The Emergent Organizational Development and Change (EODC)® Platform

By Patrick A. Trottier (2016)

The EODC® Platform co-creates the conditions by working with an organization in partnership  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.

Simply, the EODC® Platform creates ‘Emergent Organizations™’.

The EODC® Platform supports the shift from a hierarchical, static organization into an integrated, collaborative, network organization that is continually forming with the changes, complexities, opportunities and challenges of its internal and external environments – an ’emergent organization’

Before we get into the platform for creating Emergent Organizations, it must be noted that:

The EODC® Platform Also Manifests A ‘Leadership Culture’

The EODC® Platform can also be seen as a ‘leadership development platform’, meaning that this is the work of ‘leaders’ throughout an organization at every level and function. (where ‘leader’ is not necessarily occupied by ‘position’).

Through this EODC® Platform process of creating an Emergent Organization™, leaders learn to become Leaders by ‘doing the work of leaders‘.

The work of leaders is simply to create and continually develop a viable, and a vibrant organization for the 21st Century.

Through the EODC® Platform a ‘Leadership Culture’ is created…
(more on this in a future write-up…)

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Now, to move on to the platform itself…

Note: The Emergent Organizational Development® Platform is the same as the Emergent Organizational Development and Change® Platform – the terms are interchangeable.

The EODC® Platform

The following EODC® Platform attempts to describe an emergent, dynamic approach to building such ‘conditions‘ to create an ‘Emergent Organization™’.

This was and continues to be a challenge to draw multi-dimensional concepts onto a two dimensional medium (words), so bear with me. (I could use a hologram at this point.)

The following diagram describes the main elements of the EODC®  Platform:

Developing a ‘comfort-zone’ with the process and dynamics of ‘re-framing’ is a critical, inherent aptitude all through the EODC® Platform in manifesting real change within oneself, and throughout an organization.

Note: Right click on pictures to enlarge:

EODC Platform SNIP

PLATFORM WITH QUESTIONS 4.0

Below is a more detailed breakdown.

The following detailed EODC® Platform attempts to describe an emergent, dynamic approach because we know that each organization is unique with its own special history, stage of development, culture, leadership style and attributes, issues, strategies, concerns and goals.

Each organization is ‘unique’ so the organization chooses where to start in the EODC® Platform depending on its needs, interests, curiosity, degree of comfort and readiness to make a real difference.

First, I know this looks like a lot, but work with me as we walk though it, and describe its elements.

The overall, big kahuna, detailed diagram of EODC®

EODC Whole - G - RE-Framed -inside water

Yes, quite the detailed diagram… now lets break it down to its simplicity.

The ‘core elements’ of the EODC® Platform displayed in the diagram above are;

FOCUS – the key organizational elements which frame the conditions to create an ’emergent organization’.
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 manifest an emergent organization as internal and external environments, challenges, opportunities continually emerge.

This is an integrated whole systems approach.

Everything in the EODC® Platform diagram above is interconnected and interrelated – a gestalt of sorts.

All elements of the EODC® (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 as an emergent organization takes form.

This gives it a unique capability, one that gives flexibility within the platform itself depending on the curiosities, interests and the needs of the organization.

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

Thus, before we get into the specific elements of the EODC®, it is important to understand that the EODC® is not a linear, step-wise static model.

Try this as a small exercise. Identify an element of the platform that connects with your interests, curiosity or whatever brings you to it. Then move your attention to an element that relates to the first element in some way. Now do a third one, or a multiple of elements that you see relate to the first and second area of importance.

Eventually, I bet you will connect all the ‘elements’ in the diagram below – a ‘networkk’ that constitutes a ‘whole systems’ approach.

In this way the platform is itself ’emerging’ based on the interests, needs and wants of an organization.

In this way, this platform is not linear, a formula, nor is it formalized – or static.

In this way, the EODC® Platform is within itself an emergent, living approach to creating ’emergent organizations’.

EODC Whole - G - RE-Framed -inside water

So now, with this understanding of the platform’s fluidity, lets start with the FOCUS ring.

Look at the outer ring called FOCUS – the ‘what’. Then, move along the outside ring to get a gist of the key elements of FOCUS.

The key organizational and people elements pertaining to the FOCUS ring are:

  • Re-Framing Perspectives (continuous), https://goo.gl/N6ZE1d
  • The Business Model,
  • Organizational Alignment,
  • Organizational Design (collaborative, value-driven network forms),
  • Business Systems and Processes,
  • Integrated Open IT/IS/AI Systems and Processes.

Each core element such as FOCUS, and their specific key elements, as those listed above will be further described and explained in the right hand column ‘posts’ of this website (as ‘Perspective’ is linked above to its own ‘post’ above; https://goo.gl/N6ZE1d ).

As previously mentioned, the EODC® Platform may start at any area of the platform, thus, we begin ‘where the client is’ and then move anywhere throughout the platform. This is quite different from the traditional, linear, prescribed change management programs.

Again, to emphasize: In this way, the EODC® is not a traditional linear model. It supports where the client immediate needs and interests are. Thus, the EODC® process begins where the client is motivated to begin based on the client’s needs, and the degree of readiness and ownership that exists in the client organization.

 

The Core Elements Within The EODC™ Platform

  • FOCUS,
  • PEOPLE,
  • PROCESS,
  • RESULTS
  • FOUNDATION.

The following describes each of the core elements of the EODC® Platform:

• FOCUS

EODC - G- FOCUS INSIDE WATERMARKFOCUS – ‘the what’.
Six core elements:

  1. Gain a comfort zone with re-framing perspectives .
  2. Reframe the Business Model.
  3. Organizational Alignment.
  4. Organizational Design.
  5. Business Systems and Processes Design.
  6. Integrated, Open IT/IS/AI Systems Design.

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 so ‘ongoing / emergent change’ becomes apparent and influenced more fluidly, naturally and is viewed and experienced as a normal, continuous, real-time process.

Thus, and this is very important, an emergent organization does not have to go through ‘a change management initiative’ every few years, since an ’emergent organization’ just continually emerges naturally to changing internal and external conditions.

This includes ‘culture transformation’ since, in an emergent organization, culture is viewed, experienced and becomes ‘a living, emerging culture’.

Note: In traditional 20th Century change efforts, an organization tries to move from ‘A’ to ‘B’ (if, it even gets there), while the world has moved to ‘F’.

An emergent organization becomes a living, emerging organization – not a discontinuous, sporadic project, program or change initiative…

• PEOPLE

EODC - G - PEOPLE - INSIDE WATERMARKPEOPLE: What people are doing within the areas of FOCUS. When engaging people throughout the EODC® Platform, it is important to understand that how we ‘see’ the organization is what we will create. We look at the organization through a different ‘lens’. There is an old saying; ‘You can change the dance but the song stays the same.’ Many organizations move things around like restructuring but soon people find out it is still fundamentally the same organization with the same inhibiting issues. Also, important to developing emergent organizations is creating an openness to explore, imagine, to be curious, to imagine, to re-frame and to continually emerge perspectives.

Welcome to what people can do and naturally have:

  • Curiosity,
  • Imagination,
  • Exploration,
  • Purpose,
  • Intention,
  • Vision,
  • Culture,
  • Experimentation,
  • Emergent learning,
  • Re-framing,
  • Manifestation,
  • Actualization
  • Self-Agency

    Try that on for size and… all come into play throughout the EODC® Platform.

• PROCESS

EODC - G -NEW PROCESS INSIDE WATERMARKPROCESS: 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

EODC - G - WHOLE DIAG - INSIDE WatermarkRESULTS: The conditions which manifest an emergent organization to be more adaptable and fluid with real-time change. These change results themselves continually evolve as the organization is a living organism which interacts with its changing environments and its challenges, opportunities, complexities and rates of change.

• FOUNDATION

EODC - G - FOUNDATION - INSIDE WATERMAEKFOUNDATION:

  • Generative Dialogue
  • Purpose
  • Intention
  • Living Visions
  • Living Cultures
  • Emergence

The FOUNDATION elements form 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 elements 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 then continually evolves for all members of the organization as their experiences, and participation, as an emergent organization evolves.

Note: As previously mentioned, each key FOCUS area and their specific elements, 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.

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

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.

We consider EODC® itself as 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 organizations’ in order to deal with the complexities and increasing rates of change as ‘a natural way’ of experiencing and doing things.

There is so much to explore and learn. I am hopeful that EODC® does become ‘a living thing’. Such, 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.

Again – to emphasize:

The EODC® Platform is a ‘leadership platform’, meaning that this is the work of ‘leaders’ throughout an organization at every level and function (where ‘leader’ is not necessarily occupied by ‘position’).

Through this EODC® Platform process of creation, leaders learn to become Leaders by ‘doing the work of leaders’…

The work of leaders is simply to create and continually develop a viable, and a vibrant organization.

Through this EODC® Platform a ‘Culture of Leadership’ is created…
(more on this in a future write-up…)

Patrick


Note: GENESIS of EODC® Platform: An Emergent Organizational Design

The EODC® Platform somewhat emerged from this prototype of an ’emergent organization’ design.
Right click on mouse and choose ‘view image’ to enlarge.

CIRCULAR ENTERP AND ECON - I -JPEG

An Emergent Organization

© Patrick Trottier and Associates, 2016 (All rights reserved.)

Emergent Organizational Development And Change (EODC)®
Emergent Organizational Development (EOD)®
Emergent Organization(s)™ (2012)
Emergent Change®

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underconstruction.jpeg

 

 

 

 

About Patrick A. Trottier

I am a 25 plus year applied Organizational Development practitioner having honed my craft in the U.S., Canada and internationally. Presently living in beautiful Vancouver, B.C., I am currently developing the next evolution of O.D. named 'Emergent Organizational Development and Change® (EODC)®, EOD® focusing on Emergent Change® and the development of Emergent Organizations™.
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