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
Abstractions and Generalizations — What Every Mediator Should Know
Introduction People use abstraction and generalization to order the world around them. They develop and rank categories, and use those categories—good person/bad person—to evaluate and interact with others. I think Read More
The Myth of Best Practice
The Yearning for Best Practice “We need you to tell us what the ‘best practice’ is here,” is a request very familiar to many business and management consultants, or “we Read More
The Cybernetics of Dispute
The Cybernetics of Dispute Imagine a hypothetical social system in equilibrium. We already know that there will be no conflicts being perceived by any member of this system, because the Read More
The Cybernetics of Learning
The Cybernetics of Learning Conflict denotes the existence of a difference between what has been sensed and what the individual believes it ought to be. Therefore, the response to a Read More
Transformational Process Design for Dispute Resolution
Introduction Before any dispute resolution process is designed or implemented, there should be a planning process to avoid surprises and pitfalls and minimize the risk of failure. Without advanced planning, Read More
The Cybernetics of Having a Thick Skin!
The Cybernetics of Having a Thick Skin! Human beings are survival machines; they, by nature, strive to reduce their discomfort as much as possible. When we are hungry, we search Read More
From Conflict to Dispute
From Conflict to Dispute The overuse and dramatization of the word ‘conflict’ in contemporary media, by employing terms such as armed conflict, countries affected by conflict, deadly conflicts, and such, Read More
Why Cybernetics
Why Cybernetics In classical binary logic, Aristotle’s principle of non-contradiction states that things cannot be ‘A’ and ‘Not A’ at the same time, and therefore, everything can be categorized into a distinct Read More
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
Managing Value Conflicts
Introduction It has been suggested that conflicts or disputes that involve strongly held values/beliefs are the most difficult to resolve. Is this always the case? Are there specific ways to Read More
Design a Conflict-Wise Organization
Effective Conflict Management system There are several key areas that probing them helps better understanding of (and designing) an effective conflict management system: What does success look like in a 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
