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| "We don't do retreats. We only do advances." - Bruce Holland |
Contact Bruce
0800 4 virtual
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| +64 4 570 0727 |
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| +64 4 570 0427 |
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| +64 21 620 456 |
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| bruce.holland |
| PO Box 6521, Wellington |
| Bruce.Holland @virtual.co.nz |
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Managing Change is NOT a Straight-line Process
It’s becoming clear from the emerging literature on networks that change does not occur in a way that we thought it did. The billiard ball conceptualisation of corporate behaviour, whereby firms respond neatly to a series of interventions, as a ball does to a well-placed cue shot, is not the way it happens. Rather, the process of influencing becomes much more about managing, cultivating and spreading change. Key to this process is identifying the intermediaries and network hubs able to influence others to change behaviour. Seth Godin, author of "Unleashing the idea virus" refers to such people as sneezers. He insists that sneezers are at the core of any idea virus. Sneezers are the ones who when they tell 10 or 20 people -people believe them.
In Strategic execution we have increasingly been using the language of open source borrowed from software programming (Linux operating system is an example) to describe what we’re talking about. It's an approach and a way of working that recognises the value of collaborative effort and values openness and transparency and improving the quality of output. In systems thinking it helps to think about your model using the same sort of approach. For example: What is the code? How is it made available? How is it shared and communicated back? Who constitutes the developer community? Who arbiters what constitutes an improvement in the code?
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