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As we are experiencing increasing change and complexity we need to look at the dynamics of the whole system and understand how this works as we are in a constant change. The challenge is in the way we view the world. We have learned that all is separate from ourselves and we have isolated us from the context in which we live and work. The systems we use enforce that. So we need to feel connected again and understand what the context is of which we are a part and how this all works together.
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Many models try and explain this. The most integral model that I know is from Ken Wilber, who developed a framework which illustrates this context with great clarity. To see the parts and how they connect to the whole. He saw the patterns behind it and created this map that brings it all together. He called It is the other side of complexity - simplicity. Evolution is the interaction between all 4 quadrants. They enforce and influence each other.
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An organizations's culture is reflected through the collective values/beliefs and patterns, relationships, communication, problem solving, spoken en unspoken rules. It s not what is written on the wall, but what can be observed in practices on a daily basis.
The structures and platforms on which the organization is operated play an important role in the culture of an organization. These are policies, procedures, processes and controls; performance measurement, reward systems, Most organisations initiate change in this lower right quadrant, and expect people to behave accordingly. In practice this is not the case. Behaviour cannot be changed on the behavioral level.
We behave according to our thinking and beliefs. Successful and sustainable change is possible when the individual thinking and beliefs are invited to be aligned or changed in terms of their values and beliefs. The importance of the interrelationship on all aspects is often ignored, making change difficult. All systems and organisations evolve through different levels of maturity and consciousness.
Alignment needs to be multi-dimensional to facilitate integrity.
The structures and platforms on which the organization is operated play an important role in the culture of an organization. These are policies, procedures, processes and controls; performance measurement, reward systems, Most organisations initiate change in this lower right quadrant, and expect people to behave accordingly. In practice this is not the case. Behaviour cannot be changed on the behavioral level.
We behave according to our thinking and beliefs. Successful and sustainable change is possible when the individual thinking and beliefs are invited to be aligned or changed in terms of their values and beliefs. The importance of the interrelationship on all aspects is often ignored, making change difficult. All systems and organisations evolve through different levels of maturity and consciousness.
Alignment needs to be multi-dimensional to facilitate integrity.