Viable Transformation
There are many frameworks and methodologies specifically focused on Change Management: Prosci ADKAR, Accelerating Implementation Methodology (AIM), John Kotter’s Leading Change, etc. They all, in one way or another, provide descriptions and guides on what the change management is and what the major steps to effectively manage a change are. They all have contributed considerably in increasing the general awareness for Change Management.
While there is now little ambiguity on What Change Management is, identifying the answers to ‘HOW TO‘ questions has proven to be challenging, regardless of the methodology.
Incorporating our understanding of Cybernetics and the Viable System Model, we have developed a Viable Transformation™ body of knowledge to provide sustainable and viable solutions, managing transformation and change in people and organizations.
The body of knowledge embodies two major areas:
- Behaviour Transformation
- Organizational Transformation
Behaviour Transformation
- Understand the dynamics and complexities of behaviour change
- Design effective tactics and interventions to transform behaviour
- Ensure enduring and long-lasting results
Behaviour Transformation
- Dynamics of Human Behaviour
- The Dynamics of Conflict and/or Dispute
- Psychology of Resistance
- Complexities of Behaviour Change
- Requirements of Change Interventions
- Dynamics of Learning and Sense-Making
Organizational Transformation
- Understand the dynamics of organizational structures and corporate cultures
- Transform business processes and the organization
- Design for viability and sustainable success
Organizational Transformation
- Required Components for a Viable System
- Lean Management and Lean Business Processes
- Agile Structures and Agile Processes
- Dynamics of Groups and Teams
- Culture of Six Sigma and Continuous Improvement
- Business Process Redesign
Our Thoughts on Viable Transformation
- All
- Conflict Management
- Cybernetics
- Organization Design
- Viable System
- Definitions
Basic Notions – Disturbance or Perturbation
Basic Notions – Disturbance or Perturbation Adding to the complexity of the example depicted above, should forces change their directions or magnitudes in a way that the total sum is Read More
Basic Notions – Variety and the Law of Requisite Variety
Basic Notions – Variety and the Law of Requisite Variety To control—or manage[1]— anything, there is a need for something to measure it with; so as to control complexity, we Read More
Basic Notions – Feedback Loops
Basic Notions – Feedback Loops For any control to happen, the system needs to have some sort of a sensor to detect, encode, and feed information from the environment or Read More
Basic Notions – Control
Basic Notions – Control Stafford Beer asserts that “control is an attribute of a system”[1], whereby identifying a system to be “in control” means that “it is ultra-stable: capable of Read More
Basic Notions – Equilibrium
Basic Notions – Equilibrium Tapping into physics and Newton’s first law of motion, we know that “an object at rest will stay at rest, and an object in motion will Read More
Basic Notions – Cybernetics
Basic Notions – Cybernetics The distinguished mathematician Norbert Wiener[1] coined the word Cybernetics from Greek κυβερνητική (kybernētikḗ), from Latin gubernātor, meaning helmsperson, steersperson, or pilot, as steering a boat, the Read More
Basic Notions – System
Basic Notions – System The eminent cybernetician Stafford Beer defines a system as “anything that consists of parts connected together.”[1] George Klir[2] also says that “the term ‘system’ stands, in Read More
Cooperation and Teamwork
To increase performance and efficiency, we have learned to focus on 3 major factors: Clarity, Accountability, and Measurement We try to clarify each role and clearly define tasks for Read More
From Management to Leadership – Redefining The Agile Organization
Moving fast and efficient requires awareness and agility. It’s just not possible for a large ship to change course as fast as a speedboat. Often, highly bureaucratic and hierarchical organizations, Read More
The Viable System Model – Part 4
Too close a view may interfere with one’s grasp of an overall problem or concept. Stafford Beer System 4 – Forward Planning, The External Eye With Systems 2 and 3, Read More
The Viable System Model – Part 3
If cybernetics is the science of control, management is the profession of control. Stafford Beer The design of a Viable System is not hierarchical and is not authoritative. Senior manager’s Read More
The Viable System Model – Part 2
Science has sought the ultimate source of energy in the physics of the sun itself . . . the hydrogen-helium fusion. Science now seeks the ultimate source of control, in Read More
The Viable System Model – Part 1
The Foundation of the Model To design a Viable Organization why re-inventing the wheel when we have access to the most viable system of all: Human Beings? Humans have successfully evolved and adapted Read More
From a Reductionist Approach to a Holistic One
Reductionist Approach In classical logic, Aristotle’s principle of non-contradiction states that you cannot be “A” and “Not A” at the same time. Consequently, we can divide anything between “A” and “Not A”; Read More
Stafford Beer
A “world leader in the development of operational research, who combined management systems with cybernetics” (The Guardian), Professor Stafford Beer is well known for his considerable contributions to the fields of Read More
