Stages of Change

2022: added stuff

...2016 June My book From F.E.A.R to Freedom is nearly complete. It's about coping with and going through traumatic [2nd Order] change due to perceived fears. [late note: having been written, I now feel the urge to rewrite. <sigh> During teaching this in the last year, I've refined the practice such that it's rather different in implementation - same overall concept tho'] abandoned

"No one knows what is in him till he tries,

and many would never try if they were not forced to."

Basil W. Maturin

[insert her/she where appropriate]

Change is normal; abnormal change is too

Easy [normal] change happens WITHIN paradigms/worldview; hard change is paradigm change & is what we discuss here. BTW: it doesn't have to be hard. We go through the first few worldviews with the help [or not] of our upbringing. It's when we get 'challenged/threatened' beyond the skills & viewpoints of our upbringing [parents/society] that another perspective is 'required' to survive in a healthy way [i.e. positive in the long-term].

So. unless part of a 'normal' or 'expected' system [taught by schooling/parents], people don't often consider their life in terms of change or learning. For more on learning, go to Learning

In fact, most people don't ask themselves "What's next for me? How do I get there?" Though, if you do, you are surely on the path to a permanent leaping personal growth by choice [eventually 2nd order change] rather than by 'force' of circumstances or ill-thought-out choice [stay in 1st order change - which is often cyclic or oscillatory and always slow] and the regression cycle it usually involves. Pro-action vs Reaction

This model presents a visual clue to the change process in its many forms. In the Values Journey, it's not all uphill and progress. There is the chance of regression too [to the previous mindset], some could be dramatic [back several mindsets or to the ultimate - a psychotic break]. So you could say that one has to be careful with change at times but only with the 2nd Order types really.

First the edginess/dissonance, then decide [wisely?], then act wholeheartedly... Where did you say you wanted to be?

As Jung said, “Your vision will become clear only when you can look into your own heart.

Who looks outside, dreams; who looks inside, awakes.”

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One is wishful or one changes oneself. Velleity or volition - metanoia [mg 2010]

This is the difference between Blue & Orange worldviews initially, or if you prefer, across the Dependency Divide

A linear view:

To put change into the linear understanding most people think change is... this is an (almost) linear view of the not-so linear 'Stages of Change' diagram to follow. Remember: there is REGRESSION too - your choice [perhaps by not making a conscious choice]! This is for change of paradigm, not just change or knowledge or experience, say.

The 'Stages of Change' version later is Dr Dave's academic version to explain the obstacles or sticking points in the change process.

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We accept the graceful falling of mountain cherry blossoms,

but it is much harder for us to fall away from our own attachment to the world. Rengetsu

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Change:

No doubt about it; change hurts or has a price (especially if you are not believing it will happen to YOU, or wanting or expecting to - life will change that opinion!) BTW: if change hurts, you are doing something wrong! It will often scare you though...

No doubt about it; change rewards (if you are the losing team suddenly winning, or you recognize the learning and can see/feel the benefits)

No doubt about it; change does not mean standing still and letting the world pass you by (hmmm, change is inevitable - again, life/history can/will show you).

No doubt about it; change requires changes in our thinking and behaviour (so one COULD start by accepting the inevitability of change and learning how to benefit from it).

Trust is needed - facing the fear of 'what if' vs achieving 'your dream' of the unknown future. [A little voice in his/her head says: I won't get married then I cannot be hurt from divorce like my parents did. Living in the past. But what future would you work toward?] see "Will" in the Holistic Thinking Chart [search this site]

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First a different view of PCVJ/The Journey: VOLATILITY

This model is the VJ 'stretched out' along the horizontal axis to show paradigm change a little easier. The 2nd order change [2OC] is accompanied by the LOSS of a social fear or two. It also includes the FLIPPING between WE & ME or Yin & Yang , actually Yang & Yin here], if you are into that, until ultimately you get to 'balance' the two almost simultaneously. But that is way down the developmental track.

A warning, these paradigms are functional/useful in certain [broad] circumstances/situations. IF one 'develops' or regresses into a mindset that is not so functional for the time, then you become an outlier and will struggle to survive [literally or socially]. But then that can be a driver for more change. Interesting, hey!

See Fear, also Flow & Yellow approaches

click pics for larger graphic

The volatility I talk about is the cognitive dissonance preceding any major decision/change. Some people choose to not change or grow as needed & can 'regress' to the perceived safety of one's preferred paradigm [Alpha state] but since the skills, knowledge, or perspectives weren't sufficient to cope with whatever change event was presented, the perceived [or real] threat remains. Not only that but will probably worsen in its effects because of the increased resistance that withdrawal creates [cells that fire together, wire together], creating less-than-positive habits.

With this view of change events in mind, now read on the SoC below... The process is the same between paradigms; the things that change are VASTLY different after.

Paradigm change is often triggered by traumatic events - Significant Emotive Events [SEE]. This can be physical, like a serious illness diagnosed or a bad traffic accident, or a social threat such as a lawsuit [especially unwarranted ones just to take you out of action] or any other social threats like dealing with extraordinary manipulations from a sociopath, even increasing 'control' &/or cost from .gov or .bus.

Sometimes the SEE is motivational and positive, say from a mentor, coach, or other leader. One becomes inspired and driven to change or pushed. Carrot or stick? Your choice

Basic 'Stages of Change' diagram

Change has differing magnitudes or orders to change for progression or regression (or in Beta, staying still & treading water & usually feeling misery in some form - Apathy, Worry, Depression, or their extremes in Gamma: Personality Disorders, etc - all applying to organizations as well as individuals).

Start at Alpha state [left] & make your way to the New Alpha [if you can]

Orders of Change:

Both of these orders can be reactive [after the fact] or anticipatory [future-oriented, tactical/strategic]. They are also known as single and double loop learning, respectively.

In Chaordic Systems Thinking, transformational leaders seek and recognize the Beta State early and attempt to move themselves &/or their followers proactively to Delta. This is the 'bifurcation' point and requires leaders sensitive to 'weak signals', i.e. in-the-flow or intuitive to people's senses, to navigate the discontinuities with favourable long-term outcomes. Emotions are used to sense imminent dissonance too but are too gross [as in not sensitive enough] to catch this traumatic social change early enough to make it easy [well, easier] for the changee. INTUITION is important as it's the processing of complex, chaotic, subtle signals that is needed from one's unconscious. Leaders need to develop and heed their intuition/gut responses.

First order - using your own paradigm/mindset/skillset to change something in oneself [or one's organization]- limited, minor changes, lots of surprises to come as you probably didn't see or know what to look for OUTSIDE of your own thinking. This is like the .gov or a bureaucracy or a company doing its own internal audit/review to see what is wrong - a difficult, if not impossible, task.

Defining words from theory: adaptive, incremental, linear, n-step, system adjustments/modifications, maintain & develop the organization/person, supports continuity & order, small scale change, better 'fit', catch up [to others], improving, enhancing, Org Dev

This is relatively 'easy', low-energy change. The change remains cycling within the Alpha, Beta, and [sometimes] Gamma states. [there may be an exception where there is paradigm shift, see later]

There is one Value Station that is highly resistant to change when it is closed, even if it is good or necessary change. Can you guess which one? This paradigm tends to set up strong boundaries - a fortress mentality. This mindset finds it almost impossible [until crisis] to look outside itself and its rules to find a solution [that really works]. After considerable initial resistance and inertia, a paradigm further along the journey can 'lead' them but that inertia/resistance/disbelief/distrust[?] is insidious. Still guessing? Go back the basics - the PCVJ diagram if you need help.

[p.s. it's Blue. If closed, they need to develop an open mindset - like science, questioning]

Second order - paradigm shifting! Using NEW or outside information and skills to adapt your [organization's] behaviour. Probably the main reason that a new CEO is brought in for a restructure or major corporate changes - a different viewpoint is needed to evaluate the existing culture without 'sacred cows' interfering. Remember, groupthink can cause one to avoid/not see/not question internal behaviours and attitudes. Talking about "The Elephant in the Room" is necessary for this level of change. Critical Thinking is necessary so unless this is skill and accepted practice within an organization, it won't happen. Conformity/stability kills second order change.

Defining words from theory: disruptive, discontinuous, transformative [transforms the underlying premise], reorientation, recreation, change of direction, 'frame bending or breaking', major upheaval, paradigm shift, change of cognitive map, change of theory-in-use

At each Value Station boundary [for want of a better word] prior to the next VS we are faced with one or two hurdles in the form of a divide &/or ravine. Once made, this changeover magnitude is of the 2nd order - a new mindset emerges.

This type of change transits the Delta state and, like electrons moving to a higher state, needs high energy to make the transition. [see ibid re our biological SNS/PSNS energies]

2nd Tier change

The Green-Yellow transition, in particular, has a large quantum energy requirement. This change is a lulu - potential for a serious crash. [see Catastrophe &/or Reversal Theory versions I've made]

I suspect 'Flow' is REQUIRED. Flow certainly makes difficult things [like these state transition] easier! Leaders have a way of stretching followers sufficiently to enter Flow. Remember that one cannot stay in Flow permanently but needs rest time [the Relax state] to rebalance.

As a traditional 'systems thinker' by training & occupation, I now see the need for 'Chaordic Systems Thinking' to manage this level of dynamicism.

We know that corporations and even civilizations decay when 'stability/maturity' sets in - when creative growth is suppressed and there is no 'higher' civilization to draw it on. Civilizations need a mentor too - tall order [Mother Nature CAN]!

Ralph Waldo Emerson

'The mind, once stretched by a new idea, never returns to its original dimensions.'

[only if it's of the 2nd order. MG]

Why change:

Why do we have to change? Perhaps you doubt people and their humans systems change? Consider our history - even just from emerging from the dark ages [a serious regression of the western world], to the emergence of rule of law, to the emergence of corporations/ management, globalization, environmentalism... we change; we learn [even how to change maladaptively]

For a people count alone [not considering our artefacts - our behaviours]: Follow this link population map (more in Global Values: The Crisis) to see an interesting animation of our human population change... There has been some change in our parents and grandparent's time... Roughly, since 1800 the human population has increased 7 times; since 1900 5 times; since WWII about 3 times... and for the next 50 years??? Exponential growth is worrying! You may wonder WHY I talk of population - believe it or not, it is the CORE of our social, personal, business issues at present - maybe to you this is somewhat simplistic at present, but digest a lot more & try to see what I'm getting at (or maybe you don't WANT to know!). Some say that the problem is consumption though it comes back to a sustainable population eventually [& it's consumption limits are secondary].

We live in a world that has changed dramatically to massive cosmopolitan cities in a few hundred years while our brain still lives in a village that rarely saw strangers.

How did we change; why do we change; CAN we stop it; SHOULD we try to stop it; should we instead embrace change...? Why do we people resist change even when we can intellectually see it all around us? Why should WE think we are exempt from change [hint: we aren't]? Feelings get in the way, especially fear.

Remember: if change hurts, you are doing something wrong! Get a mentor to help with the reset...

"Do it trembling if you must, but do it!" - Emmet Fox

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note: Flourish is now called Limits [have to replace the graphic!]

In my Slippery Slope model, the positive [up] direction is because you have a Toehold and make small steps towards your Virtuous existence, else the descent into Vice usually away from some fear. One can also turn around a life gone wrong the same way, finding a positive Toehold to crawl up with.

The Limits model is more like the skewed square example shown - i.e. a square wave, an assymetrical one that could be likened to a skewed Bell Curve. The crash after a Tipping Point tends to be sudden and dramatic, and the recovery difficult - see Reversal Theory or Catastrophe Theory ibid with my interpretations for TEA/VJ

Now we will look at limits - limits of growth, safety, power, security, etc whatever that paradigm's stressor is as a trigger point of change. We can see/feel a change coming on as the discomfort or pain gets worse as we approach the limit boundary and then destabilizes our lives (remember Tipping Points, TP). These limits can be visualized in the PCVJ as the boundary line that creates the Value Station shape - the edge of that worldview.

We've probably heard of the Slippery Slope whereby we follow a destructive path until it's too late, e.g drug abuse, then we are addicted. The reverse happens with a Toehold. We claw our way upwards until the new habit takes hold and we are unlikely to regress [though we NEVER lose old habits]. Micro-steps can lead us in either direction. Build good [positive] habits

From Aristotle's Virtue-Vice thoughts... excess, deficiency, or just right?

I use this simplistic method in systems design to visual define the scope (what to do) or constraints (what not to do, or the limitations) of a system. But first... I developed the [Flourish renamed] Limits model to visualize the Tipping Points & one's 'path' needed to navigate paradigm change & still live by one's values-based life. You 'plug in' the value that you are considering the limits of at the top [where Flourish Limits is written]. Then consider your skills, knowledge, emotional states & capacity, resources of self or supporters, etc [another model follows with this visually]. Consider as much as you can to determine your limits of coping with a particular Value, threat, ideal, concept, or outcome, etc.

Some thoughts: For a legal threat [being sued/charged]: what is your legal knowledge/skill or capacity to get or pay for it? For say Wealth: what are your limits of wealth before you are not wealthy [poor at one extreme] or maladaptively greedy at the others. Likewise for your concept of 'honourable', 'caring', 'thoughtful', etc [esp plug in basic human approaches of T.E.A]

Again, I need to ask the question... Why look at change?

From a business income perspective, there are, according to futurist writer, Glen Hiemstra (Turning the Future into Revenue), three broad arenas of opportunity - 'developing and implementing the next technologies, responding to changing demographics, and helping institutions and cultures adapt to change'! As I explained elsewhere, I believe [with good reason] that the upcoming times will be unavoidably chaotic, whatever path we choose!

So whether you are looking at personal change, business change, political change, social or global change... this is a useful tool!

Deception [not necessarily intentional]:

In the media/political speak, be careful of 'change' words that favour the few without a holistic view. ANY growth is change - e.g. talking about returning to [economic] growth currently favours nations and the rich [those who understand/need it to thrive]. Where is the consideration of 'ordinary' people, the individual, the damage/risk of growth/consumption without limits, the environment, our 'finiteness on this planet?

'Ordinary' people, you need to consider all of this to demystify the reality that may emerge for doing the same thing - do you want another GFC/recession/depression/war? Unless you like just surviving, 2nd order change is needed in many LEADERS to rebalance away from our current sociopathic global management [See Gervais Principle /Dark Heirarchy ibid]. It has happened over history to our current civilizations - now a new push is happening! I usually ask: what is the 'vested interest' of those wanting to support change/sell products or services, 'help' me, tax me... I guess I have been deprogrammed at last by teaching marketing 8-D

On the Personal and Corporate Values Journey chart, the noticeable place of major change is at crisis points or the 'jumping off' points to the next paradigm shift - these are particular areas of chaos, of redefining moments in people's/companies lives. Other change [within a paradigm] is incremental. The 'moments' are represented by one or more chasm/divide/line within the chart. There is a period of approach to the shift; a period of discontent and chaos, hopefully acceptance and then a realignment in one's new cultural perspectives. Sometimes the realignment 'sticks'; sometimes we regress - just like giving up a habit like icecream... took me ages - even now & then I indulge in icecream and after, I often wonder why - childhood habit!

Context affects the timing and the need for change - that means our situation or environment influences us/our company to have to adapt sometime, somehow. The need for change is not linear or regular as we might like to think... it often 'sneaks up', unplanned, as a sense of dissonance, of discomfort with the status quo, then bang, it is on us! So the actual point of change creeps up on us and wham...it happens! You then make a choice of direction... Before reading on you may wish to visit The DaWei Laws for a perspective on choices we make. IF you are future-oriented/strategic, you MAY make 2nd order change decisions. Most don't until they have to. Consider Tipping Points [Gladwell] in light of what I just wrote.

Over the next few decades, I believe that our economic environs will impose some rather difficult choices on us, government, business, & individuals.

I'm in the property business [exited 2011]. That & share markets occupy opposites of an investment cycle - usually one is in growth; the other decline. This is common investor knowledge. The time of change is unpredictable specifically but generally here the cycle would go perhaps 5-7 years. So, we know change is coming; we watch the markets go wobbly i.e. volatile, then... seemingly overnight, the market-mentality [aka sentiment] changes. The Tipping Point occurs when enough investors believe the property/share market (i.e. the economic cycle) has changed. Money then quickly goes to where the best investment returns are. Then there's no going back until we experience the next cooling down period and similar financial wobblies in the other side of the market. It's not often consciously observed unless one is in the particular 'game'; the message to change is subtle and almost spreading virally like a message sent to everyone to say 'NOW'! Spooky stuff!!! When the time is right, the master appears... or maybe YOU are ready for change! This year (2008) a different message is observed - one wonders where it will lead. Surely dramatic change. BTW: if you buy/sell when everyone else is, you aren't an investor...! You are too slow.

Peter Senge associates paradigm shift with healthy transition when leaders and organisations learn to make use of the creative tensions to adopt adaptive and ultimately generative learning behaviours.

Read Eric Erikson's Psychosocial Theory which describes 8 (later 9) psycho-social crisis stages. The dissonance in Stages of Change could be explained by Erikson's view of 'contrary dispositions', which supplies the tension (caused by those opposing directions/needs/goals) to bring about change - As I am wont to say: Pressure Brings Change. Erikson likewise associates certain Value sets (Virtues) and capacity (strengths) as well as weaknesses with each stage of growth. Unlike some earlier growth models, he also recognizes regression and the multiplicity/complexity of the human condition as one grows.

We can use push or stretch to move our mindsets - are YOU in control of your life/organization/nation? Being pushed by circumstance or choosing your 'dream/vision' to pull you along? Both operate simultaneously.

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Problems that are impossible to solve with one paradigm may be easily solved with a different one. [Joel Barker]

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Tipping Point:

The term The Tipping Point came from the field of studying epidemics. Gladwell popularized this notion in his book of the same name where he looked at social epidemics (p.s. recognize this as cultural change). It's the place of no return - a change WILL happen now - a collective decision is reached (most likely unconsciously!!!) by the particular dynamic under siege and a period of chaos begins the change process in earnest.

Looking at the Stages of Change diagram, we DO get to that point when we have suddenly had enough; when the firm reaches critical mass [TP] in their way of thinking; or when some chaotic crisis identifies that change is happening. We can also plan for change and train and guide the organization towards that inevitable critical mass. Companies undergo changes as they move through the Product Life/Organizational Growth Cycle, etc.

Most of the time, we try to plan for change... but we are still looking at the future and it does not generally do what we want 8-0 Damn those gremlins!

Often we think change happens slowly, like global warming, but that's not generally the case. Most change is fast and furious with periods of relative calm in between [punctuated equilibrium]. Besides, global warming is happening extremely fast in the time-scale of planetary changes.

What would happen IF we chose to inexorably move to the change we need rather than wait for the 'suddenness' of forced change that we don't want?

There is a tipping point in our personal changes too - the guy who 'cracks', the woman who leaves the long-term relationship, the employee who quits for 'no' reason, the boss/owner/entrepreneur who changes track completely & goes Green or hiking or fishing... and so it goes on! In hindsight, it's better in the long run to persist with one's life lesson... [if only for the human condition]. First, you have to know about it.

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"If you're going through hell, keep going." --Winston Churchill

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A bit off-topic? Tipping in the property-sharemarket cycles:

Looking at the last property/sharemarket changeover in Australia, I feel the Christmas period 2007 (of several months) presented as 'wait-and-see' time in the market (buyers and sellers). When the 'shift' occurs, there is a distinct feeling that times have changed.

With the US mortgage meltdown about to happen, I think this was actually an unusually slow flip of the market as there was significant hesitation for those previous months - an indicator or warning signal. The Tipping Point actually occurred sometime over about a week for the whole country (Australia) to change its mindset. Enough 'dots were joined' that the picture became clear enough for each cumulative individual decision to take effect nationally. All of a sudden, the dynamics changed - you could see the for sale signs multiply around the streets; ditto the newspaper adverts; and Real Estate Agents behaviour changed (they even started ringing me - that would have hurt them to do that).

Later, this type of thing occurs globally as well. Mind you, Tipping Points are not negative as it depends on where you are looking from. They just partially describe the gathering momentum of change; a way of making sense of the suddenness (and sometimes surprise) of change.

From Lorenz's chaos perspective, I guess you could look at it as a particular investor butterfly finally flapped his/her wings to cause the cyclone of change in the financial markets. With change in complex systems like the weather or epi-/pan-demics (in this case, human systems), we are dealing with non-linear cause and effect though many people in this era still try to reduce humanity and its environs with a simple linear approach - perhaps it is really undefinable - too chaotic.

"When the Way comes to an end,

then change - having changed, you pass through." [I Ching]

Stages of Change:

Let's now look again at Dr Dave's Stages of Change diagram. What does it tell us and how can we use it to face and go through our change points (which, in early growth, is usually stimulated by some crisis as we are often reactionary creatures by habit/experience). This model has built on previous knowledge; remodelled; and given as a visual tool. Later, we will link to the Value Stations and, using the Congruency and Consistency Evaluation instrument, we can identify the particular cultural practices that need tweaking during the particular change process.

Change states... a roller-coaster ride:

Individually, we can probably remember some of our early changes. Let's use an analogy of learning to ride a bicycle in our childhood - we'd likely remember that rather than our learning to walk experience.

Initially, we are happy to walk places or go with our parents in the car (Alpha State). Then we see someone riding - we've seen riders before, but at some point we think..."I wish I could ride!" We wish and hope for some time (building Dissonance in oneself) then start nagging Mum or Dad for a bike. Perhaps, we hop on a bike when no one is watching... and promptly fall off (Chaos Phase). The attempt to ride may go on for a while building frustration (Gamma State). At this point, some people give up for a long time (or for good), or sulk (I did), and may go back to their comfort zone (Alpha), not riding.

Some get positively determined (see Will elsewhere in the Holistic Thinking chart) and, if you are like me, you watch others (or yourself) to figure out you are doing wrong and take up the Challenge to 'get this if it kills me'. There are those (you know who you are) who still insist on doing it your way for quite a while even if it's not working. If you do 'get it' and are ready to keep perfecting the new skills and techniques you have learned, then you have moved to the Delta State of openness and acceptance of what is needed. You practise... and practise! One day it's quite easy to get on the bike, start off, ride, corner, brake without much thought. You have reached a new equilibrium state, a new comfort zone - the New Alpha State.

[Note: these Alpha, etc states are not related to the brain rhythms, etc. e.g. where Delta is sleep]

Consider the 'change journey' in this poem...

Autobiography in Five Short Chapters

~ Portia Nelson ~ (There's a Hole in My Sidewalk)

Chapter 1

I walk down the street.

There is a deep hole in the sidewalk.

I fall in.

I am lost ... I am helpless.

It isn't my fault.

It takes forever to find a way out.

Chapter 2

I walk down the same street.

There is a deep hole in the sidewalk.

I pretend I don't see it.

I fall in again.

I can't believe I am in the same place.

But it isn't my fault.

It still takes a long time to get out.

Chapter 3

I walk down the same street.

There is a deep hole in the sidewalk.

I see it is there.

I still fall in ... it's a habit.

My eyes are open.

I know where I am.

It is my fault.

I get out immediately.

Chapter 4

I walk down the same street.

There is a deep hole in the sidewalk.

I walk around it.

Chapter 5

I walk down another street.

One of the key life 'lessons' is that often we require a rethink, require unlearning old ways, and require finding a better way to live, to exist. Alvin Toffler [of 'Future Shock' way back when...] said that to stay ahead, we'll need to “learn, unlearn, and relearn” to just keep up with the world. It's more important now. Knowing how to change is the new 'intelligence' - starting with knowing your core values, starting with where you 'sit' in the world. Do you know your Values Station, if not, can you guess? Is it where you WANT to be, or is it just comfortable for now?

Alpha State:

Our comfort zone, whatever Value Station we are residing in. In early stations a firm may only stay here for a few years; when Blue or Orange, the firm can stay there for decades until decline sets in.

Some people don't ever want to leave here, or are protected (by wife, husband, parent - DEPENDENT) to keep them here, but does that help one to deal with life's inevitable pressure for change... sadly, no. At some point, life steps in... change required, move on, do it!!! To gain INDEPENDENCE you may CHOOSE to change... the wiser you get; the more often you choose before the push.

Beta State:

Without some knowledge, experience, or support (other people's experience) to give you feedback, this growing dissonance may just gradually get worse until one day you crack. Then you'll HAVE to go through the chaos and frustration of loss.

If, however, you have good positive modelling (for example by having achievement-oriented influences &/or high emotional intelligence), you may find it easier to take on a challenge earlier rather than later.

I call the Beta State the wise [or not] decision point. You can choose to:

Catastrophe Theory is usually seen as a 3-dimensional plane. To include this, imagine that the Catastrophe line here can adjust in length [to zero even] according to the degree of pressures from Performance requirements vs the bottom axis. So at zero Cat line, there is no threat of collapse. When poor TE skills vs the Performance needs or conversely stated good skills but pushed too far, the level of potential collapse increases as the difference increases and gets closer to happening. I.e. too little 'fat' or margins to cope with the stressors.

Remember: NOT choosing IS CHOOSING - it's choosing II by default... staying in the mire of your existence, or worse, with procrastination & inaction you may eventually slide to III, Gamma, anyway.

Remember this too: "Kites rise highest against the wind, not with it." - Winston Churchill

When the road gets rough, go by helicopter! MG

If change hurts, you are doing something wrong! There ARE easy ways - are you game?

At these jumping-off points, I see Will as developing to sufficiency or 'invoked' depending on your perspective on change. Remember Maslow? This is one way of looking at self-actualization (like a mini self-actualization) as a point when one moves to realize one's potential. We just usually are not aware that there's another stage (Value Station) to get to and then we start again with a different series of growth needs with its own starting point of survival until you learn the ropes. Just more sophisticated survival as one goes higher. [Maslow's hierarchy can be applied to the whole Values Journey too - with added regressive cycles, whether you want them or not]

Gamma State:

This is often not a nice place to be - whether a company or a human. This can get so bad as to be a depressive and hopeless state of mind. See Dysfunctions

So what gets you out... being given possibilities, taking baby steps, having support, holding on to HOPE and/or faith, finding a way or vision forward. All of the above - it's just the degree needed that will alter. See how Leadership gets you through change.

Your viewpoint on what is happening to you or your company is what gives you direction... you need self-awareness (EI/VI) of your direction or good leadership to maintain a healthy vision for a firm to NOT go here. Understanding (and accepting) the PCVJ helps give you that vision of what's next.

We all need to get to the point of recognizing that change is necessary and choosing our change (if possible).

In our discussions of DYSFUNCTION, the elements of Sad/Mad/Bad manifest here. In effect giving three [pure] modes of existing in gamma, though the reality is it will be a mix of dysfunctions with one primary/obvious one. Simplistically, two are poor 'emotional/feeling' dysfunctions [SAD, BAD]; one is a result of poor/discontinuous 'thinking' [MAD]. see Dysfunctional behaviour in cultures

Delta State:

Remember that moment when you 'let go', finally accept, don't resist any longer, go with the flow... this is becoming open to change - the Delta State. Now you can move forward as you now have a willingness to actually implement and learn what you need to. Willingness - Will is as important as knowledge and your experience to achieve the change - it gives you your drive.

New Alpha State:

Now, the new behaviour/belief/ habit has formed and has 'set' in your mind. You are now competent in that new frame of reference/that skill/that mindset as you relax into the New Alpha State. Change is over for a while as you consolidate and settle to use that new frame of reference. It may not be permanent so don't rest on your laurels lest you regress at another crisis/challenge situation.

8 CHOICES [conscious or unconscious] - to grow or not to grow, that is the question: [this has been since upgraded to 10 since but not updated here yet]

Grow = change = better responses to life

BIOLOGICALLY-driven RESPONSES [choices?] to life-threatening stressors [Cascade Defence] …

[Energized or De-energized - MG 2014]

[Perceived threat [Fear] is reacted to the same way UNTIL knowledge/experience/awareness kicks in & we can modify our responses somewhat [according the reality check we then invoke]

1•Freeze [hypervigilance]: BIO: attentive immobility; orienting [DE-ENERGIZED]

Sympathetic branch [uproar reactions]: Alarm responses

2•Flight – back to [perceived] safety [ENERGIZED AWAY from]

3/4•Fight – can be aggressive or assertive [ENERGIZED TO do] - Choose RED or ORANGE approach

5•Fight – or even better, 'Why Fight' - choose the Yellow [Y] Fight - the directing of energies to win-win!

Parasympathetic arousal:

6•Fright [tonic immobility] – “BIO; submit [above didn’t work]; reduce further injury; eliminate cues to predator; escape preparedness” [ENERGIZED to DE-ENERGIZED]

...onset of dissociative shut-down [passivity] [all DE-ENERGIZING]

7•Flag [shut-down feelings] – [deliberate] self-injury can start here to induce Flag [source: Shauer & Elbert 2010]

8•Faint [physical shut-down] [BIO: minimize loss of blood; inter-/intra-group response to violence; psych ≈ disgust]

9•Fatality [permanent shut-down i.e.suicide - MG 2010]

Comparing Clayton's ERG

While Maslow described change pressure as linear [via Heirarchy of Needs], Alderfer [& others] had a cycling or regressive aspect - when satisfaction was NOT achieved through frustration of expected outcomes. This equates to the [pre]Beta & Gamma states in the SOC diagram. If a higher level need remains unfulfilled, the company/person can regress to Alpha [things stay the same], or seemingly worse, to Gamma [intense frustration or depression, probably dysfunctional, and negative-going], and with the appearance and behaviour of a much lower Value Station. There is then a need to relearn or learn the lesson at a deeper level before being ready for the next state [Delta & positive progression] and thence the new paradigm.

Understanding the cycling component of change is important to cope with and embrace change. Three steps forward, two steps back is still progress!

First, I'll throw these models in here. I'm having difficulty with understanding the new 'Sites' formatting still

Following on from the Slippery Slope to Limits, then Catastrophe Theory [of crashes], these tie into a bigger picture using Catastrophe Theory [modified to show the TEA states/VJ stages where TPs and WRT to where crashes are at their highest potential].

The fear/ANS responses scale to follow our human creations too, as if they were each a giant human entity. Same crash potential

rare in politically-driven environments) - though known via Peter Senge as The Learning Organization and 'vision-oriented' leadership approaches. While to some this comes across as rhetoric, it is an ideal to strive for and will soon become necessary as a survival tool as we enter more chaotic times. Expect change, learn fast, adapt, and do not settle in - things will never return to 'normal' [what is normal?]. Change is the new normal [it always has been tho' with a positive spin - it'll be hard to see the loss of modern facilities/comforts/freedoms/security as positive for many people for some time].

YOUR level of competence will determine HOW you learn & deal with change... You may recognize the conscious competence model within this one... more in Learning

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For more reading on change

...compare:

Gemmill & Wynkoop, Vortex of Transformation

• • from chaos (discomfort with status quo; lost - cf: already well into the Beta State)

  • hanging on (intellect only),

  • working through (emotions only),

  • letting go (confluence of I+E),

  • moving beyond (integration of I+E),

  • infusion of new meaning (settling again cf: New Alpha State)

John Fisher, Process of Transition - anxiety, happiness, fear, threat, guilt, depression, disillusionment, hostility, denial

Lewis-Parker, 'Transition Curve' seven stages - Immobilisation, Denial of Change, Incompetence, Acceptance of Reality, Testing, Search for Meaning, Integration

Also, there are many similarities to the Kübler-Ross grief stages - Shock (paralysis); Denial (avoidance); Anger (bottled-up emotions); Bargaining (for a way out); Depression (reality bites); Testing (for a way out); Acceptance (bingo - choosing growth).

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"There is something worse than ignorance and it is ignorance of one’s own ignorance"

French economist, Jean Fourastie [see the above model - you don't know what you don't know]

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Congruency Table

Releasing the past; adopting the future:

HOW you exist in the world.

We can look at 'aspects' that we change when going through [2nd Order] transition... the Congruency Table is discussed elsewhere as well, but now expanded on from the viewpoint of change. You can compare the beliefs/worldview differences between columns a change occurs. There is also an order to do each 'change' to be effective, else some regression is needed to relearn comprehensively.

Considering the emotional chaos of change, perhaps you can see that there are many aspects that are near-simultaneously evolving in our psyche and the change can be imperfect, slow, and require many attempts or persistence and courage to fully adopt. You are effectively replacing one group of habits of thinking and behaving with a more sophisticated diversity of habits [remember: the old behaviours/skills remain IF you need to use them - you CHOOSE new ones to live by]. Once this change is made permanent, cognitive resonance emerges - you feel comfortable in your new skin.

Downsides:

There are downsides to each Value Station and that is part of the lesson of change... be aware of the negative and focus on and aim for the positive, remembering that your cohort/peers of the past behaviours will not like you changing (so you'd better have a strong desire to move on and some courage to take the flack). Again, the old adage of surrounding yourself with people that are going to or already 'at' where you want to be in life helps you learn faster.

Another downside is the worldview's suitability for the current times and circumstances. No sense being a pacifist if someone's about to stab your kids to death!!! Time for bloody Red to act. Unfortunately the ease of invoking this deliberate 'seeming-regression' doesn't come until one accepts this in ourselves. Our dark side is part of becoming whole. Read Jung's Red Book to grok this [it's challenging though].

Cognitive Dissonance:

Before change, there is always some discomfort with the status quo required in order to move us on. Many people get stuck in apparent safety or with the familiar (even if it's not safe). It's the human condition of making the same mistake, over, and over, and over... until the desire to learn overrides past behaviours/thinking!

Looking at the perspective of a Maslow Hierarchy of Needs (see the layered triangles, left) in each Value Station, as we (human systems) choose to grow, we reach the pinnacle of growth (so we think but it's only in that one dimension) then we have the energy or desire (Will) to choose to expand/grow again, 'pop' into another Value paradigm. That is, in EACH Value Station, we can track our 'growth' in tune with Maslow's hierarchy. Maslow has equivalents in the greater journey too - more another time. So, we first establish our survival needs within the new paradigm ultimately [over time] potentially getting to self-actuation - only to jump into the next paradigm.

Note: Graves and Maslow were colleagues and discussed this connection of their models

Regression:

Yes, we do regress too. Companies can fail or nearly fail... break up... get bought out... and have to rebuild - go back to Blue and re-establish new SOPs and systems before growing again. Nations can descend into civil unrest (consider Zimbabwe and many African countries, of late) and live in the Red zone... power rulez! People go back to their old habits... smoking, drinking, abuse, victimhood! This is not explained well, I think, by Maslow's model but is in other growth models [such as ERG which includes a regression cycle - see down the page]. With Maslow's model, consider that there is a Maslow hierarchy in each Value Station to progress through, AND a big Maslow hierarchy in the whole-of-life journey [something like Purple to Yellow].

After being in comfortable and/or high positions, people get ill and then lose jobs, relationships, a sense of themselves... perhaps a move from Orange success-on-the-corporate-ladder right back to Purple out-of-a -job/career. Permanent regression can happen, in particular, to the elderly or disadvantaged/disabled where they gradually lose their freedom and/or faculties - back to Purple. We can scare ourselves in our growth and seek to stop, to stabilize, sometimes 'resting' in a past Value Station.

This regression can be seen and described in Value Station terms. Both regression and stuckedness [not PROgressing] can result in dysfunctional organizations. See Dysfunctional behaviour in cultures. (Also, read on Spiral Dynamics/Integral for another perspective of the cyclical nature of human creations).

Towards the end of this page, regression is discussed further in the Cycle of Competence too.

Also, believe-it-or-not, regression is a NECESSARY part of growth... it's the time in the lower Values Station that's the worry. Learn fast to get to your new station of choice! You know how... you've been through this before... you know the process of growth to your highest VS... now it's just a new circumstance/lesson/situation. It's uncomfortable...duh! We know that; it could be painful - ah, the human condition again. LEARN FAST & GROW!

In regression, you may not shift back to Purple but you may drop a station or two depending on the change stimulus [read 'lesson'] and your capacity to learn and imbibe the newly required habit.

In chaordic systems, regression is chosen, 'controlled', and relatively minor as one breaks the boom-bust cycle of same-paradigm thinking applied to problems created by that same paradigm.

Analogies of regression:

I went to the Chiropractor for a neck adjustment the other day. She said "Come back in a week so I make sure the adjustment takes... then we'll leave it a month or so before another checkup if you hold onto that adjustment." Was the pain of adjustment worth it - absolutely! Sometimes the adjustment holds for months; sometimes days.

Emotional/value adjustments are the same - some changes take a few attempts because they don't stick until they become a habit. Is the pain and anguish worth it - absolutely. Just ask any Olympian - they choose change and growth to succeed. Is that 'Gold' worth it - absolutely (to them).

'Stickiness' of an idea/thought/value is something Gladwell discusses in Tipping Point and if you can find/get to YOUR motivating value, making your new habit 'stick' is easier. See Motivation for the PCVJ perspective of your motivators. Considering how memory works [btw: you've GOT to read The Most Important Graph from Mindwerx], we need to repeat, reinforce, associate, be creative, AND be interested to make the idea 'stick' - the dots-are-joined in the Eureka moment of passing through to knowledge.

It can happen to you:

I had another 'wake-up call' near the end of 2006.

I suddenly had a lung complaint that doctors said was advanced lung cancer... Wow! From working 2 jobs, I was suddenly out of my main income earner (teaching at uni), coughing blood, in hospital, NO energy... Turns out after a barrage of tests, torn vocal chords (from endoscope), and a couple of frantic weeks, it was NOT cancer but Aspergillosis. By that time my body was by then so run down; my immune system wasn't working well; my emotions tumbled; I was in chaos! It took until the next YEAR before I was over just dragging myself around... physically, emotionally, financially. I struggled from Purple (powerless, sick, hospitalized) to fighting (Red) to get better, to learning how to deal with this new condition (Blue - adopting a new health regime) and then striving to get through it and start another business (Orange) to...?

Then depression hit! Regression???

I did not see that change coming... and the ensuing depression lasted for many many months. Again, the roller-coaster ride. I thought I had won... I had beaten the illness; I was successful as MD of my own company; I had graduated with my business Masters that year.

I had not graduated in what I was seeking by doing all of those things. I had not graduated in happiness. Again, I took charge of my life... with the help of a success coach, I refocussed, strove, worked hard and the trip back and beyond was remarkably fast. I have 'popped' out the other side further than I had reached before. Farther than I had dreamed possible - I am now peaceful and calmly active (most of the time - perhaps until the next crisis????). Hey, I still have bad days/weeks.

2010 And it starts again... at a different (better/deeper) level??

2012: I still have crises - who'd be a 'seeker' mindset!!!! <I guess that'd be me!>

2013: This 'lesson' is a hard one... still struggling to make that transition - maybe the answer is NOT struggle and 'let go'... after all, 'Freedom' is one of my biggest drivers [vertical axis]. Aha! I might need to move along the horizontal axis some more before I go up. Food for thought!

Even earlier... another Values Journey cum Change story:

I lost a business in the early 80s that didn't have the same positives at the time as the previous story... I was expecting to be a millionaire within two years [my financials said so] and it suddenly was 'gone' - the assets, the income, the hope, and the drive. I didn't understand change then; I didn't have the emotional fortitude or the tools to cope with failure... Had I just reframed 'failure' into a 'growth opportunity' then I would have fared better. I recognize, in hindsight, my journey cycle... whether looking at Stages of Change or the Personal & Corporate Values Journey. Education was my beginning; passion (Will?) my driver; meditation ensured my sanity; and (mutually) supportive people became the key to my success (whatever that may mean for you).

The lesson for me was: If things go wrong, look at myself, what part of the problem is (immediately) mine, learn what I need to get to where I want to go... so I do (generally), AND ask for help. That's a quick fix method - the permanent fix approach is discussed in The World of Systems. The outside world has a large component too. If you are ONLY blaming, then you are externally focussed and will not see your input. Cf: internal/external locus of control

<expand later, ed>

As Tom Cruise says, "Are you who you want to be? Are you where you want to be? If not, why not?"

... the suggestion is that YOU are responsible for your life! Do you get it? (Purples & Blues frown; Reds & Oranges reading this go duh; Yellows smile!)

Consider this story too:

First, here I'm talking about personal change rather than corporate or national change (even so, only the context will change, not the nature of the change).

Another anecdote:

I am in property investing now [2007], but I was a techie and was surrounded by technologists for decades. They knew technology; they lived technology... so did I. I gradually moved my mindset from techie, to focus on the business of technology. After completing advanced business studies, I became interested in the business of 'property' rather than business of technology. I needed to change some thinking to put a property focus in my headspace...

Going back over a few decades and I had done some renos, building, etc, by myself. I had done some years of civil engineering at uni. And slowly I progressed financially, then suddenly lost it all (again - duh, slow learner). So, after losing my home and wealth through divorce (in reality it was my attitude that caused the loss), it took a few years before I desired to own property again - before my Will rebuilt. When I started again, I had greater ambitions.

By then, I had studied business in greater depth (you could say moving along the horizontal axis). I started another company as I required MY FREEDOM to work in MY TIME, as hard (or otherwise) as I wanted, and get the reward (or not) for it... (I climbed the vertical axis - freedom). You can see the Orange terminology - reward. I also realized I needed to specialize in property knowledge, in particular, my chosen domain. I had experience in learning new things and now had to apply the learning process to a new territory, property. You see, there's nothing new here - we learn what we become interested in - BUT WE NEED A KICKER, some drive, energy, passion, need to get us through the hard yards. My hard yards was the 4 years of academic study while I worked plus, following that, the gut-wrenching choice to pay (it seemed dearly at the time) for additional property training with money I didn't have. (consider this: I had to go back a step to learn the rules of the property game - 'Blue' for a while). I had drive and commitment to get me through and it paid off. I am a property investor with freedom and time to write about my passion - this 'stuff' about the human journey - Values, Motivation, Leadership. [And yes, I have made more money in a few years than any previous decade of my life]

And, by the way, it gets EASIER each cycle, each time I have to or choose to learn something new... If YOU need motivation, remember I failed Grade 11 and left high-school; dropped out of uni twice; left several businesses with nothing [broke]. Conversely, I gained LOTS of valuable experience and knowledge... it's just so much easier if one gets [at least SOME] knowledge before the experience i.e. one LISTENS to those who have passed before us [in our chosen field].

BTW: Learning from others is NOT becoming someone else or losing your 'self'. You can still paint your own picture once you know how to mix colours & use brushes [technique] - you are not losing your 'self'/individuality - you gain skills!

Everyone has to have or find their drive (that Will again)... it's usually externally triggered initially. Something like losing a job; divorce; illness will do it (or of course, just growing up, if you are a child). As you get more informed, you CHOOSE your direction easier and CHOOSE to learn you next life lesson - you have more personal FREEDOM. Remember: if you say or think that you don't have a choice, remember, NOT choosing IS a choice [this is generally Purple & Blue]... take your power, choose consciously!

We discuss WILL & INTENTION elsewhere. Let's look at some areas of change.

Return to the Congruency Table:

i'll need to update this pic. The Gravesian row symbols are shown so follow the colours

So, back to the Congruency Table where we look at what is valuable to us at different stages in our life. The Value Station symbols [ I don't uses these ones now - sorry, pic update needed] are to the left of the applicable row, which then concisely states our essential preferences or perspectives based on the header row.

The time of mindshift:

So, now let's look at each staging 'leap'... each mindshift or transition from a Value Station to the next (moving from a row, downwards). You could take a column, any column, and see what must change in your approach in that aspect in order to 'shift' to the next station (down). When you have applied the shift through all columns, then you could consider that you have adjusted your culture - that collection of values, thoughts, behaviours that makes up the next 'way of living' for you.

I am particularly interested in the actual change period - the lead in, the trigger/s, and instability and non-linearity of the actual change moment, then the immediate settling in to a new way of thinking/doing. I find chaos-related research is helpful to understand this dynamic (cf: Peats & Briggs, McClure, Young), though the pragmatic approach of Kotter's 8 stages of change management is very good to know. So I'm interested in the motivating factors of change. Yes, Dave has a model for that too - the different motivations at the various Value Stations.

10 dimensions of change:

The degree of congruency (or not) can be identified in a culture. We also delve into dysfunctional behaviour of Mad, Sad, Bad organisations. BTW: I prefer the more positive terminology - 'maladaptive behaviour', not dysfunctional behaviour now.

The Academy of Business Acumen uses [2] instruments to evaluate Corporate & Personal Congruency

From Purple to Red:

This change is important in our lives for one major reason - how you handle this change is very highly influenced by our upbringing (pre-teens). If our parents are either of these stations, then you have a challenge ahead to get past this in your life journey. You don't have the example of more advanced stations to help you learn. The family may not be supportive, but the good part is that the society surrounding you (school, peers) is a majority of Blue and Orange - so you are influenced to progress. Fortunately, some people actually rebel against their Purple/Red upbringing to break the mould - great in this case.

An unfortunate consequence of the individualistic (Western) culture, is that 'significant others' in our lives who may have progressed more than our parents through raw experience alone (e.g. Grandparents) are isolated by distance (we have greater FREEDOM of travel) or by parental preference for INDEPENDENCE. We don't then have the opportunity to learn from their mistakes - through their subtle influence like stories, the type of gifts (books or learning toys, etc), or ongoing encouragement in your early life.

sorry, more 'lost' pics to recreate & reinsert...

This first major step is an attempt for independence at many levels. You will seem to reject 'belonging' to the family rule system and less obedient. You will become more 'I' focussed and aggressive. How your parents and school handles you in this and the next change of values/behaviour sets you up for life. These are obvious transitions for children; more painful if you are still doing these mindshifts as adults. But you CAN...! (though you'd be unlikely to be reading this to learn how or why to change/grow if you are still Red).

From Red to Blue:

The rebellious teenager is the obvious candidate to describe this paradigm shift (though in today's cotton-wool culture, teenagers can 'extend' their immature view of life to their late twenties or <groan> later).

The aggressive, impulsive person is not aware of consequences of their actions if they are not givenconsequences. Protection is desirable in a lot of circumstances, but not protection from learning. A child HAS to fall over in order to learn to walk. It's natural learning. There IS some pain - but not FATAL pain. I see that our job as parents/community, is to assist the safe learning process; Blues see their job to create a place of safety through rules of behaviour, expecting to create deeper values. Rules are a short-term fix. How sad and ineffective.

There is a 'greater good' perspective at Blue where the individual must accept the hierarchy and their rules/laws/regulation to be 'protected' by the group - whether a Blue family or your local (always Blue) bureaucracy - council, state/federal government. You have to live in a quite rigid and 'black and white' structure for your security... but life has grey spots, is changing, requires efficiencies. That's where the Blue paradigm requires the leadership of change agents - people who can manoeuvre through an evolutionary competitive culture - the culture of business.

From Blue to Orange:

While Blues build more rules for safety; Oranges understand the rules (having passed through that Value Station) and find ways to become efficient despite the imposed restrictions. Blues establish process but Oranges are focussed on outcomes and sometimes the process is too slow to compete. In a world with a large proportion (30%) of Orange perspective people/countries with 50% of the power, the 40% Blue by population of people (with a decreasing 30% of the power) find it hard to survive because the world is heading to global competition where EFFICIENCY and speedy action wins the dollars.

Regarding the Australian situation/economy: Orange values increasingly drives Australia internally (business) and competes with external/global forces (e.g. USA) but Australia is held back by our compulsive over-regulation as we seek safety (probably a cultural left-over from our convict beginnings). In holding on to safety, we lose our chance for economic strength/jobs/safety IN THE LONG-TERM. In economics, there is a risk versus reward equation. No risk; no reward... maximum risk may give either maximum failure or maximum return (return can be in dollars, jobs, promotion, happiness, etc). Some balance is required.

Why choose the success/achievement orientation of Orange?

Orange gives one efficient OUTCOMES. The days of Blue companies where you had a job for life; or Blue society (government) where the pension is enough to live on comfortably in old age is gone. It's not a bad thing; It's just a consequence/result of progress and growth of the human race.

There are negative aspects to Orange too - sometimes exploitation and manipulation of our 'system' though Orange doesn't have to be negative... it just is about efficiency and effectiveness for outcomes, not necessarily safety or society (yet).

How do we use Orange values ourselves to 'stay-in-the-game' ... to keep our job... to get a promotion. If you are Blue, you follow the Blue rules for apparent safety; if you desire financial success or more freedom, you learn the Orange values and behaviours and take educated/calculated risks. You create new habits in yourself that take you to your goals. Read 'Secrets of the Millionaire Mind' (Eker) to help make this particular mindshift.

From Orange to Green:

After success, what? To many this is an idealist view. Yes and no. Yes in that we now develop deeper 'values', more holistic, consensual, and inclusive rather than the exclusive and competitive "I-focus" paradigm of the Orange. Whilst a necessary step, for the business world, this Green thinking & behaviour would have to be navigated rather fast... with a Yellow leader at the helm or run the risk of incredible inefficiencies and ineffectiveness to survive next to the Oranges.

coming...

From Green to Yellow:

The dissonance building here is from not actually getting the dream, the ideal, the 'good works' done as one expected. The frustration may build from too much 'talking' and not enough 'action'.

This change is partly a leap of faith, a complex mindshift of such large dynamics and proportions that we now go to... The World of Systems

..................................

We CAN get better/faster at growing/learning/changing.

More on the process of change:

(cf. Kotter's 8 steps) I particularly like Kotter's overall approach but it really only applies to 1st Order Change [though in Chaordic change, there are periods of ordered change]. Taking change into more deliberate process and balancing needs as well, we have Dave's, Dimensions of Change

One application:

When choosing hires, the 10 Dimensions are applied [in order, 1-10] to match the values at the required Value Station to see if that person 'fits'. EVERYONE... is different; has different motivators & values; fits better in different parts of an organization & not even close in others.

Another application: Using Dr Dave's Congruency and Consistency Evaluation instrument, individuals and groups (according to Value Station and associated dimensions) are given small steps to adjust the dimensions towards a balanced organization as it grows.

The change HAS to start in the FIRST dimension and move up; as well as from the lowest Value Station moving up the journey; AND in balance with the required distribution of a healthy organization. As the lower dimensions are 'evolved', the next is targeted, and so on. Thus, the change consists of a group of small steps (one or more for each Value Station in the organization). It's more complex so I hope you get the general idea/gist first.

So, while this is a simple concept, the reason for rapidly developing complexity as each VS has 10 dimensions moving forward in steps to the next VS nearly simultaneously... There is not a generic solution for each company - see Dr Dave for assistance.

Here's a link to a change website http://www.changeeffectively.com, especially useful if you need a Scandinavian/European consultant. Or here http://www.facebook.com/ChangeEffectively

More reading:

Gemmill & Wynkoop (1991) describe a 'vortex of transformation', a normative model that complements this model (and includes regression) describing groups as they seek to make sense of chaos. G&W suggest that collective self-awareness (obviously about groups) is necessary to move through the change or one gets 'stuck'.

based on the work of Dr Dave Robinson (back in Australia) et al. as told by Mahesha 'M' Goleby (c) 2008-