Spiral Dynamics: Mastering Values, Leadership and Change
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Spiral Dynamics introduces a new model for plotting the enormous economic and commercial shifts that are making contemporary business practice so complex and apparently fragmented. Focusing on cutting-edge leadership, management systems, processes, procedures, and techniques, the authors synthesize changes such as:
- Increasing cultural diversity.
- Powerful new social responsibility initiatives.
- The arrival of a truly global marketplace.
This is an inspiring book for managers, consultants, strategists, and leaders planning for success in the business world in the 21st century.
Tier thinking is necessary to contemplate, much less manage, multi-systems change. 102 DYNAMICS OF v MEMES Quantum shifts are risky because both Break-OUT (Revolutionary) and UP-Shift (Evolutionary) tracks are possibilities, but may not be readily compatible. In the resulting turbulence the Spiral becomes wobbly and vulnerable to vMEME collisions. There are major shake-outs and desperate struggles for survival as people find themselves competing for niches. Many find themselves again close to
organization, not its members, is paramount and will endure. • • • The human is inherently lazy and must be intimidated, coerced, or enticed by promises of rewards to do very much of anything. People’s natural goals run counter to the organization’s. Most people are incapable of self-discipline or self-control and cannot be trusted. Leaders must suppress natural human tendencies. Through force, fear, or bribery their job is to get the individual to do what he or she does not want to do. Since a
transform an entity’s culture, you need to know which vMEMEs are dominant. If only one or two are bright, you can focus directly on them. However, to move a complex enterprise from First Tier to Second Tier functioning, a broad spectrum effort that addresses multiple vMEMEs simultaneously is called for. Every change strategy in a broad Spectrum entity must include actions for all of the colors in its vertical stack. • PURPLE set points are wrapped in myth and mystery. They are inherited from
to Fit New Model: So we continue to answer the question, ‘how do you change a company?’ If you are starting a new enterprise, you simply need to find the people and the systems that can fit the model you have in mind. On the other hand, if you are repairing or updating a pre-existing entity, the task is to transform the culture, personnel, and systems from the old in the direction of the new. Altering Company Cultures: Many consultancies are offering programs on managing change in the workplace.
the responsibilities of our potential. Second, we must get to the bottom of what it is in human nature that causes so much chaos. In earlier times when harmony was essential to survival it seems we could settle major conflicts with compromise or Chieftains’ edicts. When we could only resort to bows and arrows, even the very worst decisions had only a limited, local significance. Today’s squabbles have intercontinental implications. Everybody is impacted, like it or not. Something about us – not