Perspective
Despite the dot-bomb of the late 1990s, technology remains the alchemy of the age. And, today's technology, being binary, is created through very prescriptive methodologies that work well for the specific purpose of creating digital tools. But, human beings, also known as the users or clients of the technology, are not binary. Motivated by an array of non-binary drivers, humans seem to be constantly changing; they might be characterized as fluid. They cannot, therefore, be simply programmed or controlled as easily as a silicon chip. When considering technical change to any environment, both planning and deployment methods must respect and center upon the human client audience and what that audience presents as relevant to their relationship to the intended change. Can this idea really be that important?
Organizational, not unlike personal, maturity may be viewed as an awareness and active practice of ideas like cooperation, teamwork, optimization, and continuous-improvement. A focus on these ideas yields a balanced and flexible organization that may readily change its relationship to its self or surrounding environment at any time. It may also reverse such changes readily.
Organizational learning is a constant and cannot be made to happen. How or what an organization learns however is a choice. Organizations have either a propensity for fluid (flexible) or stunted learning and most exist somewhere along a spectrum bound by these two styles. Organizations with stunted learning styles tend to provide a dramatic and fear-based culture for their employees. Control becomes the management philosophy and a continuous objective in stunted learning environments and change is usually seen as frightening.
Life is change. The notion of supporting personal and group change, therefore, is not relatively new. Approaches to providing that support however, while seemingly as numerous as it's many practitioners, can be grouped into three basic strategies. There are the behaviorists, the dominators, and then there's what we do: Facilitative Change Awareness Coaching (FCAC).
Clarity leads to appropriate Actions. Maintaining Clarity fosters Momentum.
Clarity is the establishment or re-assertion of an organization's purpose, orientation to change and awareness of its stakeholder community. When Clarity is established, change objectives are recognized as falling into a natural alignment with corporate goals. Subsequent plans and related Actions are then merely featured extensions of established goals. Momentum is then experienced as a natural effect of maintaining Clarity.
