The Price of Synergy

Co-evolution (CL7) ↔ Aspirations (CL6)

The changes within and without the organization (CL7) have an affect on how people think about progress. What is happening in the industry or in the society must be integrated so that staff can develop shared aspirations (CL6) that can realistically be expected to produce success for the organization. The reverse is also the case: shared aspirations and energy of each organization get naturally integrated within evolution of the broader context.

We name the CL7 _B ↔ CL6_O channel: INTEGRATION

Co-evolution of their organization forces staff, individually, to appreciate and identify with resonant aspects of changes. A person is helpless in the face of such changes in both their immediate organizational context andin wider society. This is how personal aspirations become transformed. In the same way, it is individuals with their creative potential that end up transforming the vision of any co-evolution to suit themselves and their organization.

We name the CL7_B ↔ CL6_I channel: TRANSFORMATION

Co-evolution (CL7) ↔ Values & Goals (CL4)

Co-evolution lends an extra significance to values and goals where there is alignment, and potentially increases their power. Shared values and organizational objectives are, in turn, the basis for the organizational component of co-evolution with wider society. This basis is only potential: effects mainly depend on what actually happens.

We name the CL7_B ↔ C L4_B channel: POTENTIATION

Others?

Co-evolution (CL7) to: Knowledge (CL5), Issue Resolution (CL3), Accountability(CL2), or Necessary Action (CL1). There are no direct channels of influence. Details:

To Knowledge (CL5): Evolutionary processes (CL7) need have no direct influence on local knowledge or corporate data (CL5). They may not even be evident in current facts, given systems are usually designed to record what has been relevant in the past. Similarly, convictions about facts have no direct effect on emerging forces and dynamic interactions.

To Issue Resolution (CL3): Co-evolution often generates issues, but influences only occur via alterations in aspirations (CL6) or changes to values and goals (CL4). There is no direct influence.

To Accountability (CL2):  Accountabilities are not a function of systemic changes or vice versa, but they would be eventually altered indirectly using other Centres, especially goals (CL4)

To Necessary Action (CL1):  Similar mediated alteration applies to taking prompt necessary action.

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Next Step

We have now covered all the modes of achievement (PH1C) as levels of organizational choice (PH'1CH), whose dynamic interaction generates a map of the determinants of organizational achievement (PH'1-CHK).

• The time has come to review of this framework,

  and

• consider two applications: to a single employee and to an entrepreneur.

Originally posted: 17-Sep-2011