The Emergent Organizational Development and Change (EODC)™ Platform

The EODC™ platform co-creates the conditions within an organization so emergent change becomes apparent, is influenced more fluidly and naturally, and ‘change’ itself is viewed and experienced as a normal, continuous, emergent, real-time process.

The EODC™ platform supports the shift from a hierarchical, static organization into an integrated, collaborative, network organization that is continually forming with its internal and external environments -an ’emergent organization’.

The following platform attempts to describe an emergent, dynamic approach to building such conditions. This was and continues to be a challenge to draw multi-dimensional concepts onto a two dimensional medium (words), so bear with me.

The core strata of the EODC™ platform displayed in the diagram below are;

FOCUS – the key organizational elements which frame the conditions desired.
PEOPLE – what emergent change processes people are engaged in creating those conditions.
PROCESS – how emergent conditions are created.
RESULTS – conditions created that influence and shape an emergent organization.

FOUNDATION – that which forms the ‘fabric’ of the organization to continually develop an emergent organization as its internal and external environments, challenges, opportunities emerge.

Everything in the EODC™ platform diagram below is interconnected and interrelated – a gestalt of sorts.

All key areas (the ‘what’ and the how’) integrate, synergize with, and influence all the other key areas mentioned below. Thus, they all form together as they influence each other until an emergent organization takes form.

Think of such as a soup being created from the blending of many flavors and ingredients.

To begin to make some sense of this diagram, we start with the outer ring; FOCUS – the ‘what’. Then, move along the outside ring to get a gist of the main areas of FOCUS and then extent inward within each Focus area toward ‘RESULTS’ to get an idea of how the core strata relate.

Key Focus areas:

  • Perspective, https://goo.gl/N6ZE1d
  • Business Model,
  • Organizational Alignment,
  • Organizational Design,
  • Business Systems and Processes,
  • Integrated Open IT/IS/AI Sytems and Processes.

Each key Focus area and their specific aspects, as described in the EODC™ platform below, will be further described and explained in the right hand column ‘posts’ of this website (as Perspective is linked above to its own ‘post’).

The following EODC™ platform can be used with groups, projects, functions, departments, and / or an organization as an integrated whole system.

EODC Platform - PT - 17 - F

Again, start to move around the ‘Focus ring’ to view the key areas of focus. Also notice how every key area relates to the different core strata dimensions as one moves inward toward the foundation of the platform.

The following describes the core strata dimensions of the EODC™ platform (Focus, People, Process, Results and Foundation).

  • Focus – Main areas of focus -‘the what’. These six elements provide the key critical organizational elements through which the organization is viewed and developed within the EODC™ platform in order to create an emergent organization. These areas of Focus integrate, are linked, are synergistic, and form a ’gestalt’ as the process of creating an emergent organization itself forms. The EODC™platform can then be seen as setting up the conditions through these Focus areas so ‘change’ becomes apparent and influenced more fluidly, naturally and is viewed and experienced as a normal, continuous, real-time process.
  • People – What people are doing within the areas of Focus. When engaging people throughout the EODC™ platform, it is important to understand the cognitive, emotional and behavioral activities and understandings required to create an emergent organization. A shift in emotional and cognitive frameworks as well as creating ownership, readiness, effective engagement is also critical throughout the platform. In addition, ‘re-framing and integrating how we see the organization’ is critical throughout the EODC™ process. Also critical is the opportunity to explore, re-define and continually emerge perspectives when creating an emergent organization.
  • Process – The tools, processes and methods to facilitate organizations to become more emergent. Such is not to be confused with the traditional connotation of the word ‘process’ in traditional approaches to change which have rigid steps of prescribed behaviors, planned change and change management models for set activities throughout the organization of which people are ‘done to’ rather than ‘done with’.
    Process, in the context within the EDOC™ platform, refers to a wide range of free open individual and collective behaviors and alignments encouraged within defined outcomes and boundaries of responsibility. The emphasis being on outcomes and results that integrate as the EODC™ process moves along as opposed to specified activities and behaviors.
  • Results – The conditions which manifest an emergent organization that is more adaptable and fluid with emergent, real-time change. Such are the higher-level outcomes that each Focus element seeks to achieve. The meaning of the results will evolve over time as the organization is a living organism that interacts with its environment and changes as its constituents and capabilities continually develop and mature.
  • Foundation – that which forms the ‘fabric’ of the organization to continually develop an emergent organization as its internal and external environments, challenges, opportunities emerge. Such is a set of common organizational aspects and activities upon which the organizational process of development, becoming, and sustaining as an emergent organization is formed. They can also be considered as cornerstones and fundamental frameworks from which the development of an emergent organization is begun, developed and continually evolves for all members of the organization as their experiences as an emergent organization evolves.

 

Note: As previously mentioned, each key Focus area and their specific aspects, as described in the EODC™ platform, will be further described and explained in the right hand column ‘posts’ of this website under their specific headings of;

Focus: Perspective, https://goo.gl/N6ZE1d
Focus:
Business Model,
Focus:
Organizational Alignment,
Focus:
Organizational Design,
Focus:
Business Systems and Processes,
Focus:
Integrated Open IT/IS/AI Sytems and Processes.

Summary:

Thus, all areas of the EODC™ platform co-create the conditions within an organization so emergent change becomes apparent, is influenced more fluidly and naturally, and ‘change’ itself is viewed and experienced as a normal, continuous, emergent, real-time process.

I am glad that the EODC™ platform is extremely pliable to form to the needs of different organizations which are in different stages of development and unique in their history, culture, purpose, principles, vision, intentions, organizational forms, business strategies, concerns, hurdles, and objectives.

EODC™ itself is an emerging, living thing. As new perspectives, ideas, technologies emerge, so will EODC™evolve. In this way it reflects and manifests what it suggests as a pathway for organizations to become emergent organization in order to deal with the complexities and increasing rates of changes as a natural way or experiencing and doing things.

There is so much to explore and learn. I am hopeful that EODC™ may become ‘a living thing’ – that, its own existence and essence will always be emerging and never become complete and finite… and thus, reflect the reality of the world it exists in – forever emerging.

In this way, EODC™ will become a living, emerging, continually evolving form of itself.

I think that would be very cool.

Patrick

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