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Suggested steps in implementing the Orchestrating the Organization approach |
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A Releasing Your Unlimited Creativity discussion topic | |
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Copyright 2008 by K. Ferlic, All Rights Reserved | |
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The fundamental understanding that will assist us in Orchestrating the Organization is to realize we are co-creators of the reality we experience. No matter how much we may think we are victims of our current circumstances we do have the creative power to create something which better serves us. The question is whether or not we are willing to do the work to shift our consciousness to create the fertile space to plant the seed to allow our desired creation to grow and unfold. Unless we understand how we and our organizations are creating the reality experience by how and what we think and believe, we will never really effectively achieve what we set out to do. Rather, we will be at the mercy of the flow of the energy of which they are inherently a part. It is essential that we and the individuals in the organization begin to look to see how and what we really think and believe about ourselves, the organization of which we are a part and why the organization exist as it does. Similarly is essential to look for the tension of the opposites and see what is supplying the energy for the organization and then understand the pieces that need to be orchestrated. To achieve this, overall suggested approach to orchestrating any organization is as follows. In implementing Orchestrating the Organization it is useful to have a visionary leader or someone who has been through the creative process for a significant creative endeavor. Look to see what we think and believe about how organizations should exist and function. Use our creative imagination to freely explore and look at several alternatives to any particular view we have. (If we are not free to explore any and all options in our creative imagination, there may be the need to do some work to free our creative imagination.) Look to understanding the existing organization - both why it exists and why it was structured the way it is. Look at it pedigree and how it has changed and evolved over time. Look at a proposed new organizational alignment and why it is proposed the way it is as opposed to some other arrangement. Look to incorporate as much of the successful feature of the old organization as possible into the new organization. Look at what is effective and working in what is currently being done and how the current organization supports that success. However, it is extremely important to look to see what is really the cause of the effectiveness. The impacts of the way we are organized and what we do can be minimized if one is aware of how and where the organization is currently simply flowing with what is. For example the success of the organization may have nothing to do with the organization for the organization is simply flowing with how Creation is changing. To be the only company which makes a product when the public demands the produce can ensure a company’s success in spite of itself. That is, it is not the organization that is really successful. Rather, the success is only because there is no one else delivering the product. Understanding the unknowns to the extent possible that still exists around the new proposed organization. In any change, there are things that we know we don’t know and there are things that we don’t know we don’t know. It is beneficial to identify as many of the items we know don’t know so we can being to identify their influence as information becomes available. For those items that do seem to be unknown with a proper focus we can use our intuitive guidance individually and collectively to scan forward to see if anything surfaces. Identifying the envelope of operation for each job in the existing organization and the proposed new organization to look for differences in knowledge, skills and abilities. Understanding the current envelope of performance each individual worker is capable of providing and how that will differ from what will be expected from those workers in the new organization Providing the workers the opportunities to obtain any new skill for any new performance levels. Provide the opportunity for employees to look at clarifying individual views and intentions and look at their alignment with the organization’s new intention and vision. Where the individuals are open, look to have them take a serious look as to whether or not what they are currently doing is aligning with the intention for their life. Do they have a fullness of being and expansion within their being in doing the job or are they simply pumping up their ego. Would they desire to do the job even if they did not get paid for doing it? Look to align individual with what gives them a fullness of being and expansion within their being or a way to dance between the needs of the job and the needs for the free unfoldment of their creative spirit such that their creative spirit is receiving some nourishment Outline the key steps and milestones in the transition to implement the change moving the organization and is members into the new structure. Step out to create the new organization The implementation of the change is at the discretion of the individual serving as the sponsor for the transition if it is a proactive change. If it is a reactive change it will be determined by the environment in which the organizations find itself. If it is a proactive change, one has the luxury at determining the pace. If it reactive change, one is at the mercy of events. The more responsive that starting organization is, the faster and easier the organization can change. Since change is inevitable and the only question is when will the change occur and how big will it be, it is wise to look to always be developing a responsive organization. Then when change happens, the organization is ready. One issue that is clearly known but its impact cannot be readily determined is that in introducing any new approach to an organization’s operation fears will arises. Fear in the workplace in any form robs emotional energy and that in turn robs quality. In many organizations, there are workers who do not like what they do but fear leaving. Similarly there are managers who do not like the performance of particular employees but they fear taking action or losing the employee because they may not be readily replaceable. For organizations that need to face change there is additionally the fear of change itself. The existence of these fears need to be recognized and any change will need to address underlying fears surfacing in the change. It needs to be realized there are a variety of things an individual seeks from an organization. The loss or potential of any of them will cause fear to arise. Exactly what fears will arise in the organization as a collective is unknown as is that fear or fears my arises within any individual. The individual or individuals overseeing the change will need to be prepared to address the fears that arise. One thing which can be done is to look directly at where fears currently exists and how it may interfere with high performance products and services. With the awareness of the existence of the fears, who ever is orchestrating the change can look to design that fear out of the workplace, restore worker emotional involvement, and more effectively transition the organization through change. The individuals are then free to faced the new fears which arise as a result of the organizational changes. In any case, it needs to be realize fear is of the past and we cannot fear the unknown. By working to address existing fears, techniques are developed to address fear such that when new fears arise during the transition, the organization is armed with the techniques it needs to deal with the fear. Related topics The Password Protected Area provides access to all currently posted (click for current loading) Releasing Your Unlimited Creativity related discussion files and applications. |
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