Society is on the verge of evolutions. What challenge does society impose on change agents themselves?
Is this your wakeup call?
Society is on a verge of evolutions
Perspectives we used to build our companies on are in transition…
Small turned into big.
Scarcities into abundances.
Simplicities into complexities.
Statics into dynamics.
Similarities into varieties.
These transitions count for all aspects in business execution. And they are by far all of them.
We are change agents!
Have we imposed these transitions to occur?
We change and develop our companies, their organizations, business systems and technical infrastructures, to have them progress and perform in society. That’s our job. That’s our proud.
We are the leverage.
Society relies on sound companies. Companies rely on change agents that keep those companies sound.
We are the go-to-persons when companies need to develop their organizations, business systems and technical platforms.
We are the towers of strength. The rocks in turbulent seas. Often not understood and underappreciated. Even when we work in teams.
But we feel great when…
…we create the compelling solution of a long lasting problem.
…we can define the conclusive strategy that inspires many.
…we can lead the tranquil change which many calms.
We are both glorified and vilified.
Meanwhile haunts us the syndrome of the last responsibility.
If we cannot solve the issue at hand who does?
Can we afford to be wrong?
We are the changers. We impose change. We are not subject to change. Are we?
What about the transitions?
Who imposed them?
Is “nature” imposing change onto us?
Is nature challenging us with sizes, abundances, complexities, dynamics and varieties?
Are we in conflict with nature? Are we wrong?
What if we are wrong? What if we are trapped in conventional habits of solution creation, strategy definition and change management? Even when we claim to be open for change, since our role requires us to behave this way. Have we missed something?
Are we trapped in turning big into small, abundances into scarcity, complexities into simplicities, dynamics into statics, varieties into similarities, simply because we understand how to create solutions, define strategies and lead change within circumstances of smallness, scarcity, simplicity, statics, and similarity?
Do we fight nature?
And is nature fighting back to us with even more sizes, abundances, complexities, dynamics and varieties? To mention only a few …
Who do you think will win?
What will happen to our companies when we keep on fighting with nature? What will happen to society when we stick to conventional practices of change? What will happen to us?
Our companies rely on us. We develop those companies. We design, build, implement the systems and the organizations that cause their existence. We help them to serve the welfare and wellbeing of us all in society.
Can we still serve our companies well when we lack ability to do the very job we are supposed to do? …to change our companies in accordance with changes in business circumstances? Simply, because we cannot move ourselves beyond the verge of evolutions happening in society?
When we cannot move ourselves beyond this verge, how can we guide our companies to do so?
Our companies will diminish. In our profession, do we diminish with them?
Maybe there is an escape. We switch over to the new emergent companies. They should know how to thrive in modern times.
And when we switch over to them. What will we do? Do we guide and help them with outdated habits in handling change? Help them with the convictions and believes we are accustomed to? To guide them back into conflict? Assume there is no verge in the evolutions of society? Sustain the conflict?
And isn’t that procrastination?
What do you think? What’s the best moment for our companies to transit beyond the verge? Tomorrow?
Our companies need change now. Better sooner than later.
So, there is only one solution to this…
Change agents need change.
But what change?
What is the change that change agents need themselves first, before they can move their companies beyond the verge of evolutions of society?
What is the change agents’ challenge?
There is a simple answer to this, which you will discover shortly. However, this answer needs introduction. There is a secretive key which makes this answer possible.
Although the secretive key is simple in essence, it kept me already busy for the past decades.
My profession on the verge of evolutions
Do you know the African Proverb…
“If you want to go fast, go alone. If you want to go far, go together.”?
I am on a verge too. For the past decades I’ve explored and applied the idea of polarities in my consulting practice for the developments of enterprises; their organizations, businesses and technical infrastructures. I expect you know what polarities are, at least intuitively.
…polarities are pairs of poles
…where each of the poles
…is one of two opposite directions.
Examples I used earlier in this post are:
Small ↔ big.
Scarce ↔ abundance.
Simple ↔ complex.
Static ↔ dynamic.
Similar ↔ varied.
Surely, you can add to this list. I know that for sure because polarities are amongst the first thing we learn in our lives. We’ve been acquainted with them to the level of applying them skillfully but unware.
I applied polarities explicitly but stealthily in my consulting practice. On the backgrounds. By myself. And because I was alone progress about applying polarities was swift.
I discovered features about them that are paramount for change agents but hidden from them when they indulge themselves in the idea they understand polarities. That is an obvious thing to do for something you are principally skilled at, but unaware about the richness that are contained in them.
- It came to my understanding how polarities are at the root of organismic developments.
- I used polarities to develop the sophisticated method of Instant Solution Creation.
- I created the disciplines of Polarism and Enterprise Polarism.
Developments went fast with polarities. Now the time has come “to go far” with them.
Now, I am on a verge too. It’s time to go public with Enterprise Polarism. The moment has come to share my insights about applying polarities with fellow change agents.
The time is ripe not because I am ready for it, which I am. It’s more because our organizations urgently need Enterprise Polarism. They are on the verge of evolutions in society. With Enterprise Polarism we can guide them beyond the verge.
And, by my believe, only Enterprise Polarism is able to do so. No other knowledge discipline can contribute as thoroughly.
To me Enterprise Polarism is the missing link in our challenge?
What is our challenge?
The Change Agent Challenge
Not awake yet?
Thank you so far for your broadmindedness. To be open for the suggestion that change agents need a change themselves is not easy when it concerns your own profession. When it affects yourself.
But accepting this idea is the only way forward to sustain progress in our profession. But the consequences can be overwhelming. Therefore, I layout the Change Agent Challenge. Just to simplify our journey ahead.
The Change Agent Challenge is:
What does a change agent need
to guide his company
beyond the verge of evolutions in society
and sustain his profession
to be able to do this continuously?
Our challenge contains three elements.
1. Towards Enterprise Ecosystems
We evolve towards Enterprise Ecosystems.
We move away from mechanistic organizations.
We move towards organismic organizations.
Consider the promise of organismic organizations?
Organismic organizations grow by themselves and are instantly adaptable to changing circumstances in market, technology and culture, exactly how plants adapt themselves to changing circumstances in nutrition and whether. These organizations are most governance effective, need no design by principle (actually they need minimal design), are emergent and have many more features we are already familiar with in natural organizations.
Enterprise Polarism proofs the transition from mechanistic towards organismic organizations. To understand that, we have to apply it on the society as an encompassing organization. How do you get that understanding?
And when you have that understanding, how do you become able to guide companies through the societal transformation towards desirable outcomes? To influence their evolutions?
The Change Agent Challenge implies we have to educate ourselves on how to understand Enterprise Ecosystems and how to create them. Next we have to apply this newly obtained expertise in our daily practice and share our findings for progressive insights of us all.
What will this bring to our companies?
When we do NOT learn how to guide companies towards Enterprise Ecosystems, our companies remain restrained on outdated mechanistic perspectives of organization development. Since we enter the era in which organismic organizations grow at the cost of mechanistic organizations, our mechanistic companies diminish and become small.
Mechanistic organizations remain existent and important. Organismic organizations comprises of them. But they are of limited value in creating the welfare and wellbeing for society, and therefore in continuous struggle to survive. It’s not for nothing that in nature the species survives at the cost of specimen.
When we do learn how to guide companies towards Enterprise Ecosystems, our companies can progress and become fortunate, because organismic organizations are the place to be.
However for a change agent who only knows how to handle conventional mechanistic types of organizations, he only knows half the story. The diminishing half, so to speak. And this is even less than half when you consider that change agents need to be able to combine organismic organizations with mechanistic organizations to become successful in the end.
Truly, learning about Enterprise Ecosystems is part of the Change Agent Challenge.
Polliance Proceedings Lab Participant Extra
“society forces organizations to transform into Enterprise Ecosystems”
…in the Polliance Proceedings Lab.
The unraveled set of societal transitions using polarities.
Not a Lab participant? Click here to learn more about PP Lab.
2. Towards collaborating for professional discipline development and communal assurance
When enterprise ecosystems are our outcomes, what is the professional discipline we use to develop them?
Being able to understand and create enterprise ecosystems requires we can use an advanced and enhanced professional discipline. Does each and every change agent require to develop that discipline by himself?
Can’t we share our efforts? Can we collaborate in the developments of the necessary update of our professional discipline? Can we develop the enhanced toolset, mindset and skillset together? Can we educate our fellow change agents on this enhanced discipline?
Surely, our enhanced discipline requires communal assurance.
Can we shift from being lone-hero change agents towards becoming mind-like change agents?
When companies rely on change agents that keep them sound, can change agents on their turn rely on a professional community to keep themselves ‘sound’?
What if we do NOT develop our enhanced discipline and our community?
Each and every one of us remains to be a lone-hero. Trying hard to do everything by oneself. To keep up with trends in business and profession. Read. Educate. Develop new tools. Meanwhile, wanting to spend time with family and friends. To maintain personal health.
What if we DO develop our enhanced discipline and community?
We are amongst mind-like change agents. Leveraging our time and efforts. Developing our professional discipline. Participating our community. Sharing and appreciating our joint insights and contributions.
Truly, collaborating for professional discipline development and communal assurance is part of the Change Agent Challenge.
3. Towards abundant value outcome – professional servicing models
A consequence, but not of less significance is the effects the transition towards Enterprise Ecosystems has on the servicing model of Change Agents themselves. They themselves are part of ecosystems also.
New opportunities arise. New positioning is needed.
For example, scarce resource based business models are out. Abundant value outcome business models are in. For change agents this means using time-based revenue models is out and they require to reinvent themselves.
Moreover, time itself will be a value attribute for organismic organizations even more than it is for conventional mechanistic organizations. In mechanistic organizations change is planned for. In organismic organizations change is instant. There is simply ‘no time to spend’ to enable a change in an organization. Using time based revenue models in these circumstances simply means obtaining ‘no revenues’.
So, what if we do NOT explore on abundant value outcome business models?
We surely diminish together with the conventional non-ecosystem type of organizations, struggling harder and harder to survive, while the value we provide is disregarded. We remain to be an inherent part of the problem.
What if we DO explore on abundant value outcome business models?
We will flourish, simply because we position ourselves to be part of the solution. We explore and benefit from the trend of being part of emerging enterprise ecosystems. In our community we join together in acquiring best fit assignments. And we generate massive value for our clients with good revenues in return.
Surely, adopting abundant value outcome professional servicing models is part of the Change Agent Challenge.
How to face the Change Agent Challenge?
The move towards…
- Enterprise Ecosystems,
- collaborating for professional discipline development and communal assurance
- abundant value outcome professional servicing models
…forms together the Change Agent Challenge.
Why haven’t we made this move before?
Simple, we couldn’t.
We are stuck in the conventional model. We are stuck in state-to-state management. We are stuck in old believes about organization development and change management.
Something is missing. Our own profession needs an innovation itself.
With this innovation we can accomplish the change that change agents need themselves.
This innovation is available now. It is called…
Towards Enterprise Polarism
Time to fulfill my promise I’ve made in the beginning of this post.
How to resolve the conflict for our companies? How to resolve the conflict for us?
There is a simple solution to this.
More specifically, apply one of the seven awareness stages on how polarities manifest themselves and apply them on the polarities involved in the societal transformation.
Let’s do this for a moment.
Intuitively you understand what polarities are. Examples from this post are:
small ↔ big,
scarce ↔ abundant,
simple ↔ complex,
static ↔ dynamic,
similar ↔ varied.
Now understand the idea of transcendence. For this I use a simple example. I drink tea. I have a cup of tea standing in front of me. What statement hold truth:
“the cup is on the table”
“the table is under the cup”.
You have to choose. What is your choice?
I guess you’ve experienced a moment of polar transcendence now. Both statements have the same truth contents. Only the perspectives differ. This harmonizes the perspectives you previously kept in conflict.
Now resolve the conflict imposed by the societal transformation on all organizations. Just transcend on the polarities involved. Consider solutions where both perspectives harmonize together. Such solutions are emerging and we elaborate on them in the “Polliance Proceedings”, about which I say more in a moment.
You can transcend on small ↔ big, scarce ↔ abundant, simple ↔ complex, static ↔ dynamic, and similar ↔ varied. You do so when you move your thinking from the mode of either-or to and-and. Doing so you turn conflict into harmony. It’s simple as that.
Polar transcendence is one of the features of polarities change agents can apply in developing their solutions and strategies to guide companies through the societal transformation. Other features are polar balance, polar leverage and polar emergence. Using these features you are able to influence all kinds of polar phenomena like boosts and busts, crises, cascades, ripple effects which lead to all kinds of abilities we also recognize in natural organisms such as growth, adaptation and autonomy.
Enterprise Polarism is the knowledge discipline change agents can apply for exploring, explaining, predicting and prescribing change phenomena in organizations, simply because…
all change is framed by polarities.
With Enterprise Polarism we come to…
- master the perspectives we use in creating compelling solutions, defining conclusive strategies, leading tranquil change, so we can guide our organizations through the societal transformation towards enterprise ecosystems.
- understand polar features like polar balancing, polar leveraging and polar emergence. With them we are able to influence all kinds of polar phenomena like boosts and busts, crises, cascades, ripple effects which on their turn lead to all kinds of polar abilities we also recognize in natural organisms such as growth, adaptation and autonomy.
- understand and impact the emergences of polar systems of which organisms and ecosystems are great examples.
What if we do NOT learn and apply Enterprise Polarism?
The developments of our companies remain restrained on outdated mechanistic perspectives of organization development. They keep on struggling with unsuccessful changes. They keep on diminishing.
Each and every one of us remains to be a lone-hero. Trying the best we can in keeping our profession up to date since we do not have a clue about how to innovate rightfully.
Meanwhile we struggle harder to survive, since our contributions to our organizations is diminishing and disregarded.
Do you want to see you in such position?
What if we DO learn and apply Enterprise Polarism?
Then we are able to guide our companies through the societal transformation towards becoming Enterprise Ecosystems where our companies provide abundant value for the welfare and wellbeing of us all.
Then we are able to collaborate for professional discipline development and communal assurance, since we have one common discipline to work on and to apply for our successes.
Then we are able to abundant value outcome business models that lead to professional recognition, personal satisfaction and more revenues in return.
With Enterprise Polarism we can face the Change Agent Challenge
Our Journey Together
What our analysis shows is that in order to guide our companies towards Enterprise Ecosystems we need to collaborate on developing and applying the Enterprise Polarism discipline. Therefore we have the Alliance on Polarism in short “Polliance”.
Polliance is the alliance, the academy and the artistry with which change agents experience the education, participation and collaboration they need to guide their companies through the societal transformation towards Enterprise Ecosystems by applying Enterprise Polarism so they can leverage themselves for more impact with creating compelling solutions, defining conclusive strategies and leading tranquil change for their companies and gaining more recognition and income in return.
The question is, do you fit into this alliance? Polliance is not for everyone.
But, there is a way to find out.
Participate in the Polliance Proceedings Lab.
The Polliance Proceedings Lab involves the basic level of participation in Polliance. With participating in the Polliance Proceedings Lab a change agent reaches common grounds with mind-likes who also joined the Lab. With his participation and the education the lab provides, a change agent obtains Enterprise Polarism Awareness. With his Enterprise Polarism Awareness a change agent can already:
- experience significant professional advancements,
- start guiding his organization through the many transitions in society and
- have more recognition and income in return of his efforts.
Meanwhile, a change agent can find out if there is a mutual fit between himself and the alliance on Polarism.
The education and contribution in the Lab are aligned on the Polliance Proceedings. A Polliance Proceeding elaborates on specific showcases of applying Enterprise Polarism on the developments of organizations, and their businesses systems and platforms.
Change agents need change themselves. They have to face the Change Agent Challenge. Enterprise Polarism is by far the knowledge discipline we can apply to face this challenge. It is at its foundations.
To acquaint themselves with Enterprise Polarism, change agents are helped best by participating in the alliance on Polarism, Polliance. The Polliance Proceedings Lab provides entrance access to this alliance.
Change agents need change themselves. Enterprise Polarism offers a choice to do so.
What choice do you make?
Have a question?
Ask the PP Lab Participants!
Not a PP Lab Participant? Learn more here.
Proceed in good fortune,