Sustainable effects
From LSI
Sustainable effects: LSI contributes to transformed capability for change and learning
Sustainable effects are transformational. They shift the norms in relationships and communication, showing in transformed capability for change and ongoing learning. They are the "deeper" effects that carry on somehow:
- not only here, but also there
- not only now, but also then
- not only we, but also they
Collaborative learning and changing continue, increased capability to change
- Use of LSI or other participative approaches is continued, used for other issues or by other people
- Participants learn how to fragment complex problems, how to do their own data gathering and make system models
- Development of capacity to deal with uncertainty and chaotic circumstances
- Deepened dialogue between leaders and the entire organisation/system
- Increased self-organizing capacity; empowerment shows in self management, more distributed leadership
- Improved capacity to work with the principles; increased capacity to cross boundaries of levels and functions; design ideas can come from anyone
Increased reflective self awareness
- Self evaluation among leaders is conducted, to reflect on progress and required example behaviour
- Discussions with relationships on what is working or not are included in meeting agendas
- Reflective questions are asked in meetings, distinctions between lived and spoken beliefs are explored
- Teams learn to review and evaluate their performance
- “Noise” in the change process is explored and amplified: does it help or hinder the process
- The way of interaction is reflected: time for stopping and reflection is taken
- Profound mind-set shifts for some people
More permeable boundaries: opening up the organization, inviting diversity; focus on how good the system is
- Development of a shared perspective on their own system with stakeholders is continued for other issues
- Cross functional teams have decision making power, shared decision making in action teams
- Stakeholder or customer review for input in progress
- Increase of participation of often excluded groups
- Increased ability to work with diversity: relevant diversity is identified and valued, different views are not minimized or discounted
- Microcosm practices continue: large group meetings, deep divers, checkpoints, reunions, action teams
New structures to sustain participation in change
- Creation of a delivery system to avoid dead zone after short-term success; action groups remain viable
- Shift of policy decisions; leaders are more aware of the need of the ground level to make policies actually work; better balance between top-down and bottom-up decision making
- Employees are able to influence important organisational decisions concerning their own work, such as work methods, strategy, coordination
- Communities of practice are established, new networks
- Tools learned during the event are used to ensure continued learning
- Ongoing participation in new partnerships and collaborations
- Management systems changed, especially human resource systems, that build and support the new culture
- Progress is monitored, feedback provided, midcourse corrections and directions changed
- Role of work councils shifts from participation to helping to organize participation
- Leaders are coached in their roles in the change process
Communication is more direct and constructive
- Meetings with an “engagement edge”: more efficient, effective and participatory
- Shift from one-way to two-way communication between levels and functions
- Unusual or unexpected message approaches to keep awareness high
- Different modalities (play, pictures, interaction technology) are used
- New language that expresses mutual understanding
- Negative feelings expressed in conversations about an issue change from fear or anger to sadness or frustration
