March 28, 2016 Leave a comment
The purpose of this post is to explain the four cornerstones of an emerging mindset that would form the basis for determining a revolutionary change in an organization.[i] We define the term “emerging mindset” as a series of assumptions held by collective intelligence in an organization that embraces new ways of thinking. The emerging mindset has four cornerstones which include
CONSCIOUSNESS IS CAUSATIVE: Emotional and social dynamics are part of organizations and when change is introduced, this lens becomes more pronounced. Leadership must set the tone focusing on communication strategy and messaging with a sense of urgency that is optimistic and gets people excited about opportunities. The way change will be planned, introduced and positioned is critical and this process should include explaining the following:
- What needs to change
- Why it needs to change and the impacts to people
- Address anxiety with transparency and enthusiasm
- Paint a clear picture of what the outcome will look like
- How results will tie to rewards
ABUNDANCE: This is where energy, inputs, throughputs and outputs are constant and required in order for the organization to remain sustainable. Often, this activity is a good tool to reassure employees that extensive planning has taken place to ensure the company has the resources to carry out the change successfully.
RELATIONSHIP AND WHOLENESS: This takes into consideration that the system has moving parts within it, all of which are interrelated, making up more than the sum of the parts.
CONTINUOUS PROCESS: All of the forces, progression and processes are constant
Burke explains revolutionary change as an unexpected event or activity which makes it clear a new mission, vision and strategy of a business are imminent. This accelerated change could be a form of punctuated equilibrium, which occurs between long periods of the being in steady state and requires a call to action in order for the enterprise to survive. Examples of revolutionary change might include a spin-off, merger, acquisition or significant alteration in the organization’s products or services. It could also be the result of an economic episode similar to the events of 09/11 or the market downturn of 2008.
My next blog post will discuss details about forming the basis for revolutionary change and how emerging mindset influences interact to impact open systems.
Do you have thoughts, questions or input? Please leave a comment below and thanks for visiting my blog!
[i] Burke, W. W. (2008). Organization change: Theory and practice. Los Angeles: Sage Publications.