Every day there are countless events which are annoying, cause stress, overwhelm us and sometimes even damage our self-esteem. These events cost us energy, undermine our potential and rob our confidence. Once you have fallen into the trap of problem fixation it is very difficult to get out again.
Anyone who focuses on problems creates more problems
If you focused on your challenges constantly, you put your brain into a state of error zoom. In this state we only see problems and we feel overwhelmed. Adownward spiral is set in motion.
If you ignore problems you become a dreamer
We can also decide to ignore problems and focus on what is going well. Which is much more fun, but imposes that we become increasingly unrealistic. In the long run that can not work well neither.
Using the power of positive psychology
How to maintain a positive basic mood even while dealing with problems has been the subject of research in positive psychology for 20 years.
With great enthusiasm renowned universities worldwide report about their fabulous successes which are often based on very simple measures. With Integral Change you (personally and as an organization) gain access to this energy and potential booster.
It would be easier to prepare for the future if you knew more about it
The fact that the future is becoming more and more volatile and at the same time everything is changing faster and faster must be dismissed as a truism. Many people no longer want to hear the term VUCA. Unfortunately this does not change the fact that you are regularly confronted with it in your everyday life.
Navigate safely through uncertain times
The clearly described individual, organizational and cultural development steps offer you an enormous amount of orientation for the future. If you get involved with the step-by-step development, your potential will improve gradually. The effectiveness of this phenomenon has been scientifically proven.
You cannot solve our problems with the same thinking we used when we created them (Albert Einstein)
We can not take the burden of decision making away from you, but through step-by-step development you put yourself in a position to find new solutions for dealing with major challenges. Stage development was and is the solution of evolution in dealing with challenges and opportunities.
The transformation success of CEOs increases disproportionately with increasing stage development
In 2005 Eigel and Kuhnert put the psychologically measured maturity of managers in relation to the success of their work. It was shown that the organizational transformations of CEOs with a high maturity level were 100% successful, whereas only 40% of the transformations of CEOs with the common maturity level 6 were successful.
In 1998 Rooke and Torbert also examined the transformative power of managers in relation to their maturity development. This study also showed that managers with a higher maturity level were much more successful in corporate transformations than their colleagues with a lower maturity level.
In his book Reinventing Organizations, F. Laloux describes highly innovative, high-performance organizations. These have become famous under the keyword “Teal”. His key insight: There is always a very mature leader at the top of a teal organization.
These investigations are in line with our experience. When we work with a management team on the development of a stage transition, we often notice based on the behavior of the individual manager how quickly they feel comfortable with their new stage. At the same time, we pay attention to how the organizational units led by the individual managers react to the transformation. We regularly find that those units whose top managers have already coped well with the stage transition are much more flexible with the transformation than those units whose top managers are still struggling with the stage transition themselves.
More and more organisations are well organised, but far too little coordinated
Today, many companies and sometimes also administrations do not only have a vision, mission, strategy and clearly defined processes, but also a whole bundle of mostly poorly coordinated organizational instruments: Goal-setting processes, personnel development plans, clear budgets and budget discipline, diversity initiatives, marketing plans, agile grassroots movements, defined project governance, CI/CD rules, management qualification initiatives, cultural development programs and much more.
There are contradictions between the various initiatives
The more seriously and committed the managers and employees pursue the individual initiatives, the more power and energy is lost at such fractures.
With the integral model you bundle the development forces in your company
With the help of the integral map, you can bundle all development initiatives in the company and concentrate the development forces. Because all initiatives are geared to a homogenous goal, a significantly higher level of cooperation arises. People notice: We are all acting in concert.
The target/actual map
brings together all current development movements on one screen. This model is connected with many aha-experiences for a leadership team, because the team sees quite quickly along this map why certain developments have so far not been successful.
For example: Vision and strategy are described in a very result- and performance-oriented way (yellow). However, on both the soft fact and hard fact levels the necessary maturity (yellow) to implement vision and strategy is lacking. The joint target maturity (green dotted line) is unrealistic at the current point in time compared to the actual maturity. In a next step realistic and well synchronized development goals will be jointly formulated. These goals serve as guidelines for all development measures. This way various development initiatives can be synchronized without having to coordinate all initiatives in an oversized committee.
In the example above, the first question that arises is whether the common development goal in yellow is realistic. If so, all meaningful initiatives will be directed towards this “yellow” objective. It may well be that individual initiatives are dropped because they do not correspond to the focus (yellow).
The well-synchronized development goals bring together the various development initiatives within the organization.
All three aspects in combination create a mutually reinforcing positive development spiral. In this environment development succeeds with ease and joy. People become more and more committed, they gain self-confidence, become more creative, take the initiative and support each other.
These successes can be measured. We orientate ourselves on already existing key figures (e.g. employee satisfaction, success rate in projects, quality key figures in processes, etc.) and carry out our own surveys and measurements in order to check the targeted development goals. We are very impressed by the changes in the values of engagement (Gallup ratio). In each of our projects, in which we were able to access this key figure, the level of commitment has improved, sometimes dramatically – up to 42% within one year, and this with an ongoing change project!