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<DIV>Terry,</DIV>
<DIV> </DIV>
<DIV>you've already received excellent feedback...my contribution is less so,
but I'm interested in exploring what you're considering doing from the
perspective of organizational change efforts in which I'm involved. So,
this will be a little like thinking out loud...and, peripherally, I hope it may
be of some use to you.</DIV>
<DIV> </DIV>
<DIV>It seems to me that OS in this context will provide an opportunity for this
organization to develop its' capacity for leadership (in the sense that
leadership is the capability of a system to initiate and sustain significant
change). Your change effort seems to be focused on creating and sustaining
a self-organizing culture that practices principles of stewardship, open
communication (inquiry, reflection and advocacy) and, incidentally, promoting
safety. OS models those principles and the behaviors associated with those
principles.</DIV>
<DIV> </DIV>
<DIV>As Michael rightly pointed out, there's a performance monitoring (feedback)
subsystem needed that provides the organization with real-time capability to
adjust and align itself to the organizational purpose and strategic
objectives. OS enables the development of accountability for alignment and
performance feedback. Additionally, OS can model or support </DIV>
<DIV>leadership behavior like coaching, mentoring and adopting effective team
practices that deepen and strengthen performance, alignment, sustained change
and continual improvement.</DIV>
<DIV> </DIV>
<DIV>It seems to me that an adoption model for this change effort could be
visualized with interlocking circles (of OS events), each of which is framed for
the interconnecting subsystems of change and which occur within the larger
systemic (strategic) change initiative. One subsystem (OS) could be framed
on the context of "behaviors" such as coaching, mentoring and team
practices. Another OS could focus on performance (feedback) and
alignment. Still another could focus on culture (policies, procedures,
hiring & promotion) that supports and drives the other subsystems.
Each of these and other OS events, focusing on subsystem development, should
align with the overall system purpose that is often defined in terms such as
customer satisfaction or loyalty; member or employee satisfaction; and financial
success.</DIV>
<DIV> </DIV>
<DIV>Of course, creating a culture that self-organizes change processes by
continually using OS principles and practices is probably beyond the scope
of your tentative work agreement. I'm probably just sharing a personal
dream.</DIV>
<DIV> </DIV>
<DIV>best of luck,</DIV>
<DIV> </DIV>
<DIV>Richard (Doc) Holloway</DIV></DIV></BODY></HTML>