Pravir Malik is the founder of Aurosoorya, a pioneering technology and consulting company that isolates organizational-fractals to help organizations make shifts, one pattern at a time. Pravir spoke with the SBODN community about this topic in May 2012. Join SBODN at upcoming events through SBODN.com.
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1. Leveraging Fractal Technology to Scale Change Initiatives
Pravir Malik Aurosoorya San Francisco USACopyright Aurosoorya.
www.aurosoorya.com
2. The Most Beautiful Thing We can Experience is the
Mysterious. It is the Source of All True Art and Science (Albert
Einstein)Copyright Aurosoorya. www.aurosoorya.com 2
3. Contents Overview of Fractals Fractals in Organizations
Scaling Change in Organizations Change at the Global Level through
Fractal TechnologyCopyright Aurosoorya. www.aurosoorya.com 3
4. Overview of FractalsCopyright Aurosoorya. www.aurosoorya.com
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5. A Fractal GeneratorCopyright Aurosoorya. www.aurosoorya.com
5
6. Fractals in Nature (Fractal = a pattern that repeats itself
on different scale)Copyright Aurosoorya. www.aurosoorya.com 6
7. Fractal geometry will make you see everything
differentlyNever again will your interpretation of these things be
quite the same. Michael F. Barnsley Fractals Everywhere
(2000)Copyright Aurosoorya. www.aurosoorya.com 7
8. Fractals in OrganizationsCopyright Aurosoorya.
www.aurosoorya.com 8
9. Differences, borders, lines, surfaces and boundaries do not
really divide things from each other at all, they join them
together. All boundaries are held in common. Alan WattsCopyright
Aurosoorya. www.aurosoorya.com 9
10. Organization Landscape: Comprised of Repeating
Patterns(Source: Cover of Connecting Inner Power with Global
Change: The Fractal Ladder )Copyright Aurosoorya.
www.aurosoorya.com 10
11. Physical, Vital, Mental Architecture of the Organizational
Fractal PHYSICAL Impulse to keep things as they are Rule of thumb:
defined by what the Mental Physical eye can see MENTAL Change
dictated by thought and order Rule of thumb: defined by thought and
the idea VITAL Vital Impulse to change things, employing energy
Rule of thumb: defined by assertiveness and play of energies A
CLAIM: Every single organization dynamic we encounter or can
envision can be understood in terms of the physical, vital, and
mental components and orientationsCopyright Aurosoorya.
www.aurosoorya.com 11 11
12. The Human Level Perceptions of Life Millennial Shifts
Environment/System/Market Organization Human Mental Purpose Natural
Progression of Time Vital Randomness Physical Deterministic World
is what the Many random Conscious eye can see; Genetics forces:
strongest design; personal determine prevails purpose possibilities
Degrees of FreedomCopyright Aurosoorya. www.aurosoorya.com 12
13. The Human Level - Successfully Managing States of Being
Millennial Shifts Environment/System/Market Organization Human
Mental Reason Natural Progression of Time Vital Passion, Anger
Physical Boredom Fixed world with Bringing in Bringing in not much
to do movement intelligence, thou ght Degrees of FreedomCopyright
Aurosoorya. www.aurosoorya.com 13
14. The Human Level Progression Through Life Millennial Shifts
Environment/System/Market Organization Human Mental Reflection
Natural Progression of Time Vital Assertiveness Physical Stability
Taking care of Experimentation Contemplation the basics and
increased and deeper dynamism reflection Degrees of
FreedomCopyright Aurosoorya. www.aurosoorya.com 14
15. The System Level - Economy Millennial Shifts
Environment/System/Market Organization Human Mental Digital Natural
Progression of Time Vital Industrial Physical Agricultural Physical
Creation of flows: Concept- labor, physical transportation, co
driven, idea devices, physical mmunication, reso leading to
products urces formation company, industry Degrees of
FreedomCopyright Aurosoorya. www.aurosoorya.com 15
16. The System Level Digital Economy Millennial Shifts
Environment/System/Market Organization Human Mental Value-Web
Natural Progression of Time Vital eCommerce Physical Brochureware
Digital Mapping of Redesign of representation of selected business
business model existing materials flows onto based on Internet
Internet characteristics Degrees of FreedomCopyright Aurosoorya.
www.aurosoorya.com 16
17. The Organization Level - Innovation in the Business World
Millennial Shifts Environment/System/Market Organization Human
Mental Conceptual Vital Financial Operational Level Physical
Material Traditional Financial Concept- products, performance, sal
driven, free of markets, es growth old boundaries approaches
Degrees of FreedomCopyright Aurosoorya. www.aurosoorya.com 17
18. The System Level - Physics Millennial Shifts
Environment/System/Market Organization Human Mental Unified Theory
Natural Progression of Time Vital Quantum View Physical Atomic View
Isolated building Process/flow Conceptual view blocks orientation
Degrees of FreedomCopyright Aurosoorya. www.aurosoorya.com 18
19. The System Level Macroeconomics (Currency Exchange)
Millennial Shifts Environment/System/Market Organization Human
Mental Demand-supply Natural Progression of Time Vital Balance of
power Physical Gold standard Physical standard Manipulation Global
demand based on and supply perceived power Degrees of
FreedomCopyright Aurosoorya. www.aurosoorya.com 19
20. The System Level Global Politics Millennial Shifts
Environment/System/Market Organization Human Mental Globalization
Natural Progression of Time Vital Cold War Physical WW1, WW2
Physical Leverage on Sophisticated confrontation, phys emotions -
fear planning ical restructuring Degrees of FreedomCopyright
Aurosoorya. www.aurosoorya.com 20
21. The System Level - Making Sense of Market Crashes
Democratization of Markets: Amazon Google eBay Yahoo Fundamental
struggle of contradictory Entire financial edifice toxic forces
West Japan S.E. Asia - Russia Mortgage-based bonds DJIA plunges 20%
in 1 day Pharma WEALTH? No due diligence O&G From
multi-dimensional to surface Retail Occupy value F&A Change in
Stock mkt Toxic assets as collateral Banking exchange rates;
crashes; value loosening of global casino money supply; mentality
Inflation; notion of wealth + OPEC oil embargo =>> mkts down
by 40% Abandon: gold standard; US$ currency peg 1973-74 1987 Global
1990s 1998 2000 2004 US 2007 09 US Bear Synchronized Japanese
Russian Dotcom Housing Bear Market Crash Asset, Asian Financial
Crisis Market Market 2010 12 Crises Crisis Greek Debt, EU
SovereignCopyright Aurosoorya. www.aurosoorya.com 21 Debt
22. Millennial Shifts Level - Evolution of Life on Earth
Millennial Shifts Environment/System/Market Organization Human
Mental Animal & Man Natural Progression of Time Vital Simple
Life Physical Inanimate Matter Stones, basic Single-celled life,
Rudimentary elements more complex mind, more forms, plants complex
mind Degrees of FreedomCopyright Aurosoorya. www.aurosoorya.com
22
23. All Habits Limiting or Helpful - That Individuals Display
AreConstituted By the Same Components Physical MentalVital
Persistence = neural networks Persistence = neural networks No
point trying to Inertia change anything, it will not succeed I get
what I want AngerCopyright Aurosoorya. www.aurosoorya.com 23
24. Scaling Change in OrganizationsCopyright Aurosoorya.
www.aurosoorya.com 24
25. Scaling Change in Organizations By many estimates as many
as 70 90% of change initiatives fail The Team is the lynch-pin in
orchestrating change Need to understand and shift fractal dynamics
occurring at the level of the team Scaling change in organizations
requires the emergence and reinforcement of fractals of
harmonyCopyright Aurosoorya. www.aurosoorya.com 25
26. Stages of Team Development Level of Productivity Performing
Mental Norming Vital Storming Physical Forming Safe, Energetic,
Rational, Status Quo Irrational Productive Physical Vital Mental
Nature of InteractionCopyright Aurosoorya. www.aurosoorya.com
26
27. Stage 1 Forming (Physical) Desire to be accepted by others
Avoid controversy and conflict (a lot may not get done as a result)
Serious issues and feelings are avoided Focus is on being busy with
routines (roles, organization etc.) Individuals are gathering
information and impressions about each other Members tend to be
quite independent of each otherCopyright Aurosoorya.
www.aurosoorya.com 27 27
28. Stage 2 Storming (Vital) Different ideas compete for
consideration Team begins to focus on what problems they are really
trying to solve Team members confront each others ideas Some team
members will focus on minutiae to evade real issues This stage can
be contentious, unpleasant, even painful to members who are averse
to conflict Tolerance of each team member is critical Some teams
will never develop past this stageCopyright Aurosoorya.
www.aurosoorya.com 28 28
29. Stage 3 Norming (Mental-I) Team comes up with one goal and
a mutual plan Members respect each others opinions and value their
differences Team is putting team operating guidelines into practice
Trust between team members increases Responsibility shifts from
self-achievement to team- achievementCopyright Aurosoorya.
www.aurosoorya.com 29 29
30. Stage 4 Performing (Mental-II) Get to a high-performing
level: job is done smoothly without inappropriate conflict Team
members are interdependent Team members are competent, autonomous,
and make decisions effectively Dissent is allowed and channeled
effectively Supervisors are participative as opposed to
directiveCopyright Aurosoorya. www.aurosoorya.com 30 30
31. General Questions To Understand Nature of Interaction How
do members respond to pressure? How do members get along with one
another? What is the level of tolerance between team members? Are
there serious issues and feelings that have been avoided? Are real
issues being addressed by the team? What is the level of
confrontation? How does this show up in the team? What leadership
patterns have emerged? Does the team agree on a single goal and a
mutual plan? What is the nature and result of conflict? How is
conflict managed? How are decisions made?Copyright Aurosoorya.
www.aurosoorya.com 31
32. Aurosoorya On-Line Team Development EnvironmentCopyright
Aurosoorya. www.aurosoorya.com 32
37. State-Based Summary Snapshot Assessment: There is a lot of
good-will and positive energy in the group. The intention to do the
right thing is there. At the same time physical, emotional, and
mental capacity of the team is being drained (looking at the
Opportunity-based patterns) because of some recurring themes.
Overall the team needs to break through to the Norming Stage. This
will require more process-based dialog and effort by the
team.Copyright Aurosoorya. www.aurosoorya.com 37
38. High Intensity Themes Intensity State Event Origin 10
Complacency I want more direct communication and feedback from my
team members. Physical 9 Fatigue re: their is really a discrepancy
in what some people feel they are giving and what others perceive
they are giving Physical 9 Fatigue There is more work to do than
hours do it in. Physical 9 Flexibility conflict requires
flexibility - this team is very flexible - changing priorities
constantly Physical 9 Sensitiveness It is difficult for people to
give me feedback because I take things too personally. Vital
Unclear about ultimate goals. Each member might have a different
view of a central and single goal that will have 8 Fragmentary
greatest impact. Mental Because the demands placed on the team are
great, the members avoid exposing their true feelings for one s
sense 8 Sensitiveness of safety and to avoid misunderstandings.
Vital 8 Sensitiveness Some decisions are reached by consensus which
at times backfires. Vital 8 Fear fear of confrontation Vital 8
Anxiety Is there enough trust in the group to be really honest with
each other to change the team dynamics. Mental 8 Haste Sometimes
too much haste before there is a real vision of the goal. re:
working under pressure Vital High Intensity Significance: Key
Themes: High intensity states point to immediate opportunities that
need to be Protocols for Feedback/Confrontation managed quickly
Clarity around Goals Failure to manage what the state is pointing
to will mean that the Trust-Building underlying issue will become
persistent As a result safety of an environment will be eroded If
this happens the team will then tend to stagnate around suggested
patterns of dysfunctionCopyright Aurosoorya. www.aurosoorya.com
38
39. High Duration States Duration State Event Origin 300
Fatigue re: their is really a discrepancy in what some people feel
they are giving and what others perceive they are giving Physical
300 Fragmentary Unclear about ultimate goals. Each member might
have a different view of a central and single goal that will have
greatest impact. Mental Because the demands placed on the team are
great, the members avoid exposing their true feelings for one s
sense of safety and to 300 Sensitiveness avoid misunderstandings.
Vital 190 Repeatability leadership quality Physical It is a joy to
work with each other. However, under extreme duress the teams
functionality suffers and we treat each other with less 180 Joy
tolerance. Vital 180 Sensitiveness Some decisions are reached by
consensus which at times backfires. Vital 145 Fear fear of
confrontation Vital 145 Inertia some team members feel inertia when
dealing with serious issues. Physical 120 Energy Most team members
are very energetic dedicating an enormous amount of effort to
produce positive results. Vital 100 Anxiety Is there enough trust
in the group to be really honest with each other to change the team
dynamics. Mental 100 Determination We all want to be a highly
functioning team. Vital working under pressure: sometimes dont have
all the pieces . Some people seem to know whats going on and others
dont have the 100 Fragmentary information Mental 100 Haste
Sometimes too much haste before there is a real vision of the goal.
re: working under pressure Vital 100 Perseverance working under
pressure: persistance Vital 100 Short-sighted re; dealing with
serious issues Mental 75 Complacency I want more direct
communication and feedback from my team members. Physical High
Duration Significance: Key States: High duration states implies
that that state is becoming persistent Fatigue Anxiety The state
becomes an underlying state of team dynamics and exceeds the
boundaries of a Fragmentary thinking Haste single team meeting. It
contributes to the culture of the team Sensitiveness Complacency
The event is only a trigger, since now the state occupies more of
the processing capacity Lack of Tolerance of team members. However,
the event can be used as an occasion to alter the state Fear It is
necessary that the team reverse the state if negativeCopyright
Aurosoorya. www.aurosoorya.com 39
40. High Duration + Intensity States Duration Intensity State
Event Origin 300 9 Fatigue re: their is really a discrepancy in
what some people feel they are giving and what others perceive they
are giving Physical 300 8 Fragmentary Unclear about ultimate goals.
Each member might have a different view of a central and single
goal that will have greatest impact. Mental Because the demands
placed on the team are great, the members avoid exposing their true
feelings for one s sense of safety and to 300 8 Sensitiveness avoid
misunderstandings. Vital 190 5 Repeatability leadership quality
Physical 180 8 Sensitiveness Some decisions are reached by
consensus which at times backfires. Vital It is a joy to work with
each other. However, under extreme duress the teams functionality
suffers and we treat each other with less 180 5 Joy tolerance.
Vital 145 8 Fear fear of confrontation Vital 145 7 Inertia some
team members feel inertia when dealing with serious issues.
Physical 120 6 Energy Most team members are very energetic
dedicating an enormous amount of effort to produce positive
results. Vital 100 8 Anxiety Is there enough trust in the group to
be really honest with each other to change the team dynamics.
Mental 100 8 Haste Sometimes too much haste before there is a real
vision of the goal. re: working under pressure Vital 100 8
Perseverance working under pressure: persistance Vital High
Duration + Intensity Significance: High duration + intensity states
implies that that state is becoming persistent faster and Key
States: needs to be managed more urgently Fatigue Anxiety The state
becomes an underlying state of team dynamics and exceeds the
boundaries of a Fragmentary thinking Haste single team meeting. It
contributes to the culture of the team Sensitiveness The event is
only a trigger, since now the state occupies more of the processing
capacity Lack of Tolerance of team members. However, the event can
be used as an occasion to alter the state Fear It is necessary that
the team reverse the state if negativeCopyright Aurosoorya.
www.aurosoorya.com 40
41. State-Based Details State Intensity Duration Event Origin
Anxiety 8 100 Is there enough trust in the group to be really
honest with each other to change the team dynamics. Mental There
seems to be to many goals and if we were to try and cover them all
a Patty meeting would be 8-12 hours Anxiety 5 60 long. Mental Calm
3 15 members get along with each other very calmly - outwardly
Mental Complacency 10 75 I want more direct communication and
feedback from my team members. Physical Members seem to get along.
But this is an area I would like to see us grow together. Tolerence
is okay but it Complacency 4 60 doesnt allow us to grow at times.
Physical Complacency 4 30 Minimal episodes of confrontation which
gives us a sense that all is well. Physical Depression 5 60 There
are some serious issues with communication. I am part of this
problem but not sure how to resolve it. help! Vital Depression 3 60
Conflict is withheld or delt with in the nature of bad news. Vital
Determination 7 60 dealing with serious issues Vital Determination
6 100 We all want to be a highly functioning team. Vital Energy 6
120 Most team members are very energetic dedicating an enormous
amount of effort to produce positive results. Vital Enthusiasm 5 20
team agrees on goals and gets positive energy once consenus is
attained Vital Enthusiasm 4 30 we do get enthusistic after most
meetings when we feel things have been discussed and resolved Vital
Fatigue 9 300 re: their is really a discrepancy in what some people
feel they are giving and what others perceive they are giving
Physical Fatigue 9 60 There is more work to do than hours do do it
in. Physical Fatigue 6 60 The work load is not evenly divided among
team members. Physical Fatigue 5 60 decisions seem to be made from
outside the team. as if there is no control Physical Fear 8 145
fear of confronation Vital Flexibility 9 50 conflict requires
flexibility - this team is very flexible - changing priorities
constantly Physical Flexibility 7 20 real issues of the unit are
being adressed and progress slowly Physical Flexibility 7 20 Team
members are willing to help each other out when they are aware of
their needs. Physical Flexibility 4 60 Everybody is very is
flexible in helping out the unit when we have been extremely busy.
Physical Unclear about ultimate goals. Each member might have a
different view of a central and single goal that will have
Fragmentary 8 300 greatest impact. Mental working under pressure:
sometimes dont have all the pieces . Some people seem to know whats
going on and Fragmentary 6 100 others dont have the information
Mental Gratitude 8 30 My team members care about my personal well
being. VitalCopyright Aurosoorya. www.aurosoorya.com 41
42. Recommendations Team appears to be between the Forming
Storming Stage. Needs to develop to get to the Norming Stage
Conscious effort to reverse underlying and forming team culture as
indicated by high duration states of sensitiveness, fear, fatigue,
fragmentary thinking, anxiety, haste, complacency, needs to occur
quickly Protocols for dialog/confrontation need to be put in place.
More safe dialog around serious issues needs to occur Further,
Group norms/principles need to be put in place Goals and roles need
to be further clarified Trust-building exercises/dialog needs to
occur Continue use of Team Dynamics tool and have bi-weekly
dialogues as a leadership team to address themes/issues that have
surfaced Decide on any guidelines for entering data into the tool
(ex: focusing on key projects, referring to these in comments
etc.)Copyright Aurosoorya. www.aurosoorya.com 42
44. Change at the Global Level through Fractal
TechnologyCopyright Aurosoorya. www.aurosoorya.com 44
45. Self-Repeating Distortions Leading to Global Problems
Physical Physical Physical Physical Mental Physical Mental Mental
Vital Mental Physical MentalPhysical Vital Vital Mental Vital Vital
Vital Mental Vital Individual Team Department Organization Market
System Local GlobalCopyright Aurosoorya. www.aurosoorya.com 45
46. An Example: Leveraging Fractal Technology to Manage a
Global Problem - Climate Change Global Financial Global Business
Fractal Crises; Climate Change Global System Fractal Global Economy
Fractal Consumerism Fractal Global Society Fractal Does this make
OD Human the most important Decision-Making FractalFlower/Body
Orientations profession in theCopyright Aurosoorya.
www.aurosoorya.com world? 46
47. By giving employees more control over changing their job
satisfaction Fractal Dynamics we expect to see shifts in a range of
global events(Source: JobSatisfactionGuru.com)Copyright Aurosoorya.
www.aurosoorya.com 47
48. Pravir Malik Founder, Aurosoorya pravirmalik at
aurosoorya.comCopyright Aurosoorya. www.aurosoorya.com 48