lobex18 1200x677Since the dawn of civilization, organizations have been governed by what we can refer to as the Control-Pressure Paradigm. Armies, businesses, families have all been organized along this ethos. It was flawed from the start, but the relatively low rate of change in the social environment masked this fact and it appears to be the way life was, always has been, and always would be.

For the first time in recorded history we find ourselves in an environment where the genie of change has escaped from its box and the rate and direction of change is no longer containable. In short we are at the dawn of a new epoch in human history. Nonetheless in attempting to accommodate the new reality within which we now find ourselves we are continuing to seek solutions by tweaking our existing management models. In the process we invest more and more energy in deceiving ourselves into believing we are really doing something new instead of the same old thing with a different glossary of terms as packaging.

Our contention is that there is a hidden social pattern embedded within all organizations that maintains the status quo. One of the quickest and easiest ways to add value to any organization, without causing major disruption and spreading terror, is to neutralize this barrier. 

This dynamic is between the allies and opponents to change. Under normal circumstances in the overwhelming majority of cases the opponents prevail over the allies. Through the application of a proprietary process (the CSP Methodology) this skew is reversed placing the allies in the driver’s seat. This then sets a process in motion that will create immediate improvements in responsiveness, resourcefulness and boost morale.

The real benefit will be realized a little further on. Once a certain critical mass is reached the organization will experience a spontaneous reformation within which the change will be rapid, while remaining smooth and spontaneous. The end result is a transformation that will cause a minimum of disruption to the normal day to day running of the organization while effecting a change that is both rapid and sustainable

lobex19 1200x800The Control-Pressure model is efficient in so far as it is able to consistently generate output that can meet the most exacting standards in a timely manner. However there is a hidden cost. The two pillars that support it are compliance and accountability. Compliance creates restricts movement to prescribed track. Accountability provides the stick that drives performance along the track. The resulting cost lies in:

  1. Diminishing returns- Over time as the employees become inured to the pressure, Thus the amount of pressure that must be brought to bear to produce a given outcome continues to rise. In the meantime the work fatigue grows as well. There is a certain point where the increase in fatigue outweighs the increment in outcome from incremental pressure and the system begins to go into sustained decline.

  2. Rigidity- all the emphasis is placed on consistency and speed creating a mindset that is not actively seeking new and better ways to improve the process. This adversely impacts innovation, resourcefulness, and responsiveness.

  3. Reactivity- the narrow band mind-set creates a blinker effect wherein the employee is just trying to keep up and becomes increasingly oblivious to what is going on around them within the company as well as how the customer is reacting to the service provided.

  4. Morale- the continuous increase in pressure turns the organization into a kind of prison where management finds itself playing the guards and the workers become the inmates.

The knee-jerk response to the limitations of the prevailing paradigm is to seek some utopia in which there is a complete absence of conflict and tension. Not only is this not desirable, it is impossible- since any movement requires a degree of tension. The challenge is in transmuting this from a negative destructive pressure to a create force- a dynamic tension. The objective of the new paradigm will be to maintain this tension not allowing it to dissipate into groupthink and consensus on the one hand or into a kind of directionless cacophony of dissonant voices on the other- each demanding to be heard but loath to listen to the other. (not very much different than a kindergarten class)

Shifting from one paradigm to another is not as simple as ascertaining where we are, identifying where we wish to go, and plotting the straightest course between the two points. Instead it requires us to go back and start from scratch.  This translates to returning to the core principles from whence the present paradigm came, and then deriving an entirely new iteration attuned to the modern context. The two per-eminent principles, the two pillars so to speak, upon which this transitional approach is based are:

  1. Alignment- aligning all the activities of the organization with it core competitive edge (Edge).

  2. Flow- ensuring that all obstructions within the supply chain are minimized thereby maximizing the speed and ease of transnational flow

lobex7 1200Through the use of a proprietary process this skew is reversed placing the allies (Masters) in the driver’s seat. This then sets a process in motion that will:

  1. In the short run create immediate improvements in responsiveness, resourcefulness and boost morale

  2. Once a certain critical mass is reached the organization will experience a spontaneous reformation within which the change will be rapid, while remaining smooth and spontaneous

The end result is a transformation that will cause a minimum of disruption to the normal day to day running of the organization while effecting a change that is both rapid and sustainable. The development of the Master culture in the modern business environment gives the rejuvenated organization an immediate advantage over its competition in terms of speed of decision-making, flexibility, resourcefulness, and innovativeness. The working environment within the newly rejuvenated organization would now act as a magnet for talent within the industry, drawing it away from competitors still operating under the oppressive pressure created by the classical hierarchical command control structure found throughout.

lobex15 1200x1200There is a hidden social pattern embedded within all organizations that maintains the status quo. This is a dynamic between the allies (Masters) and opponents (Players) to change. Under normal circumstances in the overwhelming majority of cases the opponents prevail over the allies.

This then leads to an organizational structure that is characterized by cronyism at the top (the Circle) a dogmatic, bureaucratic middle management (the Square), which combine to generate a cult-like atmosphere throughout the organization; one that rewards obedience and penalizes initiative.

Specifically, the process involves the following steps:

  1. Social Intelligence Course- The overarching objective is to look for ways in which the individual interactions within the group, in relation to the three social orientations, and the work of the group as a whole can be optimized concerning cooperation and creativity.

  2. Diagnosis With the aid of a simple diagnostic, we shall identify the hidden assets (Masters and Free Thinkers) within the company.

  3. Think-Tanks In randomly selected functional areas throughout the company micro- think-tanks of Masters and Free Thinkers are organized.

  4.   These Think-tanks will generate practical, immediately actionable projects that can be put into place.

Monitoring As the projects are being implemented careful attention is being paid to the specific ways in which those within the host group adapt to the changes.

lobex8 1200Transformation of any kind is made ineffective because of the inability of the organization and its leaders to recognize and overcome both the natural resistance to change and the latent political minefields often present in organizations.  These political structures are often masked and obscure and are thus difficult to identify and overcome.  In order to exploit the power of Lean fully these organizational power structures must be identified and surmounted.

The CSP has a remarkable capability to formulate a cultural shift that ensures that intelligent transformation not only occurs, but sticks. The development of the Master culture in the modern business environment gives the rejuvenated organization an immediate advantage over its competition in terms of speed of decision-making, flexibility, resourcefulness, and innovativeness.

The working environment within the newly rejuvenated organization would now act as a magnet for talent within the industry, drawing it away from competitors still operating under the oppressive pressure created by the classical hierarchical command control structure found throughout.

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The Enlightened Organization

Since the dawn of civilization, organizations have been governed by what we can refer to as the Control-Pressure Paradigm. Our contention is that there is a hidden social pattern embedded within all organizations that maintains the status quo. One of the quickest and easiest ways to add value to any organization, without causing major disruption and spreading terror, is to neutralize this barrier. The end result is a transformation that will cause a minimum of disruption to the normal day to day running of the organization while effecting a change that is both rapid and sustainable... Read More

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