As a leader, you must guide your organization through the turmoils of the transformation and promote the right behaviors and practices
By this point, we have covered quite a bit of ground here in this blog, explaining the different archetypes and forces you would find in a temenos or organization. It’s our earnest hope that the writings on these significant
It was in the late 60s when it all began. Yes, around 1965-70 the humans started developing software. It was the era of evolution of the then niche skill called ‘Software Engineering’. That is the flagship of developing a software for the end users and now we have reached a point where we dont need software any longer, instead, we need solutions!
Mixed signals constitute one of the most confounding forces you would come across in an organization. It’s the contradictory forms of signals a change agent gets from the members of an organization or team into which s/he enters. At one end of the spectrum of signals is the message- “Do transform!” It’s a message as bright as the sun on a summer noon and as loud as America’s fourth of July fireworks. But at the other end would be the exact opposite message- “Restrain! Don’t make a transformation!”
Safety is the force within a container which forms the upper limit or ceiling for the transformation. It’s the threshold beyond which it becomes extremely hard- if not impossible- to instigate more changes.
The force of safety has got a lot to do with that most universal of human emotions- fear. When an individual team member experiences fear of change, it may prevent the activation of his or her life force and also blocks access to their personal vision. But when the fear is collective- shared by all the team members- it manifests as safety.
Balance is a force by which a container strives to remain in a state of equilibrium. Whenever a disruption happens inside it, the organization or container seeks out a point of balance.
It’s crucial for change agents to be aware of this peculiar force. For when you enter a container as a change agent, you are by default a disruptive force in the system. The container would absorb your ideas and values to a great extent, and accommodate you- rather warmly, if you are lucky. But such absorptions are never endless.
Context is a major force inside a container. It’s the history of the individual members of the team. And this history is available for the change agent to tap into. Answers to questions like where do the individuals