Status circle - memecon

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Status circle

The current situation of people or organizations is deduced with the status circle. Thus clarifies graphically trends, the need for action, risks, positive or negative energies. The assessment is done with the help of the model and the core question: What is the current condition of the target group?

The status circle consists of eight segments: trough, incline, ascent, wall, ridge, edge, descent and decline.

  • Trough
    The trough describes a stable equilibrium. As long as it is the desired condition, no sense of urgency exists. Examples are products that are established in the market, with few innovations to be expected, that continuously have continuous demand and that are available in most markets (e.g. Cola, Aspirin, Coffee). 
    In this case, the question is asked again and again, whether potential changes should be triggered with provoking initiatives.
      
  • Incline
    The incline is an indicator of a faltering increase. Since there is an upward trend, energy must be added continuously, in order to cope with the slope. Examples are tasks (e.g. software, concept or article development) that must be timely fulfilled and require continuous working. 
    In this situation, it should be avoided to increase the incline inadvertently more and more until the situation becomes a wall.
    
  • Ascent
    The ascent signals a gradual accomplishment of the increase. In this case, small, feasible steps are defined as milestones. As soon as a step is mastered, time is available, in order to collect forces for the next step. Examples are projects with their tasks, dependencies and milestones that achieve step-by-step results.
    The feasibility has to be coordinated with the workload of the involved people.
   
  • Wall
    The wall indicates serious obstacles. In this case, the stepwise coping of the step is not possible and needs special assistance for the overcoming. Examples are crises (e.g. economic crisis, revolution), in which goals cannot be achieved with ordinary measures. 
    The simplest solution is an extended schedule that that allows developing workarounds in order to bypass the hurdle.

  • Ridge
    The ridge refers to an unstable equilibrium. In this situation, it is difficult to decide, how, when and where the future will be. A nudge can be sufficient, in order to roll down the hill randomly. Examples are critical plants (e.g. nuclear power plants besides the ocean in territories with many earthquakes). 
    The direction of the further development is determined actively with short-term measures.

  • Edge
    The edge is an indication for risky situations. The drop height is so threatening that heavy damage must be expected. Examples are the missing availability of technical solutions (e.g. bandwidth, software) that are really needed. 
    The safest way is taking a step backwards and to look for alternatives.

  • Descent
    The descent marks gradual dismantling. Not every downtrend is bad. Slopes can be mastered safely with many small steps. Examples are gradual replacements of old systems by new ones. 
    The desired height of the steps determines the duration and risk of the way down.

  • Decline
    The decline determines an accelerating downswing. Because it goes downward almost by itself, energy must be applied for braking, in order not to lose control on the way down. Example is the creeping dissatisfaction of the staff in a change process. 
    The negative loop can be absorbed with early reactions to first signs of frustration and be reduced to an acceptable level, e.g. through measures that motivate the employees.

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