When we submitted our ‘Project 10X’ hack last June as a part of MIX’s ‘Leaders Everywhere Challenge’ we imagined piloting that innovative change strategy within one of Silicon Valley’s high tech firms. It was obvious to us that 'Project 10X' would be a natural with such organizations. Instead, the first opportunity showed up within one of the world’s oldest living bureaucracies.
This is a story of how one individual (let’s call her Meg) catalyzed an ‘intrepreneurial’ venture that has the potential to free their organization from a culture troubled with low engagement, hierarchical management and stifling rules. Her organization, which we’ll call ABCTS, provides Technology Services for a major division of a 100,000-person corporation.
Meg, ABCTS’s HR director, knew they needed help — something entirely different from the traditional, programmatic ‘sheep dip’ change programs her organization had tried in the past. She thought the ‘Project 10X’ approach just might work. She vetted the idea with the head of ABCTS. He was intrigued. Together they engaged and secured the support of the rest of their Leadership Team to launch a Project 10X initiative for their organization.
The ‘Crossing the Chasm’ picture below descrbes the nature of ABCTS’s challenge.
The organization’s self-ratings showed their culture to be mostly in the Yellow Zone with significant Orange Zone characteristics — fairly typical for a traditional hierarchically controlled functionally structured organization.
The launch of P10X involved a 5-day Changemaker Immersion experience for 20 ABCTS’s participants who chose to explore this 'strange' new Green/Blue Zone territory together.
This is a story of that 5-day action-learning expedition, how it unfolded, how it felt — and the challenges and opportunities it has opened up for ABCTS.
This is a Co-creation Story — a story of 'emergence' at many levels:
- It's a story of the first 'baby steps' that ABCTS is taking as it explores how to 'transcend' the limitations of bureaucratic design while 'including' that which is foundational to its on-going sustainability and evolution
- It's a story of the power of story — countless experienced 'changemakers' giving the gift of their ideas and perspectives in the form of 'Comments.' We are heartened by the quality and diversity of the Comments at the end of this post — all in support of ABCTS as it navigates its journey of individual and organizational transformation
- MIX and its M-Prize strategy is a grand example of truly 'generative design.' It's an on-going meta-story that provides us ever-unfolding stories of organizational innovation in the service of all life impacted by those organizations. It's a rich and juicy strategy for attracting, nurturing, connecting, encouraging and celebrating courageous souls who are taking initiatives to make a lasting difference in and through their organizations. It's a pragmatic way of helping more and more players appreciate that "we're all in this together"
ABCTS is a 90-person Technical Services organization providing diverse IT support to a 3000-person client organization.
Interviews of the Leadership Team and other key players highlighted the need to significantly shift its culture in the areas of —
- Employee engagement
- Dependence on hierarchy (e.g., ‘management has all the answers’)
- Level of employee initiative and ownership
In addition, ABCTS’s client organization challenged them to achieve breakthroughs in —
- Growing its change capacity — its ability to adapt to changing technology and customer needs more quickly and smoothly
- Resilience of technical infrastructure — increased reliability and responsiveness to problems
- Greater innovation — in all dimensions
Through the years ABCTS had invested in traditional approaches to leadership development and organizational change. According to Meg, these ‘sheep dip’ programs have produced little in the way of lasting improvement.
There was a readiness, not just for something different, but a burning need for a developmental strategy that could produce significant and lasting change.
4 Key Innovations
ABCTS launched their ‘Project 10X’ journey with a unique ‘5-day Changemaker Immersion.’ This involved 20 emerging ‘changemakers’ from across the organization, including all of the Leadership Team and a mix of managers and ‘staff.’ This Intensive was the centerpiece of ‘Phase 1’ of the multi-phase P10X approach.
This specially tailored action-learning expedition featured four key innovations designed to address the above challenges and support ABCTS throughout its P10X journey:
1. Green/Blue Zone Immersion — The 5-day Immersion was designed to support participants in experiencing themselves as a ‘conscious living organism’ — as a community of individuals committed both to consciously evolve their lives, and also the organization they inhabit. Not a ‘sheep dip’ experience.
We began and ended each day with a community circle. We opened the Immersion with a Native American practice called ‘Stringing the Beads’ — the premise being that all of our voices are important, and for there to be wholeness and balance, each voice must be heard, each must be respected — each has wisdom to share.
Each of the Immersion’s ‘structures’ (Total Community, Strategy Teams, Co-Creative Coaching Trios, and Individual Work) was designed to become increasingly self-managing as the week unfolded.
2. ‘Co-creative Coaching Trios’ and ‘10X Commitments’ — The biggest challenge in crossing the Great Culture Chasm is in learning to escape the gravitational pull of our limiting patterns of thinking and acting. To do so each of us needs 1) to recognize that we’re trapped in the box, 2) to learn what it takes to break free of those limiting patterns and 3) to experience how to support self and others in that process.
Co-creative Coaching Trios and Personal 10X Commitments are brought together in a way that helps individuals make the great shift from where they are… to who they are. During the Immersion these Trios met each day. They engaged in a self-managed process that enabled committed participants to begin to experience the potential of ‘generative,’ or ‘Blue Zone’ relationships. As the week unfolded the quality of both relationships and 10X commitments evolved in almost magical ways. An abiding sense that ‘We’re all in this together’ began to emerge — to become palpable. The group began to experience themselves as a community.
We had invited several senior leaders from ABCTS’s client organization to join us for a while on the morning of the last day. They could feel the energy. To quote one of the guests, “In my 20 years of working here I have never seen such a huge shift in people.”
3. ‘Future Fitness Analysis Instrument’ — Describing your organization’s ideal future in a way that helps you get there.
In preparing for the Changemaker Immersion we created a unique 22-dimension instrument. These dimensions reflected what we had learned from our interviews. Each dimension included a brief description of what might represent Red, Yellow and Blue Zone cultural characteristics for that dimension.
Below are the descriptions we used to ‘anchor’ one of the 22 dimensions — the Employees as Stakeholders:
Red Zone — Attacking and blaming relationships; employees treated as replaceable parts; fear pervasive and palpable; frequent conflict; back- stabbing; gossip; secrets; unhealthy stress; hierarchical autocratic leadership; favoritism; lack of respect and recognition; employees feel disempowered, disengaged and emotionally checked out.
Yellow Zone — Ethical, fair relationships and agreements; polite, conflict-suppressing; carrot and stick motivation; agreements mostly implicit; employees generally respected; reasonably fair rewards and recognition system; fairly high-integrity management and leadership; employee’s ideas considered but management makes final decisions; traditional but efficient work teams
Blue Zone — The relationships and agreements that define this organization’s culture are truly generative, e.g., alive, energizing, innovation-spawning and self-improving; strong commitment to contribute to each other’s well-being and to the well-being of all stakeholders. Employees enjoy high levels of mutual trust and openness; are challenged and supported to grow to full potential; have opportunity to do what they do best every day; high levels of autonomy; diversity (of individuals, worldviews, styles, etc.) valued as a vital source of learning and innovation; supported in leading a balanced life. Management sees their role as creating the conditions that best support all of the above.
This FFA instrument was designed to produce multiple and multiplying benefits:
- Reading and filling out the instrument is a consciousness-raising experience — individually and systemically
- Engaging one of the Strategy Teams in adapting the Blue Zone descriptions in their language to describe the future they want turned out to be a potent visioning process
This tailored instrument now provides the organization with the means of goal-setting and tracking progress toward those goals
4. Language Designed for Crossing the Chasm — Taking Einstein’s advice
"We cannot solve our problems with the same thinking
we used when we created them." — Einstein
Language can constrain our thinking. Our traditional ways of thinking about organizations, and the people who comprise them, is reinforced by our language, e.g., ‘span of control, head-count, superiors, subordinates, manage, motivate, carrot and stick, etc.’ all reinforce a certain way of seeing people. In a typical hierarchically controlled organization, distinctions such as these stabilize that culture.
Language can liberate our thinking. E.g., we designed the Future Fitness Analysis instrument in a way that explicitly used language associated with three importantly different organizing paradigms:
o The Red Zone culture is based on fear, shortage, winning at all costs, might makes right, etc. — beliefs that tend to be toxic for life
o The Yellow Zone culture idealizes compliance, order, fairness, continuous improvement — organization as a smooth running machine
o The Blue Zone language introduces a new ideal — organizations as conscious living systems committed to maximize their contribution to all life they impact
We also introduced the ABC Lens at the Immersion. One of the major flaws in most all sizeable organizations is that they were designed only to do A-work, i.e., all normally recurring work. They are not designed to do B and C-work — the work of organizational learning and change. ABCTS was not designed to grow any of the organizational capacities listed in the above Context and Triggers section.
It became clear to all that to move across the Culture Chasm toward the Blue Horizon vision would require growing ABCTS’s generative B/C-work capacity.
Challenge #1: ABCTS was not designed to do ‘B/C-work’ — the systemic work of organizational learning and change. This 3-Span Bridge model summarizes this challenge:
- Expertise — How to identify that experience and those skills most needed throughout ABCTS at this time, and then find ways to grow those capabilities and weave them into the fabric of the existing organization
- Infrastructure — Social, technical and physical infrastructure are all involved in supporting ABCTS’s learning and change work. There exist challenges in each of those three areas that need to be addressed
- Resources — Both leadership time/priority and budget are in short supply. Both are kinds of resources are important.
ABCTS is a technical services organization. In setting out on the P10X journey and shaping their design of how best to support the B/C-work implicit in that journey, they will need to embrace the challenge in Polly's post:
"How can we tap into emerging digital technologies and the principles that undergird them (such as transparency, collaboration, meritocracy, openness, community and self-determination) to produce radically new approaches to organizing and creating value?"
Challenge #2: Need measures that matter — The nature of ABCTS’s Technology Services makes it difficult to measure its business performance. P10X’s sustainability needs to be fueled by its contribution to improving business performance. Clear, compelling measures of business performance, as experienced by all stakeholder groups is essential to sustaining movement toward their Blue Zone vision.
Challenge #3: Time-consuming controls, regulations and procedures are mostly imposed from outside ABCTS — and seemingly outside of their influence
A Bootstrapping Solution?
Solving all three challenges require a P10X governance mechanism that meets these tough criteria:
- It supports rather than overloads existing leadership
- It develops and distributes P10X leadership throughout the organization
- It becomes truly generative, i.e., self-regulating, self-improving and self-propagating
- It fosters initiatives that keep growing the ‘quality of relationships and agreements’ with and among the various stakeholder groups involved
ABCTS is currently considering a P10X Leadership Development Initiative with potential to address all three challenges in a way that could satisfy the above four criteria. This initiative would build directly on the 5-day Changemaker Immersion experience. The Co-creative Coaching Trio practice would be evolved to include other stakeholders who become attracted to P10X ‘R&D adventure.’ The emerging self-evolving P10X learning and change community could meet one day/month to harvest learnings, to vet proposed change initiatives, and to re-constitute Co-creative Coaching Trios for the coming month.
This P10X initiative is a de facto R&D effort. Each implementation step is an experimental step toward their Blue Horizon vision. It’s intended to be a heuristic action-learning journey. The P10X Leadership Development initiative is intended to grow the organization’s capacity to move toward that vision.
Benefits
- Focus on relationships and growing a sense of community is immediately rewarding and confidence-inspiring. The shift in the organizational climate was palpable.
- Commitment of ABCTS leadership is becoming increasingly apparent. Their follow-up ‘2-day Espresso Changemaker Sessions’ sent a strong signal to the rest of ABCTS
- Leadership from ABCTS’s client organization has been very supportive. There is potential for expanding P10X to include that organization
- This is an R&D effort with enormous potential in terms of both business and social benefits. As this initiative is proven and institutionalized, its ripple effects have the potential to reach all of the ‘Mother Ship’ and beyond
Metrics
- The FFA Instrument will serve to measure 2014 progress in terms of 1) Quality of Stakeholder Relationships, 2) Critical Organizational Capacities 3) Key Infrastructure Design Elements and 4) Context Design Choices
- Barrett Values Centre, CVA (Cultural Values Assessment) will be used to map the values throughout the organization. The CVA provides a way of managing the cultural evolution of ABCTS to the same level of detail that is used to manage the finances
- What’s missing: Clear and compelling means of measuring overall business performance
What we learned about what really worked
- Extensive engagement with the Leadership Team and other key players was important to designing a 5-day Changemakers Immersion that provided participants a first first-hand experience of a working Green/Blue culture.
- The emphasis on relationships and community turned out to be essential first steps for AB
What ABCTS is learning and needs to solve
- Their P10X initiatives need a home — a physical space adequate to the special kinds of gatherings that best support organizational learning and change.
- How best to measure and track the effect of P10X on overall business performance
We are particulary grateful to Jennifer Rice, founder of BrightPassage, for her inspiring us to develop a Future Fitness Analysis instrument for use with ABCTS and other pioneering organizations. The FFA instrument proved to an important contribution to our 5-day Changemaker Immersion, and will serve as an on-going means of tracking P10X movement. Jennifer's 'Future-Ready Assessment' uses a 4-point maturity scale to benchmark organizations on their fitness for the future: From Fit for the Past and Fit for Today to Fit for Tomorrow and 'Future Shaper.'
Tom Atlee's Social Systems and Transformational Change is but one glimpse at his rich and deep thinking on the relationship between transformational change and our capacity to change our social systems. His body of work has been both foundational and inspiritual to our many initiatives.
David C. Korten's Sacred Earth, a New Economy and the 21st Century University powerfully reinforced our conviction that turning the corner on our many global crises is dependent on our being able to re-purpose our organizations — which in turn requires that we greatly expand the role and nature of organizational leadership.
Dr. Joel and Michelle Levey's Resilience: The New Sustainability at Work, summarizes our challenge (and opportunity) in its first sentence. "As tsunamis of complex change flood through our lives, world, organizations and communities, the need to develop greater change resilience, sustainability, and capacity to learn at every level becomes ever more clear."
The 10X concept was originally inspired by Bill Veltrop's work with James C. Selman. This discussion paper,Leadership and Innovation: Relating to Circumstances and Change, will give you a glimpse at the depth and breadth of Selman's thinking and work.
John Renesch's The Great Growing Up: Being Responsible for Humanity's Future provided us a powerful way of seeing and thinking about this evolutionary instant. Project 10X is intended to provide organizations, of all kinds and sizes, with a co-creative way to navigate through a systemic rite of passage.
We invite you to explore 10XShift.com, a web site designed to support those organizations committed to 'crossing the great culture chasm.' We encourage you to check out our suggested Gear for the Journey — 15 Paradigm-Shifting Lenses. You may also appreciate our vision for the future of organizations — The Next Big Thing Isn't a Thing.
For those who are drawn to better distinquish between Generative Initiatives and the more traditional, more mechanistic approaches, we invite you to check out this article on Generative Change, 15 Ways to Know Whether Your Initiative Is Generative, and these 10 Design Principles for Generative Initiatives.
Last but not least: If you're interested in reviewing the prototype version of our Future Fitness Analysis (FFA) instrument, contact me directly — Bill@GlobalGEA.net
This is an important contribution for career navigation that is becoming increasingly critical for professionals in every field, who will become more transient. The average tenure at companies is now 24 months (source: Michigan State University, Office of Career Development) and with the emergence of Cloud, Analytics, and Social Engagement Media the structures of work are about to radically change. Simple competencies will be replaced by Artificial Intelligence; the skills sets of coaching/mentoring will be more highly valued and wholistic human attitudes will be necessary to improve human collaboration leveraging conceptual computing. The authors have provided an important contribution in the movement towards a better alignment of skills sets, aspirations and emergent workplace reality.
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Congratulations Bill and Max on running this 5-day immersion. I echo many of the excellent comments already made, especially around re-conceiving "business performance" at the systemic level, and I sincerely hope ABCTS follow up on your initial work sooner rather than later!
If there was only one book I could recommend ABCTS Changemakers read as soon as possible, which provides fairly detailed examples of pioneering "Evolutionary-Teal Organizations", it would be "Reinventing organizations" by Frederic Laloux (published this year). Laloux states that the case studies researched for the book "reveal three major breakthroughs: Self-management, Wholeness, and Evolutionary purpose."
I'd encourage ABCTS to reach out to such organizations, and to initiatives such as the Conscious Capitalism movement (as it happens, I'm attending a UK CC Chapter event tonight), to share insights, learnings, and extend the network of developmental support groups beyond their organizational boundaries. Also, well worth reading Robert Kegan's HBR article (publication date: 01Apr2014) called "Making Business Personal" about the notion of the "Deliberately Developmental Organization". The more this kind of sharing happens, the faster we can get to a systemic tipping point that moves the global business environment to where it needs to be...
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Gavin, you are a veritable cornucopia of useful suggestions — each of which represents a new opening for me. I suspect this will also be true for most all of the ABCTS players.
You've proven yourself to be a wonderfully proactive 'scout' since we first met a couple of years ago.
Thanks much!
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Bill and Max
An intriguing and inspiring story. As a change practitioner of many years I am very heartened (but not surprised) to notice some key points of emphasis in your approach, namely:
1. Emphasis on personal relationships and the building of community. So much of BAU organisational life is transactional with little attention paid to or by the unique humans involved in that "transaction". And thus it is no surprise that many organisations get so little of the full potential of their people at work and that so many feel oppressed and used while at work. My experience echoes yours (and many of the fantastic comments below) namely that if we can release the potential of all engaged in any endeavour then so much more is possible. Key question is how do we build the social architecture to support that? For me a vital element of leadership is the ability to build and sustain deep trust relationships with those you wish to partner with (which is, if we see clearly, just about everyone!). All of this is heightened at times of change when trust may be eroded by fear and anxiety provoked as we seek but often don't get engagement. I love Peter Senge's quote: "People don't resist change; but they do resist being changed". And so your approach places relationship building, community building and unleasing potential through the establishment of connection.
2. Identifying ways to connect to personal and group higher purpose. Without that inspiration and that reminder of the bigger context in which we operate it is all to easy to fall into task completion mode. I love the use of the Blue Zone to paint that picture of the potential future and to use it as a beacon to draw those engaged towards it. I would love to know more about the balance of the framework you have created providing useful boundaries in which creativity can thrive AND the extent to which emergence and innovation is allowed to usefully challenge that framework - "building the bridge as we go" perhaps across the cultural chasm.
3. Your focus on language (and in my mind at least) organisational metaphors. When I read Images of Organization (Morgan) years ago I remember then having the scales fall from my eyes and seeing just how pervasive the mechanistic metaphors of organisation pervaded management thinking. Your emphasis on the organisation as a living being and that that requires and enables of us as members of that living being again is a vital emphasis (perhaps particularly in a technological environment?). The language we use is not merely a descriptor of our current reality; it is the way we can bring that reality into being. If we can speak the new future with passion and conviction then our commitment to making it a reality is hugely strengthened.
I do have a few questions too:
1. I see from the comments that follow-on activities are already underway which from a sustainability view point is of course vital. Were these envisaged (beyond merely concept) when you embarked upon this journey or are the only now emerging?
2. What was the most important internal messages / messaging that got the senior leaders "on-side" to what is viewed as a potentially radical approach?
3. What was the biggest challenge you (as catalysts / facilitators) faced and how did you deal with it?
4. What was your greatest joy in this journey?
I look forward to seeing how this develops further and in particular how the "virus spreads"!
Tim Stanyon
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Transformational change of this nature is the hardest work an organization will do. This is emotional, and it's personal. Some people just want to come to work, do their job, and get paid. But that leads to the incredibly high percentage of disengaged employees in Our World (by some measures 90% not engaged or actively disengaged worldwide!). For those courageous enough to make this journey, work can turn into a source of joy and fulfillment. Your process is deep and wide, and the implementation specific and practical. Most important in my opinion is your focus on how language shapes our reality. No one would eat sushi if it were called "raw dead fish"! Thank you for sharing your transformational process.
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Oh Scrappy One: Your comments feel spot on to me. Transformational change is indeed hard work, especially in the early stages — for all the reasons you mention. It does take courage and commitment to make the journey — and, as you so eloquently put it, it can turn into a source of joy and fulfillment.
A Question for You: Given where ABCTS is in their transformational journey, which of your books do you believe might be most relevant for their 'Changemakers?'
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Dear all:
It is a real pleasure reading the initial contribution as well as all the rich comments that followed. I have been involved in a similar work for the last 15 years and I would like to congratulate the team on a model that is simple and concise. It is a good foundation for a long lasting research and evolution of practices, methods and cases that can strengthen the core message – the corporate environments are indeed different and that will be the case in the future too. In different periods of human and social evolution, different competences are needed in order to endure conditions for life.
Based on my experiences, there is a very close relationship between involution (of individuals) and evolution (of structures/systems) http://vibacom.si/upload/TaiwanISSS.pdf ; they challenge each other, encourage, and they can also act as an obstacle in the process of adjusting to the conditions in the environment that they (individuals and structures) are exposed to, and mostly that they constantly co-create, as well.
So, often we tent to forget, that we create structures to serve us in a pursue for a better quality of life (work included); yet, so often I see that we (people) start serving structures, fight for their survival (and the survival of those that proclaimed themselves as guardians of those structures). It is an important step to really bring this to the surface within organizations as well. http://www.maneyonline.com/doi/abs/10.1386/jots.9.1.29_1?crawler=true .
Bill, you and your team have done a great observation in pointing out different levels of organizational consciousness that have and impact on the corporate structures, culture… you might find the model that I use a interesting,too... both of the models could possible compliment each other http://vibacom.com/upload/haagmassinnovationvbulc.pdf . I am joining to the comments that are stating the importance of time in making this cultural/systemic changes. I have been involved in restructuring of companies (between 300 – 1100 of employees) and it took us between 1,5 to 3 years to reshape their business practices, to integrate the changes into the DNA of the company. In addition, it is really challenging that these changes are quite unstable. In other words, with a new ownership or even a new top management, advanced structures could easily disappear in a matter of months… Anyway, I hope you will continue with your project and that we can all co-create an exciting new approach to the leadership (this is my vision: http://www.youtube.com/watch?v=yvbW02JGDq4&feature=BFa&list=PL54F8763316... ) and corporate organizational dynamics. It is needed indeed, VIoleta
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Aaah.... Violeta. What an inspiration you've been for me. You represent the quintessential 'game-ready infinite player,' or GRIP — a true pioneering 'evolutionary architect!' Your brilliance and leadership, not only in Slovenia, but throughout your hemisphere, is exactly what humanity needs at this crucial juncture in our evolutionary journey as a species.
Your words of congratulation and encouragement mean much to me and to other pioneering souls who are participating in this adventure.
The video you linked for us is a thing of beauty and a joy to behold. Elegant simplicity on the other side of all the complexity we're facing at this moment. I interpreted the ripples marking the transitions as yet another beautiful synchronicity.
Your paper on the very close relationship between 'involution' (of individuals) and [conscious] evolution (of structures/systems) is one of the best I've encountered. Congratulations.
I look forward to our co-creating an opportunity to put our respective bodies of work in the same applications pot — to see what we can cook up together.
I'd love to share the broad P10X approach with you, especially the '5-day Changemakers Immersion.'
Thanks so much for the gift of you thoughts, your references and your presence.
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Bill and Max
An intriguing and inspiring story. As a change practitioner of many years I am very heartened (but not surprised) to notice some key points of emphasis in your approach, namely:
1. Emphasis on personal relationships and the building of community. So much of BAU organisational life is transactional with little attention paid to or by the unique humans involved in that "transaction". And thus it is no surprise that many organisations get so little of the full potential of their people at work and that so many feel oppressed and used while at work. My experience echoes yours (and many of the fantastic comments below) namely that if we can release the potential of all engaged in any endeavour then so much more is possible. Key question is how do we build the social architecture to support that? For me a vital element of leadership is the ability to build and sustain deep trust relationships with those you wish to partner with (which is, if we see clearly, just about everyone!). All of this is heightened at times of change when trust may be eroded by fear and anxiety provoked as we seek but often don't get engagement. I love Peter Senge's quote: "People don't resist change; but they do resist being changed". And so your approach places relationship building, community building and unleasing potential through the establishment of connection.
2. Identifying ways to connect to personal and group higher purpose. Without that inspiration and that reminder of the bigger context in which we operate it is all to easy to fall into task completion mode. I love the use of the Blue Zone to paint that picture of the potential future and to use it as a beacon to draw those engaged towards it. I would love to know more about the balance of the framework you have created providing useful boundaries in which creativity can thrive AND the extent to which emergence and innovation is allowed to usefully challenge that framework - "building the bridge as we go" perhaps across the cultural chasm.
3. Your focus on language (and in my mind at least) organisational metaphors. When I read Images of Organization (Morgan) years ago I remember then having the scales fall from my eyes and seeing just how pervasive the mechanistic metaphors of organisation pervaded management thinking. Your emphasis on the organisation as a living being and that that requires and enables of us as members of that living being again is a vital emphasis (perhaps particularly in a technological environment?). The language we use is not merely a descriptor of our current reality; it is the way we can bring that reality into being. If we can speak the new future with passion and conviction then our commitment to making it a reality is hugely strengthened.
I do have a few questions too:
1. I see from the comments that follow-on activities are already underway which from a sustainability view point is of course vital. Were these envisaged (beyond merely concept) when you embarked upon this journey or are the only now emerging?
2. What was the most important internal messages / messaging that got the senior leaders "on-side" to what is viewed as a potentially radical approach?
3. What was the biggest challenge you (as catalysts / facilitators) faced and how did you deal with it?
4. What was your greatest joy in this journey?
I look forward to seeing how this develops further and in particular how the "virus spreads"!
Tim Stanyon
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Tim, thanks for your sage observations and your questions. It's obvious that you've paid your dues in the realm of organization learning and change.
As to your questions:
1. Max and I have been describing P10X as an on-going heuristic journey requiring special expertise, infrastructure and resources. We had sketched out some ideas of what that might look like. These ideas have evolved in significant ways, and will undoubtedly continue to do so.
2. Senior leadership knew the traditional 'sheepdip' approaches they've tried in the past produced little in the way of lasting improvement. They saw the P10X approach as importantly different, but ultimately were gambling that it would be sufficiently robust.
3. The biggest challenge we faced as 'guides' on this journey was that we lived on the other side of the planet. We compensated that as best we could with extensive remote interviews and added time onsite before and after the Immersion gathering.
4. The greatest joy to date has been the sense of partnership we feel with those who took the risks in initiating the journey.
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Bill, very encouraging story! From the perspective of leading a culture change in a similar technical service organization, I want to reinforce the importance of finding a compelling measure of business performance. The "soft stuff" is meaningless in most bureaucracies unless it credibly impacts business results. Measuring customer satisfaction on key issues proved useful for us.
Second, your blue zone emphasizes the importance of "supporting employees to grow to full potential" and you mention "organizational learning" as a key B/C work capacity. In our effort two shared values proved critical for both—"risk taking" and "learning from mistakes." Humans cannot grow without taking risks, making mistakes, and learning from them. And organizational learning took off like a rocket when management shifted its emphasis from placing blame to learning from mistakes.
This voice of experience would like to assure the ABCTS'ers that achieving the Blue/Green side of the chasm is well worth the effort producing win/win results for all—employees, management, and customers! So keep up the good work.
Bill Nobles
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Bill, I really appreciate your taking time to share your hard earned wisdom. You were able to work some real magic when you headed up Exxon's Technical Services organization.
A Question for You: Would you be open to sharing some of your experiences with the head of ABCTS if he were up for such an exploratory conversation?
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Bill, I will be happy to dialogue with the head of ABCTS. (You have my email address and phone and New Jersey home office number.) In the meantime your question triggered another point from my culture change which could be helpful—be sure your organization and employees understand they are in the service business. The technical organization I inherited was totally confused what business they were in.
Also my culture change produced such remarkable and unexplainable results that after retiring I joined another CEO who had similar experiences to research what happened. Our findings are in an ebook "Freedom-Based Management" which is available along with other articles on: www.freedom-basedmanagement.com. The first and fourth principles of our freedom-based model may help you and the ABCTS head monitor progress:
* First Principle: "Lead" rather than "managing by hierarchical control" by articulating a compelling vision for enterprise success— mission, aspirations, and shared values/beliefs. This provides the guidance and constancy of purpose employees require to act self-responsibly while self-controlling and self-coordinating their activities.
* Fourth Principle: Emphasize self-responsibility, authority sufficient to act autonomously, and accountability—instead of control.
- Everybody should be accountable to organization and to colleagues for at least:
• Focusing on mission;
• Behaving consistently with organizational shared values;
• Establishing and achieving objectives that maximize personal contributions;
• Deciding and acting with competence and appropriate knowledge, and seeking help if needed;
• Respecting the rights and property of others; and
• Managing their personal development.
- Managers are responsible for leading, coaching, and helping—not controlling.
- Managers and employees collaborate to continually update responsibilities, and to ensure that authorities and property rights enable functioning freely.
Best wishes, Bill Nobles
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Bill and Max,
First, it's truly a delight to see your deeply conceived work put into action. It goes beyond imagination wondering what was unleashed from this venture in the bellies of all involved!
Humans toil for a purpose, whether or not we see the purpose in our work. We often forget why we're called to work, what is in our makeup that drive us to labor. We don't connect deeply enough with our nature to know what comes naturally to us, easily disregarding the many gifts for the world each of us holds in our hearts. We don't clearly see the full interconnectedness of our being, the creative potential to evolve that is embedded in all our relations.
Work offers us a mirror in which to see the things we've lost sight of; an invitation to look more closely at the connections among Our What, Our Why, and Our How.
What's moving about your efforts with ABCTS is that it stirs the pot in the soup of these connections--why people chose to do their work there, for whom, for what, how they want to work, and who they want to become, as individuals and as a group--blending their ingredients into a more intentional community. In that, there is much liveliness and a tremendous potential to make things happen. If you can call that out in the workplace, I have to think any organization would be intrigued enough to tap into this potential and nurture its emergence.
Your enticing framework offers the people at ABCTS a path to shift thinking and perceptions; to locate their aspirations with the philosophies, beliefs, attitudes and behaviors which will allow them to thrive; and, to recast their reasons for working together into structures which will better hold their capacity to learn and to grow, as individuals, as teams, and as a "living" organization. You're inviting alliances among the people at ABCTS which will generate a fabric upon which they can weave a vitality into their everyday work.
As for business rationale, intuitively, why wouldn't a more vibrant group of people make for a more flourishing business? Beyond that, what business wouldn't want to be known as a place where people gather in deep engagement to be generative together? Taking a business perspective, who wouldn't be attracted to work at such a place? Who wouldn't become more curious about doing business with such a company? Just imagine the possibilities!
Beyond these reasons, there is the question of what ABCTS wants to contribute to the communities in which they do business. These days especially, it's quite unwise for a business to look away from this question. The ripple effects of engaging in your P10X work on the social fabric would seem a worthy basis for an organization to pursue this work further.
Regarding design, I wonder about social engagement within the organization and if there could be some focus on the narrative which comes out of the five day immersion and follow up to it. There must be a story to tell, something to build upon, something to leverage, which will deepen the practices for the participants and carry their experiences outward to others. Creating a "living story" can greatly support the work that has already begun, plays to the social nature of people, and reinforces your emphasis on language as a basis for change.
On the topic of business performance and metrics, I'm guessing this is both a sales and service organization, and as such, imagine that customer engagement and loyalty would be important measures. With this assumption in mind, how might you tie back the higher functioning of the technology group to building capacity for deeper customer relationships among the other business groups the technology group supports? How might working with more of a "Blue Zone" mindset among the people in the technology group generate ground-breaking ideas which could become new solutions to customer issues? How might more generative relationships across the organization dissolve fragmentation and create a more unified customer experience?
While there may be some questions raised about the durability of what took place, no doubt there was impact. Something has been set into motion, and from your writing, early indications are that it is elevating the climate. I'm hopeful there are enough people in ABCTS who can appreciate the short-term gains while caring for the longer-term processes needed to truly make meaningful change. I'm reminded of the words spoken by this guy who's spent quite a bit of time working in technology. Bill Gates said, "We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don't let yourself be lulled into inaction."
Finally, Bill and Max, your work breathes new life into the ABCTS organization and offers others elsewhere a direction in how to evolve from the restraints we've placed on ourselves and on our social structures. Your toiling in the fields of imagination and design have illuminated a clear path of how we humans can move ourselves, and all of life, into more connection, and enjoy the mysteries of creation. I hope you each see the reflections of your purpose in the unfolding of your work.
Thank you!
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Rick, I marvel at the depth and breadth of your seeing into the body and soul of 'the beast.'
I appreciate the poet in you that brings forth the many dimensions of aliveness possible in organizations.
Thank you, thank you.
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Bill, Max, Kim & All Generous commentators
Firstly thank you for the great submission, which introduces the inspirational journey on which our community has started.
Thank you to Kim (Meg!) for her clarifying and deepening commentary and a truly overwhelmed “Wow” to all of the many people who have taken the time to share their thoughts, encouragement and questions on the many many posts.
By way of introduction, I am the Head of ABC’s Technology Services and the Executive sponsoring and nurturing this wonderfully energizing and challenging initiative.
Bill, Max & Kim have done a fantastic job of describing how we have started on our journey to our “Blue Horizon” and the many things we have already learned as individuals and as a collective.
Personally I have probably learnt more about myself as a Learning Leader and Leading Learner over the last six months than in the many preceding years of working in the corporate world.
I am not going to attempt to list them all, but would like to share a few key learning’s that have really impacted on me.
The importance of Design in social architecture and therefore the significance of guidance from Master Architects, as Bill says, “Most organizations are perfectly designed to produce the results they are currently getting”. We are comfortable with the need to design so many things but I was blissfully ignorant of the concept from a social and learning perspective.
The need to be Brave; embarking on our initial Change maker intensive felt like a very significant and daunting step. I was really concerned that we were making the right decision; a helpful blog from Seth Godin around this time reminded me that the size of the leap or step is often only a matter of perspective.
The world we live in is truly a Volatile, Uncertain, Complex and Ambiguous (VUCA) place, how we embrace this and develop ourselves and our communities to thrive in it will define us over the coming years.
Patience and the need to manage our precious energy levels; frustration with the time it takes to make real change in the face of many challenges can be a significant drain on your energy and enthusiasm. Realistic expectations, support from others and positive energy boasting experiences are so important.
Finally I would really like to address the many questions raised in the numerous posts, but I am not sure of the most effective way to do so? I am certainly happy to share my experiences in more detail with anybody who is interested. You can contact me directly via Bill or Meg.
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Anon,
I really appreciate your thoughtful and self-disclosing post. Your commitment to ‘being the change you want to see’ in the organization you steward has made a HUGE contribution to the level of movement we’ve all experienced.
You have the major challenge of describing and justifying your P10X initiative within the larger ABC organization. To that end I want to pass along a gift from Max. He’s been reading and abstracting from a most timely and relevant book: ‘Culture Eats Strategy for Breakfast,’ by Curt Coffman. Here are a few excerpts from the collection of nuggets that Max harvested:
“Culture is not the enemy of strategy and performance, but an equal player in the game, not to be underestimated or overlooked. For each organization, there exists a crucial connection point where the business promise hinges on the culture. Our competition can copy our products, methods, and service, they can hire our stars, duplicate our marketing, use our vendors, and lure our customers with amazing offers, but they can’t clone the culture that created these advantages. IT IS THE EMOTIONAL NATURE OF CULTURE THAT RENDERS IT CAPABLE OF BECOMING YOUR WORST NIGHTMARE OR YOUR MOST SUSTAINABLE COMPETITIVE ADVANTAGE. [My CAPS]
“The brand promise may be crafted at the strategy level, but it is the organization’s culture that either delivers or breaks that promise.
“…when there is a lack of communication, partnership, or relationships, the energy is wasted, creating schisms instead of bridges.
“We all need a place where we can drop our defenses and be vulnerable; these are the places where our most significant relationships are born. When people feel a strong sense of belonging, they say, ‘I love it here’ or ‘I can’t wait to come back.’ Culture is the common core that creates belonging, influences our actions and shapes who we become.”
“Culture is not a situation — it is an opportunity to be ‘all in.’”
Really insightful — coin of the realm.
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The ABCTS story is an example and validation of the fact that transformation is possible even in the most intractable of environments. People don't necessarily have a choice about their circumstances but always have a choice in how we relate to them. To move across the cultural chasm we must awaken to the fact that culture is a social construction in language and that we can create a new culture as an expression of our commitment and rigor in language. At the end of the day I've learned that we can surrender or resist and we always get more of what we resist. Project 10X heralds the era in which leadership is about creating reality and we can acknowledge that when we believe we need control to get what we want, we are always going to be the source of what we say we don't want. Good Work.
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Jim, I really appreciate the clarity and profound relevance of your words to ABCTS's situation.
It’s been 25 years since we did so much work together in Canada. Those were exciting learning-filled times. Those experiences with you were the inspiration for the 10X Commitment concept that has proven so useful in many different change initiatives through the years.
Thank you, thank you.
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Dear Bill & Max,
Well done! Bill, I have so enjoyed your love of scouting and finding your way into wondrous adventures these last 24 years! This one promises that the harvest of all the 10X commitments we have claimed and shared with each other over that time will continue to deepen in this time of the Great Turning.
Two questions this day:
First, how do we evoke the images of living a life where our engagement with every aspect of our life is total - nothing held back - no resistances - so that when we leave this life, we have truly and completely done what is ours to do?
Second, how do you imagine the Blue Zone pioneers talking about Self Responsibility in organizational life? I've always loved Peter Block's definition that the true work of leadership is to confront people with their own freedom. From the Earth wisdom tradition that Pele and I carry, Self Responsibility is foundational to living an awakened life, full of outrageous commitments :-))
The last thing that my digital pen wants to say today is that your's and Max's work renews my interest in joining new and whole measures of business performance with ANY conversation about improving business results -and, of course my passion is that the Voice Of Our Mother (VOOM!), the Earth be invited and listened to at every transformational table in the years to come.
Thanks again for your brilliance…
I have spoken.
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I might paraphrase both of your questions in this way: How can we evolve our social forms — our organizations — in ways that approach the elegance and fullness of being we find throughout the rest of nature?
I celebrate your 'renewed interest' in bridging between the world of business and the magic and mysteries of nature. You are uniquely equipped to make a huge contribution to that bridge-building process. And now is the time :-)
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Bill, Max, Kim, and Anonymous,
You are heroes and role models illuminating the way for those of us with the humbling and audacious calling of creating healthy, successful organizations.
In 9 days, over 200 global leaders will convene for 3 days in Reykjavik, Iceland for the Spirit of Humanity Forum to explore "The Power of Love and Compassion in Governance." Since my son, Ramon and I will be contributing interactive keypad technology to the conference, I have had to privilege of seeing a "sneak preview" of what is to come.
Your incredible story must be spoken and shared in that Forum. I commit to sharing the link with the talented and committed conveners I have already had the privilege to meet. Your work will resonate with them on so many levels. The Barrett Values Centre CVA you are utilizing in your work is also being taken by every participant in the Forum. If you have any handouts on your model, please email them to me to help me share it with others.
The Emergence of Community
I also want to do a "shout out" to all those who have commented on your post. After a very long day, I sat down for "one hour" to read the article and write a post. I am 4 hours into reading the posts, following links, and enjoying the expansion of my consciousness about organizations as living organisms. I am energized, though reluctant to start commenting on all that has been shared.
FireHawk: Thank you for your teaching on Earth Wisdom done so masterfully with Pele Rouge and Lana Holmes. Your work can help prepare people for the organizational work Bill and Max are manifesting.
Another recommendation I have for resources that can help individuals navigate the journey from the Red Zone to the Blue Zone is Internal Family Systems (www.selfleadership.org). It is a 30-year old non-pathologizing therapeutic model that has an emerging community of executive coaches and change consultants using it in organizations globally.
As Bill's ideas and the comments dance in my mind, I am most encouraged by what I see as a true community forming among us. May we continue to nurture and feed it using platforms such as this and global cross-sector movements such as the Spirit of Humanity Forum.
Wishing you all joy and satisfaction in your work. May you be encouraged in knowing that every step we take matters.
With love and respect,
Julia
Julia Sullivan
Los Gatos, CA
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Julia, speaking for myself, and for all those you recognized in your post — Max, Kim, 'Anonymous', FireHawk, Pele Rouge, Lana Holmes, and the dozens of committed professionals who have commented on the ABCTS story — I so appreciate your contribution to this rich stew. Your thoughts speak volumes about who you are in and for this world.
We would all be honored by your being the carrier of this story to your Spirit of Humanity Forum in Reykjavik. In response to your requests for 'handouts' I have added some links and suggestions to the 'Materials' section of the story.
Thanks again. You are an inspiration.
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Loving this Bill.
Some thoughts that come up for me are below. They are not to be seen as corrections but merely as thoughts that emerged for me, done in order to take this conversation deeper if so desired.
1- I have written about the death of sustainability, and I like that you present that as a culture chasm. It’s a longggg jump to make it over!
2’- Dependency on hierarchy’ is what inhibits ‘employee level of initiative and ownership’. And under that is fear of loss of control.
3- Resiliency is an outcome of adaptability (or ‘change capacity’)
4’- Greater innovation’ is a totally, all over the board, misunderstood thing. I propose that it be sandwiched in between the difference of inspiration (or insight) and invention (the manifest of innovation). Thereby innovation becomes framed in a way that bounds a new comprehension for its understanding and what within it needs to change.
5- The trio approach (3 people interacting together) is one I’ve used and feel its potential for creating awareness and learning is a magnitude higher than when we use one-to-one. Two creates a dipole energetically which too often creates less rather than more collaboration. Three on the other hand, allow the third to break the dipole, keeping a flow rather than lockup. Although not always good, it is most effective during change efforts where the future is not well known.
6- Language is still our primary tool for evolving, and is one of the main reasons we are not moving along the sustainability path very well. Because there still isn’t enough words to describe (w)holism, thus a commitment to building on new language must be part of an organization’s transformation process. As my mentor Fritjoj Capra once said: “There is no communication until we are communicating about our communication.” LOL!
7- I think we have to be careful about the idea of ‘leadership overload’, because in fact, if they are on to something that is truly new and change-oriented, they WILL feel overloaded and overwhelmed at times. However, by setting that as part of the context, giving them space to step into (rather than avoid) that overwhelm, is where the golden nuggets will be found.
8- In terms of quality oriented metrics, it will be important to tie value statements - both individual and organizational (as they are often very different) into the measurability. Value statements will take the form of personal importance inside the organization and migrates out to a ‘value proposition’ at the external view of the org. Quality metrics needs to tie into this value flow.
All I have time for. Wondering what comes up for any of you? Hoping you are each seeing some light at the end of this long tunnel of social/cultural change.
Kindly, Vic D.
http://VicDesotelle.com/blog
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Vic, I find myself especially resonant with and appreciative of your points 2, 5 and 8.
Thank you for your contribution.
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I've just read on the blog of this challenge:
"With the Unlimited Human Potential Challenge, we are seeking the most progressive practices and innovative ideas when it comes to unleashing human capacity—designing environments and systems for work that inspire individuals to contribute their full imagination, initiative, and passion every day; and aggregating human capability—leveraging new social, mobile, and digital technologies to activate, enlist, and organize talent across boundaries.
How can we tap into emerging digital technologies and the principles that undergird them (such as transparency, collaboration, meritocracy, openness, community and self-determination) to produce radically new approaches to organizing and creating value?" http://www.mixprize.org/blog/big-thinkers-and-big-winners?challenge=19296
Bill & Max, does your thinking about P10X connect with the last paragraph? If yes, I think making that connection more explicit could enhance the chance of this story to make the list of finalists and attract the leverage by electronic media that Ken Carey referenced in The Third Millennium as "love's most powerful and effective tools of transformation."
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This has been a fun conversation to watch. And now I see it moving down into the bowels of our being. So excellent!
Our engagement here is going from the stage of complementary to atonement. This is the place where emotion reveals the real game at play. It is the realm of VULNERABILITY.
I've been studying 'being vulnerable' from a place of asking myself: "What does it take to atone the human psyche? Where do we need to go to create a new state of being that aligns with the attributes we speak of here in this wonderful conversation? How can we review our understanding of what LEADERSHIP has been and move it into something that it needs to be?
My conclusion so far keeps being pulled toward a center that is spoken to here - one keyword: ‘vulnerable’.
This idea of vulnerability is a very misunderstood and feared concept and is so often avoided like a plague. Yet, in order to move, to change, to bifurcate, or transform, I am convinced that it does not and can not happen from a mental state of being and interacting. Vulnerability does not live within the realm of strategy and logic and intellect (as we mostly use this word), although have been too often assumed this to be the place where our human(e) condition aspires to its own evolution, its innovation, and even its redemption. But no. Instead there is another part of our humanity, which is usually revealed through EMOTION, that brings us into the opportunity for real change. When in this place, we become vulnerable.
Here resides the crux of resistance to change. Vulnerability has had to be a suppressed part of our nature. Why? Because during the past couple thousand years, we have been ‘designed’ as a WAR machine. A machine that is used to kill each other. Vulnerability has no place here. If you open yourself up to the enemy, even your cohorts in war - you die. Vulnerability is the place where we expose our life to another’s weapon who wants us dead.
This brings up for me the book called “The Culture Code”. Do you remember it? The author speaks eloquently about how nations take on a cultural traits that we exhibit within our day to day lives and directly influences our decision making. This is most apparent when we take on leadership roles where choices and decisions need to be made. The part that I don’t recall him speaking to is the almost archetypal relevance of ‘war’ that has permeated our DNA throughout humanity’s HISTORY. It resides within us right now, right here, today. Just listen to the language used inside a board room to recognize its presence. And it indirectly influences how we are with each other.
Thus, to be vulnerable rarely happens, because you are ‘killed’ if you do; excommunicated, fired, ‘TERMINATED’. Rather than be able to look a vulnerable person’s revelation in the eye, we have been trained instead to kill it. Shoot first, ask questions later, because it poses a threat to our own life.
The other piece that keeps the essential ingredient of vulnerability to happen is so well presented by Brene’ Brown (I have a youtube of her on my blog page at http://vicdesotelle.com/2011/04/01/victor-victim-villain-the-obstacle-th... is the subject of ‘shame’. To become vulnerable goes completely against the exposure of what she speaks to, where not only you may be killed, but you are also put face to face with your own SHAME, which I believe goes way way back along the chains of our DNA history. It is a place filled with the ugliness of our DARKER TRUTHS, which brings up incredible guilt and shame for what we have done to each other, and is still happening today. To address the shame of our inhumane-ness sets the stage for being -in-vulnerable (i.e. the John Wayne pose), creating an impermeable stance that keeps truth at bay. This too will have to be announced and addressed as part of our bridge building process.
Why am I bringing all this up?
Because I believe that, until we address our INHERITED CULTURAL BELIEFS around war that flows through every one of our bloodstreams, we will not be able to get to any level of transformation or change that can ‘sustain’ or can resolve to the principles of ‘sustainability’, as it will be killed by the next warred victim of our own enculturated making.
To reveal this warring gremlin, to expose it, and to learn ways of protecting ourselves from its influence - this may sound like an odd thing to do. But I believe it is crucial for those of us asking the deep questions about change, and to consider how it can be addressed. Because it is this silent shooter, the elephant in the room, that is rarely revealed, let alone spoken to directly. It is here where we can begin to build the BRIDGE over the P10X chasm that Bill’s and partners wonderful model represents. To open ourselves to a place where we can become vulnerable with each other again, without the fear of getting shot. ... Then CHANGE CAN HAPPEN.
In that 25th hour of your day, I'd love to hear some thoughts from participants of this great conversation. How do we address vulnerability?
Vic Desotelle
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Vic, your words around vulnerability are spot on! And thanks to everyone in this amazing conversation. I would be lying if I claimed to read every post...I see some, return to my life and then there are too many to read ...so I miss others. Vic, may I use some of your words for my work, with attribution of course?
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Thank you John, and yes of course use it, evolve it, share it. I seek dialogue around this subject, which is hard to find. It seems to make so many people feel 'exposed' or 'vulnerable' in uncomfortable ways. I have already gotten some direct emails on my comments above suggesting that it is inappropriate. I find that interesting. Wonder what's inside this beast.
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The context in which we are advocating a willingness to be vulnerable is that my partner and I are certifying people to facilitate and coach executive peer groups. In the very first meeting of a group they are encouraged to share about themselves not by their CV or resume but by what has shaped them, defined them throughout their lives. They are encouraged to be as appropriately vulnerable as they can for that is where they learn to trust one another and make a huge leap in becoming more conscious as leaders. This is the objective of each member in a group. So vulnerability leads to trust.
I just read this wonderful bit by Mark Nepo this morning where he writes that "trust, after all, is the soil that holds the roots of humankind. Without it, life on Earth begins to eat itself dry." From my POV, we are "eating ourselves dry" these days and need trust and vulnerability to feed our soil.
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This whole topic that I have brought forward here regarding vulnerability, combined with our need to face our cultural mythology, is directly related to the success of P10X and M-PRIZE frameworks. I do not believe that any model, Bill's and Max's or any other, even if experientially applied, can take us to the outcome we all wish to achieve, unless we address the unspoken stories of where we come from and how they influence our expectations, as we are so firmly (unconsciously) achored in them. This does not mean that we go into a therapeutic process. But it does mean that we come to see it, and acknowledge it for what it is, and come to terms with how it influences our behaviors and choices. Otherwise, I believe it will continue to barricade the building of the bridge across the chasm to a sustainable future.
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Appreciate the capture of this very rich. complex initiative.
At the conclusion, you did capture what is obviously a key (if not THE KEY) need to show how P10X directly contributes to business performance. In the end, this will determine sustainability of these efforts. I will look forward to how this particular piece of the puzzle takes shape as it is a piece missing in most all organizational change initiatives.
I was curious if there were "ground rules" going into the 5-day Immersion. If so, what where they?
I would be interested in knowing if there were any existing "measures" being employed within ABCTS -- employee surveys and the like. And if so, how will the P10X measures and metrics fit or feed into other existing measures and metrics.
A small red flag went up for me when I learned that the composition of the initial immersion included the leadership team and "a mix of managers and staff." I would suspect some "power dynamics" might be in play and I was curious as to if and how these dynamics showed up, played out and were addressed (if they did and were). My experience is that the mostly unconscious use and abuse of power is at the root cause of much organizational dysfunction. So, this is a rich area that might beg exploration within the 5-day Immersion program.
Finally, let me acknowledge that champions and participants within the P10X journey for their courage and commitment. Given the nature of the larger organization, there could be (or is) risk involved for advocates and participants. You all have my deepest respect. If I can borrow from Jung's archetypes, these people are organizational Warriors, blessed by the King and embraced by the Lover and Magician -- especially the Magician.
Well done!
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Kim — great questions, as usual :-)
As to "ground rules:" We were functioning as a learning community and came up with a set of agreements for the 5-day Immersion. These included minimizing outside distractions, each making a distinct value-adding contribution to the success of the Immersion, speaking truth without blame or judgment, creating a sense of community — a safe harbor, and maintaining community confidentiality.
They did have an extensive many dimensioned employee survey which focused attention on comparisons with the prior year and the parent company.
The FFA instrument we developed focused more on root cause variables that measured their 'future fitness' versus an ideal. They also are implementing the elegantly simple and most potent Barrett Values Centre's 'Cultural Values Assessment.' The FFA and the Barrett CVA are wonderfully complementary.
As to your 'small red flag:' An over-dependance on hierarchy was one of the issues that surfaced in our pre-Immersion interviews. A number of the Immersion design elements addressed that issue head on. E.g., the unit head truly functioned as a learning leader and a leading learner. The use of the community circle and our other structures all reinforced a sense of equality and openness. There were a number of personal comments suggesting that this issue was mostly handled.
Thanks for contributing to this process.
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Dear Bill and Max,
Congratulations and thank you for your work. I applaud ABCTS for their involvement with P10X. My 35+ years working experience in the corporate belly of three Fortune 500 Company HR Departments gives me an appreciation for the challenges in what you and ABCTS are trying to accomplish.
I love your "sheep dip" metaphor. Personally, I've been dipped so many times that my name should be "Woolly". All of the dips I went through were well intentioned but ultimately the cultures in these three organizations didn't change and the effects were temporary at best. In retrospect, I think the emphasis was to fine tune the "well oiled machine" and if there was any intention to view the organizations as conscious living systems it was a well kept secret. These companies I worked in were and are Yellow Zone companies yet many of the managers who progressed to senior positions were, for the most part, Red Zone managers.
I like and agree with your premise that the organization's language shapes it's view of itself in the marketplace and with it's employees. There were people in the companies I worked in who had generative and sustainable motivations but their voices were drowned out by managers who felt that generative language and approaches were yet another HR ploy that didn't work in the "real"world. As an HR Director, I had difficulty in developing what I would have considered Blue Zone language (although I would not have had that nomenclature at the time).
My questions are not about concept, which sounds solid and complete to me but about implementation:
1. My key question is about measurement. How do you measure Blue Zone concepts and how do you convince successful, profit producing managers that they can be even more successful with Blue Zone rather that Red Zone tactics?
2.How do you prevent P10X from being what we call in the South a "corn shuck fire" that flares up, creates a lot of heat, and quickly dies out?
3. What are the key steps, guideposts and cultural shifts needed for moving from the Yellow Zone (where I worked for 35 years) to the promised land of Blue Zone sustainability and generativity?
I wish you and ABCTS blessings and encouragement on this journey. I sincerely wish you well in your travels.
Strength to your sword arm and honey in your heart.
Paul
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"Woolly," I very much appreciate your sharing where you're coming from — your years of experience in the belly of the beast.
I appreciate your progressively more challenging questions:
1. Both our Future Fitness Analysis instrument and the Barrett Values Centre CVA survey are ways of measuring different aspects of a Blue Zone culture. These forms of self--measurement are designed for participants to better see themselves through lenses that help them see wholeness. They can get a sense of the gap between where they are and who they want to become — and then decide whether they want to commit to close those gaps.
We don't try to convince anyone of anything. We choose to work with those with the consciousness to see the enormous waste and misery of poorly designed/led organizations, to know there has to be a better way, and the courage to make the journey when a pathway can be shown them.
2. We describe P10X as an on-going organizational action-learning journey. These on-going flames of transformation are fed by the experiences of individuals and organizational units as they collectively become more conscious, caring, committed and courageous in dealing with the ever-arising organizational challenges. It's enormously rewarding to engage in co-creating the future we all want. It's a kind of 'fusion energy' that grows rather than dissipates over time. (BTW, did you really burn your corn husks? We used them as fodder in our Horse and Cattle barns)
3. I suspect I could generate a few thousand words in response to this question — and some of them might co-incidentally be on target. However, I think i'm becoming more agnostic in my antiquity. As a fully recovered project engineer I'm delighted with the heuristic nature of this journey. It's not that we don't plan and design. It's just that we don't let ourselves get too attached to our imaginings.
I like the Woody Allen quote: "If you want to make God laugh, tell him/[her] your plans."
Bottom Line: I'm absolutely convinced that 'Blue Zone' organizational cultures are not only attainable — but essential if we are to extricate our species from the societal mess we've created together. Our goal is to support those organizations that share that audacious vision.
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Thank you Vic for your comments below. Yes, I too have been loving this very evocative conversation that has been triggered by Bill's and Max's original post.
Found these words of yours inspiring:
["What does it take to atone the human psyche? Where do we need to go to create a new state of being that aligns with the attributes we speak of here in this wonderful conversation? How can we review our understanding of what LEADERSHIP has been and move it into something that it needs to be? My conclusion so far keeps being pulled toward a center that is spoken to here - one keyword: ‘vulnerable’." ]
Here is my contribution to the discussion:
Atoning the human psyche is a return to the fundamental and unifying space of Awareness that is at our core. It is the place where we are all One.(At One). It is a place where we forgive/go beyond and let go of (Atone) all our sins, deficiencies , neurotic tendencies, addictions, resistances, pet dreams and schemes, our past, future, titles, degrees, imaginings,stories, theories etc.etc. and all the "clutter-bugs" that the Human Psyche is made up of. Awareness is a space of deep acceptance, inclusion, wide openness and peace. It is also a very intelligent and generative space.
For me, Vulnerability, is a releasing of attachment to our ego and a deep resting in the space of who I really am. Vulnerability is what the ego may feel as it takes its first baby steps towards the space of Awareness. When we finally come home to our innermost I (Awareness), there is absolutely no vulnerability. There is just an immense relief, a deep gratitude,joyous celebration and a serene and fluent doing of what needs to be done in each moment.
Work becomes fluent and playful. There is ease and grace in all aspects of our life.
Luckily, there are many reminders to bring us Home.
See for example Nothing Else Matters by Scott Morrison
http://scotmorrison.wordpress.com/2007/08/03/nothing-else-matters/
The more we can all relax into this space of Grace, and let the Joy of Being guide all our thoughts , words and actions, what Bill and Max and all of us are manifesting on the planet at this point, will be easier.
The real work is to move from the Ego to Vulnerability to a return to the wide open space of Awareness.
Peace to you dear reader. May we all come home to our intrinsic (and already attained!) Oneness.
Love and Blessings,
Arun
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Three themes emerge for me as I review this summary, timeline, and description of key innovations and initiatives.
First, the men and women from ABCTS who joined this effort must be applauded for their courage and resilience. Often the cost of being in highly bureaucratic settings is the loss of hope that things might someday be different or better. By coming together and really listening to each other and collectively focusing on positive transformation, hope is renewed and new energies awakened.
Second, the methodology brings attention to belief systems and language that either constrain or liberate our approach to problem solving. If we see problems in isolation or point fingers and place blame on one person or one department or even the "whole system" we lose the ability to stand back and understand the interrelationships and interactions that give rise to the system's behaviors. Simply grasping the significance of the "living system" metaphor helps us to get beyond the mechanical nature of trying to fix problems in isolation.
Third, the approach emphasizes developing groups and networks to see what is possible, examine how best to move in that direction, and develop the validation and measurement instruments needed to offer feedback along the route. This process integrates and transcends the best of individual development as a model for change and moves it toward capacity building along chained networks of people with shared purpose.
The challenges along the route are numerous and not ignored by the leaders of the initiative. They include translating the vision into small victories along the way, continually emphasizing what is working - not only what needs fixing - and developing measures that truly aid recalibration and evidence of success.
I believe this is pioneering work that should be cultivated and watched closely.
Alan Briskin, co-author, The Power of Collective Wisdom
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Alan, your three themes are relevant, profound and pragmatic — each worthy of deep reflection by those of us committed to ABCTS's journey. I thank you.
And, if those themes resonate for you, I encourage that you fully engage with the book, The Power of Collective Wisdom. Really good stuff!
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Dear Bill and Max,
Congratulations and thank you for your work. I applaud ABCTS for their involvement with P10X. My 35+ years working experience in the corporate belly of three Fortune 500 Company HR Departments gives me an appreciation for the challenges in what you and ABCTS are trying to accomplish.
I love your "sheep dip" metaphor. Personally, I've been dipped so many times that my name should be "Woolly". All of the dips I went through were well intentioned but ultimately the cultures in these three organizations didn't change and the effects were temporary at best. In retrospect, I think the emphasis was to fine tune the "well oiled machine" and if there was any intention to view the organizations as conscious living systems it was a well kept secret. These companies I worked in were and are Yellow Zone companies yet many of the managers who progressed to senior positions were, for the most part, Red Zone managers.
I like and agree with your premise that the organization's language shapes it's view of itself in the marketplace and with it's employees. There were people in the companies I worked in who had generative and sustainable motivations but their voices were drowned out by managers who felt that generative language and approaches were yet another HR ploy that didn't work in the "real"world. As an HR Director, I had difficulty in developing what I would have considered Blue Zone language (although I would not have had that nomenclature at the time).
My questions are not about concept, which sounds solid and complete to me but about implementation:
1. My key question is about measurement. How do you measure Blue Zone concepts and how do you convince successful, profit producing managers that they can be even more successful with Blue Zone rather that Red Zone tactics?
2.How do you prevent P10X from being what we call in the South a "corn shuck fire" that flares up, creates a lot of heat, and quickly dies out?
3. What are the key steps, guideposts and cultural shifts needed for moving from the Yellow Zone (where I worked for 35 years) to the promised land of Blue Zone sustainability and generativity?
I wish you and ABCTS blessings and encouragement on this journey. I sincerely wish you well in your travels.
Strength to your sword arm and honey in your heart.
Paul
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I am truly overwhelmed by the tremendous response Bill & Max’s article has generated.
It is testament to the truly innovative approach they have guided and helped us to embark on. Reading through the many posts, which express genuine interest, support and generative advice is a heart warming experience. Which further serves to convince me that we are embarking on not just the right path, but a really important voyage of discovery.
I have read through most of the Comment posts and have been truly impressed with the insight and wisdom of those who have invested their time to support this pioneering initiative. However, it’s also an overwhelming amount of reading.
For the benefit of those members of ABCTS (or other such organizations) I have tried to single out those posts that seem most directly relevant to where we are — in the early stage of an on-going journey. As a guide I’ll simply list the date, the individual’s name, and a quote, a question or other hint of the content, in order to help direct your reading:
26 March — George Por — “What learning architecture would support the P10X learning and change community?”
26 March — Kimberly Wiefling — “Transformational change of this nature is the hardest work an organization will do.”
27-28 March — Bill Nobles — In a couple of posts Bill provides a number of pragmatic suggestions and questions. Bill headed up a similar technical service organization and lead a major culture change.
26 March — Jim Selman — “People don’t necessarily have a choice about their circumstances but always have a choice in how we relate to them.”
26 March — Vic Desotelle — “In terms of quality oriented metrics, it will be important to tie value statements — both individual and organizational into measureability.”
26 March — Kim Krisco — “At the conclusion, you did capture what is obviously a key (if not THE KEY) need to show how P10X directly contributes to business performance. In the end this will determine sustainability of these efforts.”
26 March — Alan Briskin — Alan, co-author of The Power of Collective Wisdom, identified three themes that are relevant, profound and pragmatic — each worthy of deep reflection.
26 March — Susan Louise Harris — “It is very important for all participants and involved stakeholders to be prepared for a bit of a roller coaster ride and committed to staying the course.”
26 March — Joel Levey — “Clearly the conditions of our lives, world and organizations invites us to develop our capacities to thrive in more generative ways and this work offers a compelling foundation to launch into the deeper waters at work — that lie beyond the shoals of ‘business as usual’!”
27 March — John Renesch — “I know we are in alignment that follow up support and continued process are vitally important to any change initiative being able to sustain itself.”
27 March — Philippe Compagnion — “I really think this approach pioneers a deeply different view of business and actually of work.”
27 March — Bruce Holland — Bruce lists six ideas and concerns
28 March — Gavin Peacock — Gavin recommends several readings describing other pioneering initiatives.
28 March — Violeta Bulc — Violeta has been involved in similar work for the last 15 years and is generous in sharing her wisdom and interesting resources.
28 March — Rick Bidgood — A rich description of many of the dimensions of aliveness possible in organizations
28 March — FireHawk Hulin — FireHawk asks two challenging questions.
29 March — Paul Strickland — Paul’s 35+ years of working experience in the corporate belly of three Fortune 500 Company HR Departments equips him to appreciate our challenges at ‘ABCTS.’ He asks three great questions.
29 March — Leslie Eveland — Leslie asks if our P10X initiative would fall in the ‘Soft approach’ category.
29 March — David Warren — “Crossing the Great Culture Chasm and dwelling in the Blue Zone is scary, highly personal, and a huge frontier boundless with possibility — to your continued magic.
31 March — Jitendra Mudhol — Jitendra asks 9 great questions of us.
30 March — Sarah Strickland — “I am thrilled that this journey is unfolding with such depth and breadth and heart for ABCTS.” She asks three ‘juicy’ questions.
31 March — Arun Wakhlu — Arun is quite eloquent in describing and appreciating our work. He leaves us with a couple of deep questions.
31 March — Arie Quik — “What I appreciate in your approach is the high target that you set. You don’t want just ‘compliance.’ You want enthusiasm, hearts, joy, open mind attitude, altruism, love for your colleagues, your environment, this world. Just performing is not good enough.”
31 March — Peter Waldheim — “Your latest effort reflects all the work over the years in that it is simple, it fits the context of the organization’s and its people’s concerns. I’m reminded of Albert Einstein’s advice:
‘Everything should be made as simple as possible, but not simpler.’
The description of your ‘Unleashing…’ story reflects this advice and thus gives it a better opportunity for success.
31 March — Kim Paterson — A great description of our journey to date from her perspective from within the belly of the beast. Don’t miss it.
31 March — Patricia Neal — “On the relational side, I love the Crossing the Chasm grid because it provides a map and credence to the aspirational. …you give a framework for concrete evolution from a way of thinking (siloed, repetitive loop of maintenance of status quo) to a way of being (interconnected, co-creative, evolutionary).
1 April — Tim Stanyon — Very insightful observations and questions from “a change practitioner of many years.”
2 April — Julia Sullivan — A rich contribution from another experienced professional.
Kind Regards
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In reading the comments and reflecting a bit more on your 'Cultural Chasm" image I have a couple of other thoughts on the broad subject of 'culture change' that might provoke some additional thinking. BTW, I like the model a lot as a tool for engagement and communication. The difficulty it (like all models) poses is that people can think that their are actual states that match the labels and that they represents reality as distinct from being a tool to access one's reality which at the end of the day is very distinct from what was represented by the model. We need to keep remembering and reminding our clients that like Wittgenstein's Ladder - "Our propositions are merely rungs of a ladder and when we reach the top we must throw them all away".
Mostly we still think of change as a PROCESS moving FROM one state to another. This temporal view combined with our addiction to 'cause and effect' thinking keeps us locked into the Cartesian worldview and the "NEW" is inevitably a MORE, BETTER and DIFFERENT version of the "OLD" culture. Culture in my view is nothing more or less than a collective conversation about 'the way it is' and therefore a product of how we see and experience our 'reality'. In my view, creating a new culture begins with a personal transformation - changing ourselves. Transformation is the kind of change that when it occurs you and I exclaim, "WOW, that changes EVERYTHING". When we have a critical mass of people such as you are creating in ABCIT, that share a new world view then EVERYTHING CHANGES.
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Bill,
I have no doubt that the process you and Max facilitated helped the participants to enjoy higher levels of trust and openness, and to build a stronger commitment to contribute to each other’s well-being and to the well-being of all stakeholders. I would love to learn more about the ripple effects that flow from such a shift. I was listening to a Ted Talk today by YYves Morieux who talks about the two pillars of organizational change: what he calls the Hard approach (focus on structure, processes and systems, metrics and the Soft approach (Feelings, Interpersonal Relationships, cultural transformation) He argues that both these approaches are obsolete because neither can succeed in the face of today's complexity. I would love to know if you feel your approach is falling in the category that he defines as the Soft approach, and what you think obout how it fits with the hard approach of defining structures and processes.
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Leslie, thanks for your reflections.
This pioneering P10X action-learning expedition is barely out of 'Base Camp,' so the ripples through time and across geographies has just begun. Read Kim Paterson's Comment dated 3/31 at 5:22pm for her description of some of the early ripples within the ABCTS organization.
I had previously watched Yves Morieux's TED talk where he describes the two pillars of organizational change — Hard approach and Soft approach. I watched it again with your question in mind.
I have a bit problem with Yves' description of 'hard' (strategy, structures, process and metrics) in a way that implies that the bureaucratic approach to those design choices is your only choice. He defines the ‘soft’ (feelings, interpersonal relationships, traits, personality, etc.) in a way that emphasizes its separateness from the ‘hard.’
The P10X approach is wholeness-centric. We're convinced that both the 'soft' and the 'hard' need to be fully embraced if you are to transform a culture. E.g., in our 5-day Changemaker Immersion event we used Community Circles and Co-creative Coaching Trios to address gaps in the realm of the 'soft.' We utilized the 'Future Fitness Analysis' (FFA) instrument and 'Strategy Teams' to begin to work the 'hard' variables.
You may find our 'Organization Design Simplified' model, http://10xshift.com/our-next-evolutionary-leap/, helpful in visualizing how we see the pieces fitting together.
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To Bill and Max, plus the 50 mixers who commented this post, this is my own favorite clear demo in the Story category, of the perfect alignment between the statements (unleashing human potential, power of co-creation and interest of R&D and metrics into the organization field) and generated outputs.
The value of both the info (quantity, detals and ambitious topics) about a floor grounded experience aiming at building communities able to dream and look up and ahead.
I'm impressed;
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Bill and Max, This is an exciting development in your P10X initiative! I share some of the observations of others who have already commented. What I would like to add is what stood out for me, and that is the apparent readiness of the ABCTS group for this work. I can't emphasize enough how important timing and readiness are in transformational initiatives. Consequently, I want to encourage everyone involved to seize the moment and really go for it. At the same time, momentum like this can often lead to a sense of disappointment fairly soon--when transformation doesn't occur as fully or as fast as people want, or it doesn't have all the intended effects that people hope will flow from it. It is so very important for all participants and involved stakeholders to be prepared for a bit of a roller coaster ride and committed to staying the course. Only when members of the system stay with the vision will the deeper and slower work actually get done. Good luck to everyone!
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Wondrous wisdom, succinctly stated. Your long and rich experience with transformational change 'in the belly of the beast' is quite evident.
i thank you for sharing, Susan Louise.
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Dear Bill and Max,
I'm deeply moved to see how your hard work and dedication is catalyzing important and needed change in organizations. Brilliant work! It is also a thrill to read all the very thoughtful comments. The book and article links from commenters will keep me busy for weeks!
I don't know if I can contribute anything beyond what others have so eloquently stated, but, a couple things come to mind.
1. You and Max are providing the contextual framework (P10X) and a safe environment with 'stringing the beads' and other wisdom processes for what can potentially lead to a powerful, organizational 'emergence'. Emergence is a big word having meaning in science, systems theory, philosophy and religion, but, means for me, in this current conversation, that something entirely new and unexpected arises from the process.
"I like this example: "It's not magic," the physicist Doyne Farmer once said about the phenomenon known as emergence, "but it feels like magic." Creatures, cities, and storms self-organize, with low-level rules giving rise to higher-level sophistication. Entirely new properties and behaviors "emerge," with no one direction and no one able to foresee the new characteristics from knowledge of the constituents alone. The whole is truly greater than the sum of its parts."
Question: This kind of thinking seems to speak of the Blue Zone. Did ABCTS journey participants speak to or identify with similar transformational aspects of their P10X experience?
2. I’m reading a book titled “Radical Collaboration” and it’s striking to realize that it only addresses the red and green zones. I’m much more attracted and inspired by your Blue Zone categories. The Stanford Design School, more widely known as the dSchool, lists ‘radical collaboration’ on their home page as one of the guiding principles and describe their process thusly:
“Our culture of collaboration means we move quickly beyond obvious ideas. We help each other even if it’s inconvenient. We ask for inspiration when stuck. We play. And we defer judgment long enough to build on each other’s ideas”.
Question: Are their examples of some of the “shifts” you observed (and that you are willing to share) with ABCTS participants that might foster or fall into the category of radical collaboration?
I greatly admire the creativity, courage, determination and challenge you and Max are bringing to individuals and organizations. Crossing the Great Culture Chasm and dwelling in the Blue Zone is scary, highly personal, and a huge frontier boundless with possibility—to your continued magic.
Thank you!
David
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David, I'm touched by the generosity of your words, and really appreciate your insightful questions.
Re Doyne Farmer's description of 'emergence:' His description wonderfully captures many of the social dynamics and attributes i associate with the 'Blue Zone.' ABCTS's 5-cay Changemaker Immersion provided participants an opportunity to dip their toes in the 'Green/Blue' pool. The real challenge will be growing an on-going action-learning journey in a way that enables the organization to navigate its way across the culture chasm — to learn what it takes to support pioneering and permanently inhabiting those zones.
On your question about examples of 'radical collaboration:' How about what's happening throughout the comments on this very MIX Challenge submission? We're experiencing dozens of providers of professional changemaking support to share their thoughts on what will best support ABCTS on their journey. And, they're supporting each other in giving their gifts to an organization they've never directly encountered. They are committed to the higher goal of transcending the limitations of the bureaucratic form while including its life-supporting features.
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Bill, I much appreciated your reply to David, particularly, your reference to "what's happening throughout the comments on this very MIX Challenge submission? We're experiencing dozens of providers of professional changemaking support to share their thoughts on what will best support ABCTS on their journey. And, they're supporting each other in giving their gifts to an organization they've never directly encountered."
Wouldn't it be likely that in the right conditions, when organization change design and leadership development are truly embracing the self-organizing emergence of the social creativity of the organization's members, and when infrastructure as simple as this message board is put at their service, they would also give their gifts of wisdom and caring?
I believe if you'd integrate that in the design of P10CX it would strengthen it, and it would also connect with what Polly asked for:
"How can we tap into emerging digital technologies and the principles that undergird them (such as transparency, collaboration, meritocracy, openness, community and self-determination) to produce radically new approaches to organizing and creating value?"
http://www.mixprize.org/blog/big-thinkers-and-big-winners?challenge=19296
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Thank you, George, for your persistence on this point. I have included it in the Challenges and Solutions section of our writeup.
As this organization learns to fully embrace emerging digital technologies in support of their transformational initiative I would predict multiple and multiplying benefits — for themselves and for their client organization.
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Hi David,
I wish to address a piece of your quote, which caught my eye: ... “And we defer judgment long enough to build on each other’s ideas”. ... Wondering if you have any insights as to why this does not happen enough (if at all) especially within a corporate setting? And from your view, how might we move toward creating an opening where it does? Kindly Vic :) VicDesotelle.com
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Hi Vic,
I have no knowledge as to how the dSchool folks actually accomplish the "deferred judgement"; however, I have experienced how Bill and Max work together to create a safe and inclusive atmosphere that does foster this kind of openness, at least in a retreat setting. I also know that Bill and Max reside in a place of deep purpose and that quality reflects an ease and even comfort to be around. Warmth, trust, openness and a secure sense of one's own emotional intelligence probably helps. Thank you for asking. My 2 cents for what it's worth.
Warmly,
David
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Bill, Max, and colleagues, Heartfelt appreciation for the insights and inspirations offered here. Bill and Max, will done with this detailed yet pithy overview. Einstein does remind us that it is essential to raise our consciousness to stretch into more high-order levels of wisdom - and George, I join you in the wondering of just how far this work can reach as the individuals involved engage in deeper wisdom practices and the teams within the organization begin to bring that deeper wisdom into share mindfulness, collective wisdom and intelligence. Clearly the conditions of our lives, world, and organizations invites us to develop our capacities to thrive in more generative ways and this work offers a compelling foundation to launch into deeper waters at work - that lie beyond the shoals of "business as usual…!"
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> just how far this work can reach as the individuals involved engage in deeper wisdom practices and the teams within the organization begin to bring that deeper wisdom into shared mindfulness, collective wisdom and intelligence.
Joel, that's a very inspiring question! I think the only way to find out is to intentionally cultivating those qualities that you mentioned. The good news is that in the last couple of years "mindfulness" trainings are mushrooming in the corporate world, in part thanks to your pioneering efforts, and those organizations that don't have such a program will soon find themselves in the club of laggards. Or, as Chade-Meng Tan, who developed Google's "Search Inside Yourself" mindfulness training puts it, the fact that meditation is good for you becoming as taken for granted as the benefits of physical exercise.
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Joel, as you well know, I consider you an Michelle to be among this planet's most masterful carriers of mind-body wisdom and technology. Making 'inner work' accessible within 'the belly of the beast' is a challenge the two of you began to embrace almost 25 years ago — and have been evolving in a good way ever since.
I recommend your about-to-be-released latest edition of Living In Balance to all who aspire to that state of being.
And I thank you for your comments.
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Dear Bill and Max,
Changing the culture of an organization is gargantuan task; it implies the uprooting of basic foundations to replace it with another. I salute your efforts and commend ABCTS for pioneering. More important, thank you for sharing your experiences so far. The wisdom in these comments is tremendous and I feel blessed just to witness this conversation. Some questions/points bubble up to highlight my ignorance:
1. I am intrigued that ABCTS rated itself mostly in the Yellow Zone with significant Orange characteristics. Did this survey cover all 90 employees? Would the client of ABCTS have given a different rating to ABCTS?
2. How did the Vision, Mission, Core Values and the Big Hairy Audacious Goal (BHAG) of ABCTS play during this entire process? Have these changed? Was it a question of 'who and how' or just the 'how' that needed to be addressed? Did the FFA instrument feed into these changes?
3. I am delighted to see your emphasis on the explicit use of the right language in place of the wrong one. As I understand, language is partly explicit and spoken but largely implicit yet communicated. Would such a transformational process through an outside team (yours) convey "Whatever you were doing was fundamentally wrong and here is the right way ..." How are the elements of implicit language being framed and addressed?
4. How did you decide that the 'diagonal slice' of 20 out of 90 employees was enough to cross the transformation threshold? How did you select these 'changemakers'?
5. How did the 5 day Immersion Workshop address the ones that bake slower in the workshop than the others? Would such a 'batch processing' be able to pull together all the fast and the slow learners? How did you ensure and measure this?
6. What did the ones left out of the Immersion Workshop (70 out of total 90 employees) feel about the P10X transformation process? How much have they bought into this?
7. If one were to apply Hofstede's Power Distance maps, did you have to customize your approach to address the 'dependence on hierarchy' issue? Perhaps the general culture in ABCTS's country falls in the 'small power distance' quadrant or the society may be geared towards short-term thinking?
8. Regarding business metrics, it brings to mind the Zappos story. Where typically a call-center would measure 'average handle time', Zappos measured customer satisfaction and thus calls known to run for 10 hours were regarded as successes. Wouldn't the business metrics of ABCTS have to change accordingly to fit the new language and culture? Would the client of ABCTS accept these new metrics? I guess part of these metrics would have to include the three points under "In addition, ABCTS's client organization challenged them to achieve breakthroughs in -". More 'C' type of work and metrics that encompass intangible achievements. This ties into Paul Strickland's question around - how do you measure Blue Zone concepts?
9. Mother Nature seems to iterate towards the optimum solution. To become truly generative ('self-regulating, self-improving and self-propagating'), would ABCTS need multiple rounds of (involution and) evolution before it settles into the optimum solution? How does the P10X framework lay out such a roadmap and the milestones? Would ABCTS first get to the Green Zone and then into the Blue Zone?
Thank you!
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Wow, Jitendra! You are one serious and thorough explorer. Thank you for the questions. I'll try to be succinct in responding:
1. The initial FFA survey was of the 20 Immersion participants. I'm told that results from their first followup 'Espresso' session with other employees showed similar results.
2. Though they had done previous work on values and intentions, the P10X initiative amounts to a 'rebooting' that will be taking those commitments to a new level of efficacy and 'outrageousness.'
3. In sharp contrast with traditional 'expert' consultants we don't position ourselves as judges of 'wrongness' and 'rightness.' Rather we provide meta level structures and processes for system inhabitants to assess their state and define where they want to go. In addition, we tend to fan the embers of what's working rather than on identifying and 'fixing' problems.
4. They decided on attendance at the 5-day event. We had supplied some criteria. It was great that all of the Leadership Team and many of the managers chose to attend. They, in turn reached most of the rest of the organization's members with their 'Espresso' followup sessions.
5. During the first half of my 40 year career as an organizational 'changemaker,' I focused a lot of attention on how best to deal with resistance, the ones who 'bake slowly.' In the last 20 years I've been heavily influenced by Everett Rogers work on the Diffusion of Innovations — From Innovators to Early Adopters to Early Majority to Late Majority to Laggards (See Wikipedia). We focus on those who are committed and ready and let the 'baking' unfold in a natural way.
6. Check Kim Paterson's post, 3.31.14 for her take on this question.
7. Thanks for introducing me to Hofstede. I really like his 4-5 dimensions for analyzing cross-cultural values. In response to your question, the Immersion experience structures were indeed designed to address the 'dependence on hierarchy' issue.
8. One of the challenges in moving forward with ABCTS's P10X initiative is the dirth of solid business metrics. We have a truly generative challenge in social architecture. Both the FFA instrument and Barrett's CVA survey will be useful in addressing that which is important but difficult to quantify.
9. Q1 — Yes; Q2 — It's a heuristic journey toward a 'Blue Horizon' future; Q3 — Striving to get to the Blue Zone may be the optimal way to move into the Green Zone :-)
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Really loving the depth and breadth of your questions Jitendra and would like to learn more about you and your efforts in this realm. Any suggestions? Vic :) vicdesotelle.com
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Bill, Max, I highly support this approach. I would add that metrics are notoriously difficult, especially in the complex domain. I think the distinction from the Cynefin framework of complicated and complex is important: in the complicated domain, cause and effect is fairly clear. An airplane is complicated. So is a building. In a complex domain, there are many independent actors that make cause and effect very difficult to tease apart. Examples: human body, markets, parenting, earthquakes, and more. In the complex domain, you must understand the distribution of effects: whether it's a normal distribution or a power curve. In the complex domain, there is always uncertainty, and experiments are the key to discovering what actually works. Adding a framework for doing experiments and measuring results would, to me, make this approach more effective. In addition, the books "Joy, Inc." and "Employees First, Customers Second," serve as tangible models for successfully reversing from command and control to respond and support. It looks like a great start - keep it up!
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David, the Cynefin framework is new to me. A wee bit of research suggests it could, indeed, be relevant in our field of play. Let's explore the possibilities and implications offline.
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Greetings Bill and Max,
What a wonderful immersion into the P10X journey I have just had! I am thrilled that this journey is unfolding with such depth and breadth and heart for ABCTS. How lucky they are to have heard the call! And that the universe conspired in bringing all of you together.
As you know we are living in rural Maine now so I tend to look at many initiatives, trends, and innovations through this lens. The "Crossing the Chasm" diagram is a very meaningful tool to think about building sustainability and resilience in rural America where leaping into the yellow zone (let alone the blue zone) from a cultural mix of scarcity beliefs and rugged entrepreneurship can be daunting on a good day. I will dig deeper into the article links to learn more about the Future Fitness instrument but I already know I am very curious about it's applicability in my neck of the woods. In a small county were there have been too many "sheep dippings" surrounding economic development and long-term sustainability, I just know there is promise and application from your work.
On another, deeper note, I would love to know how you and Max (and members of the ABCTS team) experienced the sacredness of the work you are beginning. What were the moments that most helped people move from being in "transaction" to being in "communion?" How did people talk about this? What is the language that the participants embraced that helped them describe their experience to others? I am on the never-ending search for the "word bridge" that opens up an understandable invitation to play in the Blue Zone. It will be fun to talk more about this with both of you.
I will be looking for your updates with great anticipation. Congratulations on this exciting journey. Thank you for including all of us in such a meaningful way.
The warmest regards,
Sarah
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Sista Sarah,
What juicy questions you pose.
How are we experiencing the sacredness of the work we are beginning? As you know I choose to believe that all life as sacred. Co-evolving our organizations in ways that better serve all life affected by those organizations, is, to me, sacred work. How do we talk about this? We didn't. We did talk about the feelings of community we experienced — how we used to think of 'community' as something that existed outside of our workplace.
Part of the purpose of the FFA instrument was to provide all of us with some language for the Blue Zone. In our 5-day Immersion experience one of the strategy teams undertook to rewrite the Blue Zone descriptions for the 22 FFA dimensions. They built a 'word bridge' to their 'Blue Horizon' future.
I've emailed you a copy of our emerging FFA instrument and look forward to exploring its possibilities with you.
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Bill and Max, Congratulations to everyone involved in this project. I know we are in alignment that follow up support and continued process are vitally important to any change initiative being able to sustain itself. Is there agreement to continue the learning and the transformational process? I don't know how much time can pass before the early stages of transformation have been started and when the status quo re-establishes itself as dominant... but it can't be too long. Since so many have already done the "heavy lifting" it would behoove the client to have you back soon to follow up and keep the process alive.
Good work and best wishes,
John
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John, your reflections bring a smile to my face. Your book, The Great Growing Up, demonstrates your deep sense of commitment to the maturation of our social systems. Like a good parent stewarding the developing child, you very much want ABCTS to negotiate this rite of passage in a good way.
In response to your concern, I can report an extraordinary level of commitment on the part of key leadership stewards. However, there is much to be done before their P10X initiative has become irreversible.
Thanks for your deep interest.
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Bill, we have developed a new product for FutureShapers and are making the ongoing support module a non-optional element of it, know prospective clients are prone to amputate bits to trim costs. We know the immersion work could end up being wasted without it so we feel it is our responsibility to keep it as part of the whole and not treat it as "an option" to be added sometime down the road. The further down the road they wait the more time status quo has to re-establish itself. We know this could significantly hinder the product's marketability but our intention is to make a real difference. I think this is a dilemma anyone faces when offering a transformational product or service.
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Dear Bill and Max,
Thank you so much for sharing this post on your transformation of ABCTS. Having observed your work over the years and been a practitioner of facilitating Organisational Transformation,it is a joy to see the simplicity and elegance of your 10X Framework and Models. The picture for "Crossing the [Cultural} Chasm" is both easy to understand and conceptually powerful.
Your whole approach to change is beautifully structured. I deeply appreciate the intense work that you have put into evolving the 10X Model.
As I read and re-read your post, your work inspires me to raise a few questions :
1) Can we have a structured approach to change and also truly be open to Emergence? Is there a "middle path" somewhere which also emerges!
2) What is the connection of the 10X approach to raising Consciousness and Awareness in people? Is this a part of the 5 day Immersion?
Having worked in the area of the overlaps between Consciousness , Leadership and Systemic Transformation, I have come to see that the main "Bureaucratic Beast" that overshadows Infinite Human Potential is the resistance that comes from an attachment to and identification with the human Mind. In fact the untamed Mind IS the Beast!
When people learn to transcend the Mind and get comfortable with the space of No-Mind, Resistance drops to zero! People are thinking, communicating, collaborating and transforming more fluently. There is ease and grace in the transformation process. And emergence moment to moment! The whole team becomes more agile and creative.
Have shared more on this in an article (for the Accenture Journal) called "Consciousness is at the Root of Excellence" :
http://www.accenture.com/microsites/vaahini/in-conversation/interview-in...
The work of transformation needs to start with us. I feel I feel that the 10X approach is a beautiful vehicle which can bring about immense changes in organisations and other human systems. If we strengthen the piece (Peace?) on awakening Consciousness/Awareness/Mindfulness, the evolutionary movement of many organisations will be catalyzed. This is the foundation of our approach to Wholesome Leadership.
www.pragatileadership.com. It resonates with the work of Violeta Bulc.
To conclude my comments, I will share a quote below from Lao Tzu. It has touched me immensely:
“If you want to awaken all of humanity, then awaken all of yourself. If you want to eliminate the suffering in the World, then eliminate all that is dark and negative in yourself. Truly, the greatest gift you have to give is that of your own self-transformation”
~ Lao Tzu
Dear Bill and Max, gratitude from my Heart for all that you are doing.
Will be in touch to co-create and co-evolve further.
Much Love,
Arun
Arun Wakhlu
www.pragatileadership.com
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Aaah...
What a juicy post! You bring much spirit and soul to this exploratory journey. Thank you, thank you.
QUESTION 1 —"Can we have a structured approach to change and also truly be open to Emergence? Is there a "middle path" somewhere which also emerges?"
I choose to believe that we're at that juncture in our evolutionary journey — described by this picture: http://10xshift.com/future-scenarios-lens-2/ — where it's essential that we learn to develop 'meta-level structures' designed to support Emergence.
We have literally millions of diverse social structures designed to maintain 'business as usual.' They are so ubiquitous and intertwined — so trapped in what Charles Eisenstein calls the ‘Story of Separation’ — that they are as water to the fish — invisible.
I choose to believe that this mutually reinforcing web of social forms (organizations) are collectively caterpillar-like — as if consuming and growing was our highest purpose.
We know that the caterpillar is just a stage in the life of a butterfly. The caterpillar has been vested with the capacity to create a special kind of structure — a chrysalis — a protective container designed to support its letting go of its caterpillar self — and support its emergence as a butterfly — an entity of great beauty that collaborates across species boundaries, procreates, touches the earth lightly — to emerge as a life-giving joy-evoking entity.
I choose to believe that we, as humans, have to potential to consciously evolve our social forms — all of them — in ways that produce butterfly-like results for life on our planet.
I do believe the time has come for us to apply a healthy portion of our "infinite Human Potential" to evolving our social forms in a way that truly promotes and supports the emergence of mature, responsible, accountable social forms.
Our traditional social systems are not designed to create their own chrysalises. Most are not designed to learn and change, much less transform themselves.
‘Project 10X’ is not a predefined algorithm for organizational transformation. Rather, it’s a commitment to a journey of ‘emergence’ of our organizations.
Although we have a reasonably well-defined first step — the ‘5-day Changemaker Immersion’ — the P10X journey is heuristic from that point forward.
Most every sizeable organization on this planet is designed as a finite game — a game of separateness — where there are winners and losers.
P10X is intended to support organizations in morphing to the infinite game — where their purpose is to contribute to the wellbeing of life as they perform their unique functions — where they occupy their unique niche — much like all the rest of ‘Mother Nature.’
And so, brother Arun, I do see a ‘middle’ or transcendent path that employs all manner of to-be-invented social ‘chrysalises’ as special structures to support the on-going emergence of organizations ‘designed for life.’
The short answer to Question 1 is ‘Yes’ ☺
QUESTION 2 — What is the connection of the 10X approach to raising Consciousness and Awareness in people? Is this a part of the 5 day Immersion?
All aspects of the P10X approach are intended not only to raise consciousness and awareness, but also to grow a consciously evolving caring community committed to this journey of emergence — to our highest potential as individuals and as organizations.
Your question may be referring to the device we call ‘10X Commitments,’ http://10xshift.com/10x-lens/. These are a key design feature in the 5-day Immersion experience — and also core to involving an ever-growing community of ‘Changemakers’ within the rest of the organization.
The conceptual box of our limiting beliefs tends to constrain the rate at which we can become conscious and aware. The 10X commitment stratagem, especially when coupled with on-going Co-creative Coaching Trios, has proven to be a highly effective box-busting practice field.
The short answer to Question 2 is ‘Intimate’ and ‘Yes’ ☺
Arun, your work in the world has been truly extraordinary. Our ‘emerging’ P10X approach is much in need of the kind of consciousness, caring and commitment that has been at the core of Pragati Leadership since you founded it close to 30 years ago.
I look forward to experiencing the emerging synergy I know lives in the ‘white space’ between us.
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Dear Bill and Max,
I really think this approach pioneers a deeply different view of business and actually of work. Indeed, for the sake of getting feedback, let me confess how much I am puzzled by comments stating that how much this kind of approach directly contributes to "business performance" will, in the end, determine sustainability of these efforts. Even if I perfectly understand this view and am not blind to present "reality", isn't this reality precisely the myth which is at stake ?
If this approach is considered as a mean to an unchanged end, then calling it "unleashing human potential" is an illusion or a lure, isnt't it ? Because to me, unleashing human potential IS the end. It does not mean "business results" are something bad, It means that business, in the end, is the quest for being "busy" at something that matters and which brings joy beyond efforts.
And it is what makes this approach so ambitious and thus so attractive to me, however long the way to go seems to be...
So thank you again, Bill, for your "business" :-) !
Philippe.
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Philippe, thank you for engaging with the P10X approach to the point where you see its 'deeply different view of business.' And thank you for sharing your puzzlement about our assertion that it's important that ABCTS learn 'How best to measure and track the effect of P10X on overall business performance.'
I'm completely aligned with your second paragraph.
As to your first paragraph. We're not meaning to imply that the direct contribution of P10X to 'business performance' will, in the end, determine the sustainability of these efforts.' Rather, we're saying 1) that 'clear and compelling means of measuring overall business performance' is one of the things that's missing today and that 2) it would be great to be able to measure and track the effect of P10X on this 'overall business performance.'
ABCTS exists in a larger system, and, as a consequence, this pioneering initiative is vulnerable in a number of ways. Our assumption is that the more P10X is seen as contributing to overall business effectiveness, the more sustainable it will be — and the greater the odds that it will be adopted elsewhere in the larger system. We see 'unleashing human potential' as both an end, and also as a means.
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Dear Bill.
What I appreciate in your approach is the high target that you set. You don’t want just “compliance’ you want enthusiasm, hearts, joy, open mind attitude, altruism, love for your colleagues, your environment, this world. Just performing is not good enough.
A warning is in place here. In such an environment as you are striving for, some egocentric individuals might take advantage of the altruistic attitude of the majority. Let’s suppose they are very egocentric and are acquiring wealth and property taking it from the altruistic majority.
This “robbing” the good ones will be very successful as their motivation to steel from the majority is much stronger that the motivation the altruists have to act against them.
This can only be controlled by a “leader” or management aware of this danger and willing to act in time and taking care of the egocentric violators.
For that reason I foresee a lot of difficulties to sustain this culture.
This does not imply that i suggest you should stop striving as the world you are creating as a world worth living in
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Arie, about the concern you raise:
I'm really glad you raised the question about egocentric individuals taking advantage of an altruistic majority.
When going from Yellow Zone (Compliance/machine model) to Green Zone (Sustainable living system) to Blue Zone (Consciously evolving living system) there are increasingly effective consciousness-raising feedback-accountability-learning loops.
The Blue Zone does indeed imply a culture of altruism in the sense that there is increased selflessness — an increased concern for the wellbeing of all who are impacted by the organization.
My experience is that the problem of egocentric individuals having a toxic impact on a culture is a natural consequence of organizational designs based on power-over-people without adequate feedback-accountability-learning loops — i.e., the Orange Zone culture. The Blue Zone culture is a demanding, open, truth-telling culture that tends to accelerate the maturation of the more adolescent egocentric individual.
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Arie, about the concern you raise:
I'm really glad you raised the question about egocentric individuals taking advantage of an altruistic majority.
When going from Yellow Zone (Compliance/machine model) to Green Zone (Sustainable living system) to Blue Zone (Consciously evolving living system) there are increasingly effective consciousness-raising feedback-accountability-learning loops.
The Blue Zone does indeed imply a culture of altruism in the sense that there is increased selflessness — an increased concern for the wellbeing of all who are impacted by the organization.
My experience is that the problem of egocentric individuals having a toxic impact on a culture is a natural consequence of organizational designs based on power-over-people without adequate feedback-accountability-learning loops — i.e., the Orange Zone culture. The Blue Zone culture is a demanding, open, truth-telling culture that tends to accelerate the maturation of the more adolescent egocentric individual.
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Dear Bill and Max,
Thanks for your creative work for upleveling organizational consciousness and operations. I'll be interested in learning more about the exercises employed in your immersion program. Also, I'm interested in how this higher functioning enterprise redefines its relationship with the larger business world, much of which continues to operate at the lower end of the cultural chasm you describe.
I wish you every success in this important work in organizational and social learning.
Duane
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Brother Duane,
I look forward to our discovering a mutually spacious time to describe the the '5-day Immersion' experience and the design features that make it work.
Your observation about the business world operating south of the 'Great Culture Chasm' checks my experience. This also seems to be true for most all large organizations in every sector and geography. The P10X approach is designed to support an organization in growing its consciousness and its capacity to contribute to wellbeing of all its stakeholders. The Immersion is a first step in what will become an on-going journey — if done well.
Duane, I want you to know that three of your books, Volunteer Simplicity, Awakening Earth, and Promise Ahead, have been hugely influential in shaping my lifelong journey. For that I am grateful.
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"Hi Bill and Max,
I read through your Story :"Unleashing... in the Belly of the Bureaucratic Beast" based on your "Project 10X" creation and also read all the comments submitted by many wise and knowledgeable people in your circles of influence. As I read through all these writings, an explosion of thoughts came to mind just as when reading "Project 10X" some months back. My reactions ranged from YES!!!!, YES!!!, YES!!! to a few YES, BUTs.
I am reminded of your work Bill going back what? twenty four years ago. Qualities that jump out are what I call the three P's: patience, persistence and perseverance. Oh, I missed the most important P: PASSION! It takes Passion to stick with the other three P's.
A somewhat vague metaphor best describes your efforts: Looking at a large gem stone such as a diamond, figuring out the best way to cut it, observing it from one angle, realizing that perhaps there is a better angle, moving on to another, and another, and another, You've had the opportunity to take a whack at this diamond over and over and every time you do, the opportunity for it to shine becomes greater and greater, yet so are the perils. As Machiavelli wrote in The Prince: "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." "Perilous, difficult, uncertainty are not words in your operational vocabulary. Of course, the challenge of introducing a "new order of things,"is a joint peril shared by you and your clients. I recall what it was like in 1990 when we (my company) participated in your "Learning Expedition," along with six or seven other companies. I was sold, but the greater challenge was getting others to accept the notion that "we are so much more than what we have become and are."
Management's reaction to "new orders of things" is naturally resistant because it reflects a criticism of their current state of affairs and an admission on their part of "why didn't I think of that." Your concepts were brilliant then and are even more so now. So what is different now? What is different now is twenty plus years of honing the message and the approach so that the "introduction of a "new order of things" is not as threatening to "management." Or, perhaps rather than looking at it as "threatening," is approaching the introduction in a way that "management" embraces the "introduction" as something they had been looking for and even more so, for which they "proudly" assume ownership. Your story with ABCTS clearly reflects your and your immediate "client's" sensitivity to this issue. Some more comments about this issue in paragraph on "Context" below.
So, now on to another metaphor to answer this question: "How do you know you are making progress?" Just as a hiker climbing a mountain, you measure ascent. I know that over the years, you have remained undaunted and continue to ascend. Congratulations. Every step you have taken going back as long as twenty plus years ago has contributed to ascending. At times, it has been elusive pretty much as it is for a hiker who wonders whether he/she will ever get there. When you look back, you realize your progress. When you look at where you stand in the context of looking back, you will realize how far you have come. When you look forward and up, you realize what great opportunities lie before you. Keep plugging away !!!
To recap: Your latest effort reflects all the work over the years in that it is simple, it fits the context of the organization's and its people's concerns. I'm reminded of Albert Einstein's advice: "Everything should be made as simple as possible, but not simpler." The description of your "Unleashing..." story reflect this advice and thus gives it a better opportunity for success.
Now, more specifically, I like that your first header is CONTEXT and I would encourage you to dig deeper into the core question when addressing CONTEXT. "What is your purpose?" By digging deeper, I mean going beyond ABCTS purpose and asking "What is the purpose of ABCTS' client organization and perhaps also asking "What is the purpose of ABCTS' client's client organizations?" It is similar to accepting as an answer to the Purpose question the first derivative, rather than searching for the answer to the second or even the third derivative. (A bit of calculus!). The closer you bring a person to the ultimate purpose, the greater the probability of achieving personal and organization transformation. I recall Peter Senge writing in "The Fifth Discipline" that "Why?" has to be asked five times to get at the true answer to "Why?" The notion of first, second, third derivatives is essentially expressing mathematically what Senge expressed by the number of "Whys" being asked.
It would be quite challenging for ABCTS to understand and embrace the business of the client's client or even more so the business of a client's client's client's purpose, but it is worthwhile exploring. Why? (I won't ask five times in this case) Because it creates a shift in how an organization and its people see themselves. their context and their relevance to the ultimate business purpose (Mission) and it lays the foundation for your work to flourish and to be self-sustaining and ultimately generative. It means taking the people in the organization and the organization itself to a "higher level" of being, of thinking, of acting, It creates the intrinsic realization that their success (and survival) requires them to leave behind many habits that no longer serve them well and the development of new "higher level" habits are business and personal imperatives and simultaneously empowering. No small challenge if Aristotle had it right: "Habit is but long practice and in the end, it becomes 'man's' nature." You heard the expression: "I can't help it, it's my nature!" The good news is that while all of us and organizations do have a "nature," the intentional and relentless practice of new habits, eventually creates a new "nature" in us and organizations; no small task, but well worth it.
One other key issue that you have addressed in your story is "Commitment." Much can be written about and around Commitment. I've been using the story of the chicken and pig for breakfast as a simple way of creating distinction betwen involvement and commitment. The chicken was involved, the pig was committed. It takes commitment of all to succeed (ascending). Your model jumping the "great culture chasm", is a simple and powerful way of eliciting and creating commitment. Who wants to be mired in "toxic," "dysfunctional" or "compliant" cultures when the potential to live in a "sustainable" or better yet, a "generative" culture is so much more "spirit-lifting" and empowering.
It gives good reasons for all stakeholders to commit. However, as we know from experience, it does not happen miraculously. It takes all the "P's" and the "Cs" (beyond Commitment) you can collectively muster to make this happen and mostly by the leadership in organizations such as ABCTS , wherever you can find it, and preferably by those who are charged with this responsibility.
Best wishes for success for ABCTS, you and Project 10X. I look forward to more success stories.
Blessings to you and ABCTS,
Peter Waldheim
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Brother Peter,
It's delightful to have this exchange with you after a couple of decades of little/no contact.
Your 'Comments' reflect an extraordinarily insightful understanding of and appreciation for the nature of our work — and a generous sharing of your own story/wisdom. I thank you.
I applaud your questions and riff on 'purpose.' I've become convinced that unless organizations of all kinds in all geographies develop the consciousness, will and capacity to raise their purpose to its highest level, i.e., to include the wellbeing of all life they impact, we will collectively remain in 'deep yogurt.' We do indeed need to be thinking in terms of the 2nd and 3rd derivatives on the purpose question. Check out this link from my first web site — http://www.theinfinitegames.org/e08/items/see-through_line-of-sight.php — for a nice synchronicity.
Be well, my friend.
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Congratulations on an exciting and successful first step with this project. I am very curious to see how the leadership team at ABCTS takes this experience forward and if they make any structural changes in order to incorporate the P10X framework into their corporate DNA. In my experience, generative systems best thrive when they exist within containers that are well suited to support them. Even strong convictions and commitments of individuals find difficulty sustaining in structures that do not support generative collaboration. And too, transformation of existing structures is not instantaneous. I would think that if the senior management is committed to infusing the organization with this kind of focused work periodically and over a sustained timeframe (i.e. several years) there would be a very good opportunity to change the core DNA of the corporate identity.
I also have no doubt that regardless of what may or may not happen in the future, the organization will benefit from increased creativity and collaboration as a direct result of this 5 day experience.
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Charles, I love it when you write like that. :-)
Your assertion, 'generative systems best thrive when they exist within containers that are well suited to support them,' feels wonderfully on target for ABCTS.
We held our 5-day event in the basement of a hotel. We came to see that room as a 'chrysalis' — and to see each other as 'Imaginal Cells.' It turns out that ABCTS has no space remotely like that at the office. They see this as an important gap they need to close as they move toward the future they all want.
The ABCTS P10X 'Stewardship Team' gets that their journey toward their 'Blue Horizon' vision will need their on-going support.
Growing into a 'Blue Zone' culture would be a new experience for any bureaucracy. What excites me is how such a pioneering experience will ripple throughout other systems, hopefully including the ABC 'Mother Ship.'
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Bill & Max, thank you! What a great submission.
I would like to introduce myself, I am Kim, AKA - Meg!
I value sharing, learning and so I decided to weigh into this submission with my own views on our pioneering P10X journey.
If there is one thing we all must learn to live as a ‘truth’ is that change is constant. We are living in a world where the technology we use daily changes rapidly and yet we are still using management principles that were designed hundreds of years ago and really not fit for the 21st Century. I had seen the impact that change has on many organisations and this is generally not a positive experience as most large organisations tend to look at headcount for savings and those at the ‘coal face’ are the first to suffer. I had been researching for alternatives to what I describe as ‘sheep dip.’ I had read many books and white papers on Change & Leadership development when I came across Bill and Max’s initial MIX submission.
My first thought was, WOW, imagine an organisation that values people more than profit. Imagine a group of people who come together because they care about each other, care about the future of their organisation, their customers and stakeholders in a way that is sustainable, can grow in an organic way that would have a lasting impact on them, their families and future generations. It almost felt like a dream, a breath of fresh air and a future that I only dared to imagine. I had grown up in a system that required compliance and adherence so to me this sounded like one BHAG! (Big Hairy Audacious Goal)
So I knew that there was huge potential within my organisation to make the shift towards a different future, a sustainable bottom line impact. The problem was that the potential was almost wasted as the people who could make a difference were not able to bring their ideas and creativity to life in our corporate system. How could we activate these talented individuals to accelerate a movement towards a new and better future, a Blue Horizon future that allows you to evolve with the system, to learn your way through the challenges that many organisations, whose foundations were built in the industrial age and beyond face today?
And so our journey began!
I have read the many comments and I am overwhelmed by the input from so many, much more wiser than me. I would love to address all of the questions, however for now, I would like to just share some of the personal learnings from embarking on such a journey and hope that this in some way helps others to take a ‘leap of faith,’ explore some new territory and rid yourself of old habits, ways of thinking that may well be hindering you, your organisation and more importantly your fellow human beings from exploring a new and different way of being!
We have seen many ripples in our organisation, from more interaction on our social platform to comments about ‘the boss’ being different. He now truly has an open door! I have seen our community take forward their personal commitments and have made changes that to an outsider looking in may be small - believe me, they are not small! Raising awareness through our journey has been challenging but we continue to practise this and encourage each other to become more aware of the impact we have on each other. Concept, design and testing ideas was not part of our culture, we have embraced this, as we have embraced many of the other elements of learning that our P10X journey has taught us. Through these testing and vetting sessions, we designed a follow-up to our pioneering 5 day immersive, to enable our community to understand the new language and different culture, way of being that would become part of our future.
I could list at least one hundred learnings but I have tried to outline those that were most meaningful for me:
1. Be brave!
2. Spend time imagining and living the culture you collectively desire (the FFA was pivotal for us)
3. Never underestimate the power of relationships and work hard to ensure you give people time to get to know each other at a deeper level than just work (Barretts Values have helped us instil this thinking)
4. Accept that you alone can not and do not have all the answers, there is a big world out there, look outward and invite others to help you find solutions, human beings by nature are very generous with both time and knowledge, all you have to do is ask (thank you Bill and Max, you are true partners)
5. Believe that every single person on this planet has a unique gift and that once you tap into this gift you will find passion, it takes time so be patient.
6. Put in place structures that support life long learning (we are struggling with this a little, Co-creative trio’s is the way forward!)
7. Sometimes not everyone is up for the journey. I have learnt that for some, things are just cool where they are today. You can take a horse to water…
8. Invest time, effort and expect the unexpected. Forget the idea that those in your system who have a big title will do big work, please let us stop measuring by status and measure by a persons character and contribution. I have seen some of the smallest voices have the biggest impact.
9. Have a light that guides you. We developed our ‘Atlas’ as part of our journey. It is a WIP, AND it spells out ‘how things are done around here.’ As we grapple with the idea of being being less hierarchical and move to a more inclusive culture, we invite our community to update this and embrace the wisdom of the collective.
10. Have FUN! A brilliant quote I heard recently ‘don’t take life too serious, its not like you’re getting out alive!’ When you work in an environment that requires you to be a person other than the person you are… REBEL! Be yourself, discover stuff you like and stuff you don’t like but always try and bring a sense of fun and humour - it will make the journey easier, I promise!
11. Social media - embrace it, learn as much as you can about it, it is the future and will engage your people.
12. Go easy on yourself.. I have had so many sleepless nights wondering if this was the right path as once the genie is out of the bottle, you really can’t put it back in! A question? Why wouldn’t you unleash something so powerful as human potential?? Remember, what others think of you is none of your business!
13. I end on my lucky number! Get yourself great guides, Bill & Max have provided us with insights beyond any books or white papers I have read (and there have been many) Culture Change is not a game for the faint-hearted and one that you must be prepared to carry through to the bitter end. It is so very challenging and difficult but if it weren’t then I suppose that every organisation in the world would be hugely successful.
I would be delighted to chat through the journey and any related questions. I hope this post has provided some inspiration and comfort to those who may wish to embark on such an adventure.
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Kim/Meg,
What a wonderfully rich contribution to this conversation. As the originating Champion as well as one who has been at the leading edge of this pioneering journey each step of the way, your sharing of your feelings and insights are invaluable.
As you point out, many change initiatives focus on structure. Max and I are convinced that focusing on 'Story' first is the key. And when you become clear about the story that all want to inhabit, THEN make the structural adjustments that will support that new story.
Your on-going contribution to being the story you want for the organization, and now writing about it is truly 'coin of the realm.'
BTW, if you haven't already checked it out, I recommend this link that speaks to the role of 'Story and Structure' — http://10xshift.com/our-next-evolutionary-leap/ It's called 'Organization Design Simplified.'
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Hi Kim,
i have been following the conversation and watching for messages from folks that 'move' me. I'm no longer looking for mental intelligence but more of an 'emotional' intelligence. I'm experimenting with feeling into what people are saying, rather than rationalizing what I'm hearing.
Granted I've missed many threads here, as you say this convo is more than one person can manage). But I was 'moved' by yours. It felt ALIVE, real, experiential, practiced (the words that come to mind).
I have been shifting my facilitative practice from an attention on managing information, to engaging relationships, and feel that .. although both are part of a whole, we have spent way too much time managing and far too little time relating. As if focusing on relationship means progress doesnt happen that way.
Anyway, I sense from your message that what you have going at yoru company is that you are making a difference .. creating meaning within each other's way of life, not just a company bottom line .. which I believe is the true foundation for sustainability
That said, I would like to hear more about your story if I can. Not sure what would work for you. But in the name of connecting people as highest on my list, let me know if something might work.
Vic D vicdesotelle.com
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Hi Vic
Thank you for your kind comments.
Your assumption is correct, we are making an impact/meaning to each other's lives and raising the self-awareness of our community has paid huge dividends. More so than any other intervention we have tried to date.
I like to think of learning in two ways.. Training is so wing that happens from the outside, in. Real learning and development comes from the inside out.
As part of our journey we paid much attention to the process of giving people time, space and the ability to share thoughts with each other.
It is still early days and there are many challenges we face, some known some unknown but by building resiliency in our community and leaning on each other for support through tough times will, I know, get us closer to the destination we desire.
I would love to share more of the story with you, I am in the UK so there may be a time difference to consider.
Look forward to sharing.
Very best regards,
Kim
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Awesome story!
Bill, just a couple of questions for clarification:
What role do you and ABCTS see for enhancing the participants' mindfulness in the P10X Leadership Development Initiative?
What learning architecture would support the P10X learning and change community?
> each voice must be heard, each must be respected — each has wisdom to share.
When you do that, how voices with less vs. more wisdom get differentiated?
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George,
Great questions. I would expect nothing less :-)
The 'Leadership Development Initiative,' with its periodic day-long gatherings and the 'Co-creative Coaching Trio' work between those gatherings will be designed to develop the awareness/consciousness at multiple levels. The trio work will be designed to on-goingly improve intra and inter-personal awareness and conscious choices.
Both the trio work and the gatherings are designed to support growing quality of relationships and a greater sense of community — that we're all in this together.
Your question as to how voices with less vs. more wisdom get differentiated is tough to answer in a generic way. By what criteria do we judge wisdom? For me wisdom is related to how our choices contribute or detract from the wellbeing of all life that is being impacted.
I'm impressed with the efficacy of the 'Council' approach practiced by some indigenous traditions as a means of approaching that kind of 'wholeness' in their deliberations.
George, I'm wondering if there might be a wise statement or two behind your questions?
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Bill, thanks for inviting me to expand on my questions.
> What role do you and ABCTS see for enhancing the participants' mindfulness in the P10X Leadership Development Initiative?
I believe that developing mindfulness and "shared mindfulness" competences is pivotal to such ambitious leadership development efforts as yours. That's because the power of old habits that don't serve us anymore is so great that it calls the practices of augmented mindfulness (individual and collective) to displace them with behaviours more fit to the blue zone.
> What learning architecture would support the P10X learning and change community?
That question assumes the clarity of the need for the ABCTS change agents to form a sustained community of practice. In my experience, any culture change can easily be reversed if and when the senior executive sponsoring it changes his mind or leaves the company, unless there's a strong community that sustains the momentum and keeps learning/discovering together what is needed next. To optimize its learning expedition, such a community needs a "learning architecture," in Etienne Wenger's sense of the term. See: http://www.timhoogenboom.nl/images/archi.PNG
>> each voice must be heard, each must be respected — each has wisdom to share.
> When you do that, how voices with less vs. more wisdom get differentiated?
Regarding wisdom, for the purpose of this conversation, I go with Tom Atlee's definition: "Wisdom characterizes any factor that facilitates greater positive engagement with more of the whole." To me, that means that a person or a decision or a worldview is wiser if capable to account for more aspects/depth a situation. (I wrote more about that in my paper on Collective Intelligence & Collective Leadership http://sprouts.aisnet.org/8-2/ .)
Does that help?
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Hi George,
I would be interested to learn more about your concept of a 'learning architecture'. Can you direct me?
Kindly, Vic D.
(Fellow Santa Cruzian from the past)
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hello Vic,
The concept of "learning architecture" is not mine but Etienne Wenger. He has extensively written about it in his classic "Communities of Practice: Learning, Meaning and Identity." (1998). I found it very helpful in my work in advising organizations to develop their "communities of practice" strategy, e.g.: 3Com, European Commission and European Investment Bank. If you don't have time to read the whole book (that is quite academic), here is a short and easier-to-absorb version of the concept: http://johnmill.wordpress.com/2010/07/28/the-architecture-of-learning-de... .
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Thank God for Bill Veltrop. A world-treasure. Certainly one in New Zealand anyway!
Bill like your approach and would love to learn more about specific approaches like 'stringing the beads' but I assume you'd prefer my questions and comments. The following comments are made on the sketchiest understand of what you actually did - so take them and use them if they are useful but disregard them if I'm telling the master how to suck eggs:
1. I am concerned about the timing issues. I have found that change requires changing habits and that takes several months rather than 5 days. I recommend you consider a modular approach of short sessions over an extended period.
2. Knowing you it would be almost impossible for a group not to feel more deep and connected in your presence. I think your challenge is how they will sustain it when you move on. This implies deep ownership of the process and the ability to spread it within the organisation.
3. Like others I think the system the people are in will need to change otherwise they will revert back to what the system dictates.
4. I think you will have to make some hard real changes otherwise it may not be self-supporting. I have in mind things like where decisions are made and who holds the power over people.
5. Something will need to be done to deal with those who don't/won't change. This is where it gets hard.
6. A support system (something like action learning groups) might help when you go.
Keep up the good work. Virtual Group is currently trying to develop a Resilience Approach based closely on Blue Star so you are still very much in our thoughts and practise.
Warmest wishes
Bruce.
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Jim, my older brother, demonstrated the fine art of egg-sucking when I was quite young. I was VERY impressed, but, alas, decided not to follow that path. So, a master at that art I am not :-)
Bruce, thanks for your interest, concerns and ideas. Here are a few responses:
Item 1. I fully agree that shifting habits as individuals and as an organization can take a long time. The ABCTS leadership followed up the 5-day gathering with a series of 2-day 'Espresso' sessions for the rest of the organization. They are now looking at piloting an on-going 'P10X Leadership Development Initiative' designed to grow and evolve this initiative — to provide a means of attracting and recognizing the pioneering players who are stepping up to this challenge.
Item 3. That's been my experience as well. Although innovative organizational design doesn't spread easily or naturally, I kinda suspect that as one organization learns how to navigate the journey into a 'Blue Zone' culture, it'll be easier for others, including the 'Mother Ship.'
Item 4. They are becoming increasingly committed to finding ways to support more initiative-taking and decision-making becoming more distributed throughout the organization.
Item 5. I've come to believe that its really important to provide people with the time and support to make changes at their own pace — with innovation spreading naturally from Innovators to Early Adopters to Early Majority to Late Majority to Late Adopters to Resistors. And there will be some who really want to retain a high level of imposed structure. These may need to find work elsewhere that will provide them with that 'comfort.'
Item 6. They are considering an on-going P10X Leadership Development Initiative that will provide support, accountability and recognition.
Bruce, thanks again for your always useful ideas and questions.
And, thanks for creating the opportunity for us to meet with the mayor of Wellington and a gaggle of her regional leaders to explore the possibility of a 'regional metamorphosis' for the Wellington region. Your 'Blue Star Future Wellington' initiative has been a continuing inspiration to me and other 'Imaginal Cells'
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Bill and Max,
on the relational side, I love the Crossing the Chasm grid because it provides a map and credence to the aspirational. If people have never considered or have forgotten their aspirations, you give a framework for concrete evolution from a way of thinking (siloed, repetitive loop of maintenance of status quo) to a way of being (interconnected, co-created, evolutionary).
As Kim notes, Culture Change is not a game for the faint-hearted and one that you must be prepared to carry through to the bitter end. So, you've engendered structures, frameworks, assessments, ways to measure milestones, progress, regression > all leading to increasing levels of awareness of self and awareness of self in a co-operating organism.
I love the attention to language: Language Designed for Crossing the Chasm. I've always thought, change the language, the culture follows.
I'm wondering now about sustainability beyond the initiating phases. What governance and sustenance mechanisms are occurring?
Lastly, the use of Blue Zones, I assume you know the work of Dan Buettner?
Bravo to you all!
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Patricia, thanks for your insightful observations about the Crossing the Chasm framework and the importance of language in this work.
Your question about governance and sustenance mechanisms is also 'spot on.' We're all seeing this as a top priority.
I agree with you and Kim that this 'is not a game for the faint-hearted,' but suggest there may be more generative language than 'bitter end.' The key to the sustainability issue is to get far enough along on the journey to escape the gravitational pull implicit in a bureaucratic culture. From that point forward it can become an energizing, almost irreversible experience.
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Patricia, thanks for your insightful observations about the Crossing the Chasm framework and the importance of language in this work.
Your question about governance and sustenance mechanisms is also 'spot on.' We're all seeing this as a top priority.
I agree with you and Kim that this 'is not a game for the faint-hearted,' but suggest there may be more generative language than 'bitter end.' The key to the sustainability issue is to get far enough along on the journey to escape the gravitational pull implicit in a bureaucratic culture. From that point forward it can become an energizing, almost irreversible experience.
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