCURS
FUTURE
© BMI-CSLORLR 69 (Goss : 1996)(Goss : 1996)
There is great leverage There is great leverage
in in TRANSFORMINGTRANSFORMING yourself yourself
simply by paying attention simply by paying attention
to what you to what you LISTENLISTEN for and for and how you how you SPEAKSPEAK
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 70 (Goss : 1996)(Goss : 1996)
THE VELOCITY WITH WHICH YOU THE VELOCITY WITH WHICH YOU MOVE ANY DESIGNATED MOVE ANY DESIGNATED
POSSIBILITY FORWARD TO REALITY POSSIBILITY FORWARD TO REALITY DEPENDS ONDEPENDS ON
THE NUMBER OF THE NUMBER OF CONVERSATIONS FOR CONVERSATIONS FOR
ACTION YOU ARE ENGAGED ACTION YOU ARE ENGAGED IN.IN.
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 71 (Goss : 1996)(Goss : 1996)
THE MORE REQUESTS THE MORE REQUESTS AND PROMISES YOU ARE AND PROMISES YOU ARE
ENGAGED IN,ENGAGED IN,
THE FASTER THE POSSIBILITY THE FASTER THE POSSIBILITY BECOMES A REALITY.BECOMES A REALITY.
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 72 (Goss : 1996)(Goss : 1996)
During this During this game :game :
You You will alwayswill always be in action be in action
You won’t take action on fulfilling the You won’t take action on fulfilling the declaration of possibility itselfdeclaration of possibility itself
The game is The game is intentionallyintentionally designed so that designed so that the realm of possibility you declared the realm of possibility you declared might might
not be fulfilled in your lifetimenot be fulfilled in your lifetime
It is It is so large in scope, so sweepingso large in scope, so sweeping, that it , that it is handled by making a series of is handled by making a series of bold bold
promisespromises and taking action, again and again, and taking action, again and again, to fulfil them andto fulfil them and
You continue to make You continue to make new promisesnew promises standing in the future you declaredstanding in the future you declared
THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM
© BMI-CSLORLR 73 (Jaworski : 1996)(Jaworski : 1996)
LEADERSHIP REINVENTIONLEADERSHIP REINVENTIONA SHIFT IN NATURE OF OUR COMMITMENTA SHIFT IN NATURE OF OUR COMMITMENT
A shift in the nature of our A shift in the nature of our commitment beginning not with commitment beginning not with
will, but with willingness.will, but with willingness.
Based on trust in the playing out of our Based on trust in the playing out of our destiny. destiny.
Knowing that whatever we need at the Knowing that whatever we need at the moment to meet our destiny will be moment to meet our destiny will be
available to us.available to us.
At this point we alter our At this point we alter our relationship with the future.relationship with the future.
© BMI-CSLORLR 74 (Jaworski : 1996)(Jaworski : 1996)
LEADERSHIP REINVENTIONLEADERSHIP REINVENTIONPEOPLE GATHERPEOPLE GATHER
Out of this commitment, a certain Out of this commitment, a certain flow flow of meaningof meaning begins. begins.
People gather around you, and a larger People gather around you, and a larger conversation conversation begins to form.begins to form.
You exert an enormous You exert an enormous attractiveness,attractiveness, not because you are special, but because not because you are special, but because
people are attracted to people are attracted to authentic authentic presencepresence,, and to the unfolding of a and to the unfolding of a
future that is full of possibilities. future that is full of possibilities.
© BMI-CSLORLR 75
LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY
The seemingly accidental meeting of The seemingly accidental meeting of two unrelated causal chains in a two unrelated causal chains in a
coincidental event which appears both coincidental event which appears both highly improbable, and highly highly improbable, and highly
significant.significant.
The people who come to you, are the The people who come to you, are the very people you need in relation to your very people you need in relation to your
commitment.commitment.
Doors open, a sense of flow Doors open, a sense of flow develops, and you find you are develops, and you find you are
acting in a coherent field of people acting in a coherent field of people who may not even be aware of one who may not even be aware of one another.another.
(Jaworski : 1996)(Jaworski : 1996)
© BMI-CSLORLR 76
You are not acting individually You are not acting individually any longer, but out of the any longer, but out of the
unfolding generative order.unfolding generative order.
This is the unbroken This is the unbroken wholeness of the implicate wholeness of the implicate
order out of which seemingly order out of which seemingly discrete events take place.discrete events take place.
At this point your life becomes At this point your life becomes a series of predictable miracles.a series of predictable miracles.
(Jaworski : 1996)(Jaworski : 1996)
LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY
© BMI-CSLORLR 77
The leadership that can bring forth The leadership that can bring forth
such predictable miracles is such predictable miracles is more more about being than doing.about being than doing.
It is about our orientation of It is about our orientation of character, our state of inner activity.character, our state of inner activity.
When we stand in this fundamentally When we stand in this fundamentally open and interconnected state of open and interconnected state of
being, we are like the Sumarai warrior, being, we are like the Sumarai warrior, waiting expectantly with acute waiting expectantly with acute
awareness for the cubic centimetre of awareness for the cubic centimetre of chance to present itself. chance to present itself.
(Jaworski : 1996)(Jaworski : 1996)
LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY
© BMI-CSLORLR 78
When it does, we must act When it does, we must act with lightning speed and with lightning speed and almost without conscious almost without conscious
reasoning.reasoning.
It is at this point that our It is at this point that our freedom and destiny freedom and destiny
emerge, and we create the emerge, and we create the future into which we are future into which we are
living.living. (Jaworski : 1996)(Jaworski : 1996)
LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY
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POWER POWER IN THE REINVENTION MASTER PARADIGM IN THE REINVENTION MASTER PARADIGM
(Goss : 1996)(Goss : 1996)
IS THE SPEED WITH WHICH YOU CAN IS THE SPEED WITH WHICH YOU CAN DECLARE something CURRENTLY DECLARE something CURRENTLY
IMPOSSIBLE, AS POSSIBLE, IMPOSSIBLE, AS POSSIBLE, AND TURN THAT AND TURN THAT
POSSIBILITY INTO A REALITY.POSSIBILITY INTO A REALITY.
TO DEAL WITH THE IMPOSSIBLE YOU TO DEAL WITH THE IMPOSSIBLE YOU MUST GET INTO THE TERRITORY OF MUST GET INTO THE TERRITORY OF
CONTEXT :CONTEXT :
THE WAY YOU ARE BEING.THE WAY YOU ARE BEING.
(YOU CANNOT IMPROVE SOMETHING (YOU CANNOT IMPROVE SOMETHING THAT DOES NOT EXIST)THAT DOES NOT EXIST)
© BMI-CSLORLR 80
CHANGECHANGEENVIRONMENTALY ENVIRONMENTALY DIRECTED DIRECTED
REACTIVE CHANGE : THE RECOVERY TROUGHREACTIVE CHANGE : THE RECOVERY TROUGH
SHOCK
DENIAL
BARGAINING
ANGERSADNESSDEPRESSION
ACCEPTABLEPERFORMANCEPREDICTING THE FUTUREPOSSIBLE RESULTS
FIRST CURVE
SECOND CURVE
CONTINUOUS IMPROVEMENTBENCHMARKINGSURVIVAL
RESISTANCE TO CHANGE
(Based on Handy : 1994)
© BMI-CSLORLR 81
CREATING THE FUTURECREATING THE FUTURE
SELF-DIRECTED SELF-DIRECTED TRANSFORMATIONTRANSFORMATION
CRITICAL MESS
ENVIRONMENTAL CHANGE
RISKRUDE AWAKENING
CHAOSUNCERTAINTY
FIRST CURVE
SECOND CURVECREATING THE FUTUREIMPOSSIBLE RESULTS
EMERGING ORDERSTRANGE ATTRACTORS
(Based on Handy : 1994)
THE BUTTERFLY EFFECT
THETHEEDGE OF CHAOSEDGE OF CHAOS
ZONE OF CREATIVITY ZONE OF CREATIVITY AND ADAPTABILITYAND ADAPTABILITY
© BMI-CSLORLR 82
INDUSTRY AND COMPLEXITYTHE EDGE OF CHAOS
(Source: Based on Johnson and Scholes: 2002)
First curve
Second curve CreativityEmergence
CreativityEmergence
Intuitive capacity Permeable boundaries
Status Quo
FutureCHAOSChallenge the
Mindsets.
Paradigms, Blind Spots,Mind forged MANACLES!
© BMI-CSLORLR 83
PresentPast Future
The Edge of Time
Chaos Edge of Chaos Structure
The Edge of Chaos
(Source: Brown and Eisenhardt: 1998)
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 84
PresentPast Future
The Edge of Time
Chaos Edge of Chaos Structure
The Edge of Chaos
(Source: Brown and Eisenhardt: 1998)
COMPETING ON THE EDGE OF CHAOS
New order can emerge from New order can emerge from chaos. Complexity theory chaos. Complexity theory argues that nothing argues that nothing innovative can emerge from innovative can emerge from systems with a high degree systems with a high degree of order and stability (eg of order and stability (eg regulated industries);regulated industries);similarly, completely chaotic similarly, completely chaotic systems (eg riots) are systems (eg riots) are incapable of functioning or incapable of functioning or creating anything.creating anything.Somewhere on the boundary Somewhere on the boundary between order and disorder, between order and disorder, control and chaos, sits control and chaos, sits creativity, innovation, self-creativity, innovation, self-renewal and growth. renewal and growth. Pascale (1999) calls this Pascale (1999) calls this point “the edge of chaos”. point “the edge of chaos”. (OUBS, Strategy: Unit 8: 28)(OUBS, Strategy: Unit 8: 28)
© BMI-CSLORLR 85
New Context
Sco
pe
of
chan
ge
and
S
cop
e o
f ch
ang
e an
d
tran
sfo
rmat
ion
tran
sfo
rmat
ion
PARADIGM PIONEER
PARADIGM PARALYSIS
Standing still
Out of the box
Bench marking
Impact of Change and transformation
PARADIGM REINVENTION
PARADIGM SHIFT
MANAGEMENT PARADIGMMANAGEMENT PARADIGM
FOCUS ON DOINGFOCUS ON DOING
PARADIGMS PARADIGMS CHALLENGEDCHALLENGED
THE THE ENVIRONMENTENVIRONMENT
LEADERSHIP PARADIGMLEADERSHIP PARADIGM
FOCUS ON BEINGFOCUS ON BEING
COMPETING ON THE EDGE OF CHAOSCOMPETING ON THE EDGE OF CHAOS
PARADIGMS PARADIGMS REINVENTEDREINVENTED
TRANSFORMATIONTRANSFORMATION
QUANTUM CHANGEQUANTUM CHANGEOR DEMISEOR DEMISE
Improving Resistance to Change
THETHEEDGE OF CHAOSEDGE OF CHAOS
DISCOMFORTDISCOMFORT
The current and known world The future, unknown
© BMI-CSLORLR 86
Competing on the edge rests on the assumption that the marketplace is in constant flux. The assumption of static equilibrium no longer applies. Rather the view is that competitors come and go. Markets emerge, close, shrink, split, collide and grow. Today’s collaborators are tomorrow’s competitors . . . or both. Technology is constantly shifting. Getting to the market early matters. In complexity parlance, the marketplace is a continuously deforming landscape. The image of this kind of landscape is of a terrain richly contoured by peaks and valleys. And it is continuously reshaped by warp-speed change.
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 87
The second assumption is that firms are composed of numerous parts or agents, or businesses. When these parts are linked together at the edge of chaos and time, they form complex adaptive systems. These systems are complex not because they are complicated. They are actually fairly simple. Rather, “complex” describes the complicated, innovative and self-organised behaviour that emerges from them. They are adaptive because they can change effectively.
COMPETING ON THE EDGE OF CHAOS
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The key assertion is that successful firms in fiercely competitive and unpredictably shifting industries pursue a competing on the edge strategy. The goal of this strategy is not efficiency or optimality in the usual sense. Rather, the goal is flexibility – that is adaptation to current change and evolution over time, resilience in the face of setbacks, and the ability to locate the constantly changing sources of advantage. Ultimately it means engaging in continual reinvention.
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 89 (Source: Brown and Eisenhardt: 1998)
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 90
Roll out new branches, source and develop new
products, develop new markets,
discover new customers, diversify.
LEADING CHANGE.
(Source: Brown and Eisenhardt: 1998: 23)
Building Blocks
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 91
Navigating the Edge of Chaos: Improvisation
Entrepreneurial and creative, visionary
thinking, possibility and abundance,
continuous learning,
Emergent teams, self selected and self-
organised,emergent strategy
Simple rules,Influence rather than control,
Flat structure,Strategic Conversations,
COMMUNICATION
(Source: After Brown and Eisenhardt: 1998: 47)
COMPETING ON THE EDGE OF CHAOS
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Co-adaptation
Networking, teamwork, alliances,
joint ventures, partnerships
Industry Knowledge,Local autonomy,
decentralised, distributed power.
Rapid response,Flexibility,
Leveraging strategic capability,
Unique resources, core competencies
(Source: After Brown and Eisenhardt: 1998: 80)
COMPETING ON THE EDGE OF CHAOS
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Regeneration
Simultaneous first and second curve thinking;
Leveraging core competencies across
Business Units.
Protect and build;Product enhancement;
market penetration;Create services that
exploit change.
Respect experience;Win-win relationships;
Redefine the boundaries, change the game rules, reconfigure the value chain.
(Source: After Brown and Eisenhardt: 1998: 114)
COMPETING ON THE EDGE OF CHAOS
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Experimentation
Creativity and innovation;explore opportunities
within context of strategic intent
Strategise to intercept the future,
Market development, product development, diversification.
Exploring the future, emerging strategy,
Reinvention and transformation
(Source: After Brown and Eisenhardt: 1998: 149)
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 95
??
Impossible Results Impossible Results
UNIVERSAL HUMAN PARADIGMUNIVERSAL HUMAN PARADIGM Incremental Incremental improvementimprovement BenchmarkingBenchmarking Predicting the futurePredicting the future
RiskToleranc
e
RiskToleranc
e
RiskAvoidance
RiskAvoidance
RiskAversion
RiskAversion Possible
Results
Possible Results
CO
NFID
EN
CE
HIG
HLO
W
RiskTaking
RiskTaking Paradigm
Reinvention
Paradigm Reinvention
Smaller, Better,Faster,
Different
Smaller, Better,Faster,
DifferentParadigm Shift
Paradigm Shift
DoingDoing
BeingBeing
Current reality : How are we being right now?Current reality : How are we being right now? Strategic conversations :Strategic conversations : How are we being in relation to our context ? How are we being in relation to our context ? Are we in enough strategic conversations ?Are we in enough strategic conversations ? What’s missing, essential, what’s next ?What’s missing, essential, what’s next ?
CONTEXT : WAY OF BEINGCONTEXT : WAY OF BEING
REINVENTION MASTER PARADIGMREINVENTION MASTER PARADIGM Declaring the future based on no Declaring the future based on no evidenceevidence Operating beyond the limits of Winning Operating beyond the limits of Winning StrategyStrategy
RiskMakin
g
RiskMakin
g
© BMI-CSLORLR 96
The ever renewing organisation (or society) is not one which is convinced that it enjoys eternal youth.
It knows that it is forever growing old and must do something about it.
It knows that it is forever producing deadwood and must, for that reason, attend to its seedbeds.
The seedlings are new ideas, new ways of doing things, new approaches. (Gardner: 1981: 68)
COMPETING ON THE EDGE OF CHAOS
© BMI-CSLORLR 97
TO REINVENT TO REINVENT
THE LEADERSHIP FIRSTTHE LEADERSHIP FIRST THEN THE ORGANISATION THEN THE ORGANISATION
THEN THE INDUSTRYTHEN THE INDUSTRY
Leaders make the impossible happenLeaders make the impossible happen
The challenge is The challenge is