Basic Principles For An Emergent Organizational Development and Change (EODC)™ Platform


The following thoughts and principles, having been formed from the last 30+ years of my study, thought and practice, create a synergistic component of an nautulis 2222overall foundation for an Emergent Organizational Development and Change (EODC)™ framework and platform.

Of fundamental and prime importance to the understanding of ’emergent change’ itself:

The manifestation of form is naturally inherent in the processes of ‘emergent change’ .
This is the primaeval nature of emergent change itself. (Patrick A. Trottier)

Emergence needs form to create purpose. (Patrick Trottier, Edward Hampton, March, 2017)

Form continually defines the purpose of emergence.

Without form, the nature of emergent change is to continually strive to emerge such form and purpose.

These attributes are universal in the inherent nature of emergent change.” (Patrick A. Trottier)

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These following principles, hopefully, will themselves further emerge and evolve.
New principles, hopefully, will emerge and evolve.

These ‘principles’ are in no order of importance. They are part of an EODC platform.

1 Existence precedes essence, which means that the most important consideration for individuals is that they are independently acting and responsible, conscious beings (“existence”) rather than what labels, roles, stereotypes, definitions, or other preconceived categories the individual may be fitted into (artificial / pseudo-essence). Goes to the issues of ‘authenticity’ and ‘connectiveness’.

2 A person creates ‘meaning’ and becomes who she / he is through one’s interpretation of their experiences within their interactions and their reflections with the ‘self’ and their relationships and experiences with their environments.

3. Culture is the ‘influencing patterns’ that people consistently and congruently experience over time which emerge as the norms, beliefs, values and practices that guide people in their perspectives, attitudes, decisions and behaviors’.

4. An ‘influencing pattern’ is a contingency of interdependent patterns that begin to emerge and form into something which has an inherent capacity to influence persons and events.

5. If one wants to change the culture, then change the ‘experiences’ people have with that organization in a consistent and congruent manner with the desired, stated values, beliefs and practices. (Trottier, 1997)

6. ‘Experience’ has the need for contextual specificity.

7. Diversity is needed for emergence, innovation and creativity to occur.

8. Emergence is “The unfolding of that which has been influenced to unfold.” (Trottier, 1995) Emergence is an open, natural, evolving paradigm of influencers and forming patterns.

9. Beliefs are a closed system, unless one believes such are open, evolving systems.

10. An organization is a living system, thus desires to emerge as a blend of vitality and viability.

11. Chaos /disorder becomes an ally and a critical aspect to provoke a system to self-organize into new patterns / forms of being. Chaos is a natural aspect of transformational change.

12. We learn from what we are curious about – curiosity is a natural element of motivation, innovation and creation.

13. How we ‘see’ and imagine things is what we create, and the process we use create such.

14. An organization is a living, dynamic entity based on the nature of the business, the work, people, systems and business processes as well as its relationships with its internal/external environments.

15. What is natural to an organization facilitates emergence and thus cannot be artificial, or an imitation of other entities.

16. Culture; What people ‘experience’ from their interactions with an organization ‘defines’ the organization. Thus, ‘culture’ is the ‘influencing patterns’ which people (internal / external) ‘experience’ with that organization over time – not the intended, nor the ‘stated’ values of that organization. Thus, an organizational culture is that which people ‘experience’ in their interactions with that organization. (related; # 2., 30)

17. “Creativity comes from the ‘unknown’, while ‘innovation’ alters the ‘known’.” (P. Trottier, 2011)

18. When the formal organization stifles performance, people will achieve performance through the ‘informal organization’. There is much to learn from the informal organization.

19. ‘Experiences’ form our beliefs. Beliefs form our perceptions, our assessment of our world(s), the value we place on things, our ideals, our meaning, our behavior, and our realities.

20. There are many different ‘worlds’ in organizations.

21. When IT/IS are ‘integrated, open systems’ and real time, continuous feedback systems are in control of the user (integrated user-designed dashboards), such can become proactive and adaptive agents to emergent change in complex systems.

22. Humans are naturally ‘open, self-organizing agents’ unless ‘inhibiting experiences’ are actualized and a person becomes self-inhibiting through what they have learned / experienced in their life through such processes as parenting, education, community, religion and /or work institutionalization.)

23. Humans have a natural curiosity for exploration, discovery and the unknown. Humans are naturally collaborative with others and their environments while naturally expanding their experiences into the ‘unknown’ unless a person develops such as ‘unnatural and artificial’ self-closing agents. Such natural human essences and inalienable attributes are depleted by our current institutional and social norms, traditional parenting, schools and work environments.

24. Change is constant within variable rates.

25. People create and design organizations as they ‘see’ their organization. Organizations perform exactly as they are designed to perform… which may not ‘fit’ the desired performance – thus, a gap).

26. Collaboration gains better performance than non-collaboration.

27. A good conversation is a very good conversation.

28. Humans and organizations are not linear entities.

29. Most work gets done across and through the organization as a whole network system. Organizations are ‘networks’ vs, hierarchical systems that generally inhibit performance.

30.The customer drives everything, as well as the customer’s customer within a whole systems network.

31. Innovation and creativity can emerge from anyone and anywhere facilitated by open, whole, systemic, integrated network structures and systems vs. static, hierarchical structures and systems trying to manage the predictability of ‘the known’ and diminish the viability of ‘the unknown’.

32. The essence of ‘high performance and job satisfaction’ is the ‘experience of continuous patterns of successes’.

33. ‘Newness comes from the unknown. Innovation extends from the ‘known.’ (P. Trottier, 1997)

34. Law of Emergent Transforming:

“When one’s comfort zone (individual, group, organization) with ‘the unknown’ is greater than (>) one’s comfort zone of ‘the known’, transformation occurs naturally through the dynamics of ‘letting go’… curiosity, exploration, open mindedness, trust, connectedness, paradigm shifts, etc., develop and the emergence of newness occurs naturally and in real time.

As mentioned at the beginning of this write-up, these principles, hopefully, will themselves further emerge and evolve. New principles, hopefully, will emerge and evolve.

Thoughts? Additional principles of ’emergence’ for consideration?

Patrick

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About Patrick A. Trottier

25 plus year applied Organizational Development (O.D.) practitioner both in the US and Canada. Presently living in beautiful Vancouver, B.C. Patrick currently is developing the next evolution of O.D. named 'Emergent O.D. and Change' (EODC)™
This entry was posted in Change, Consultation Models, Emergent OD and Change, Organizational Development, Performance. Bookmark the permalink.

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