Review the system - memecon

We should always be aware that we can only process seven-plus-minus-two chunks. Simple processes can be refined by gathering experience, learning from it, and ultimately applying that knowledge to achieve success. Systemically, the whole thing becomes clearer, and more effective measures emerge.

Our example focuses on change and the resulting resistance. The most significant pressure to change comes from IT components that permeate all areas of the company. For those affected, this means they must rethink and redo a considerable amount of work. The roles involved are consolidated and condensed into a manageable number.

Similar roles can be used simultaneously in different functional areas. For example, management roles serve the same purpose but in other functions. Controllers oversee key performance indicators, which can vary slightly depending on the topic area.

The processes can be described with a process map, a customer journey, SIPOCs, or other procedural diagrams, as long as the depictions are printable.

Effects are implications that are passed on from one element to another. The elements to be supplied are identified by the question: Which outputs or effects influence which elements? Increasing change in the situation (e.g., additional actions required in the identity, business model, or strategy) increases the need for leadership, for example, to create transparency, set goals, and make decisions.

Cycles become visible when many elements are described in terms of their correlation with one another. In the simple case, between two elements (see effects) or across several elements. The situational change affects the agency gap, which in turn influences the participants' resistance, and this resistance affects the situational change. This cycle escalates through a continued self-reinforcement of its elements until it collapses. In the example, leadership intervenes to prevent escalation (see consequences). If the changes recede, the elements calm down, which means that all parties involved are in control of the situation and have no reason to resist.

The solution to this cycle can be found in the overall system, where the self-reinforcing cycle is interrupted by leadership (see effects).

Changes always occur in three dimensions: spatial, temporal, and topical. The space is accessible from different local perspectives: from above, from below, from a distance, or in the midst of the action. Time takes us back to the situations we have experienced, into the future with current expectations, or allows us to observe what is currently happening. Topics arise from the subject areas, characteristics, or circumstances.

By changing the observation post, we gain more insights. Each insight has its defined context in the 3D-Action-Frame and leads to alternative facts.

Please note: These effects are often hidden in the blind spot during planning and can have significant consequences, regardless of whether they are minor or greater.

These elements influence a few other elements and, in turn, are not significantly influenced by them. Passive system elements are ideal indicators because they absorb impulses without affecting other people.

Let’s look at the example Resistance. Our exemplary system components are positioned in the following diagram based on their relationships.

 

The external starting points are political, economic, social, technological, and ecological influencing factors that have an impact in the respective context and can only be influenced to a limited extent through appropriate lobbying and communication. However, the interpretations can be aligned with your perspective. All impulses have a glocal effect.

The unstructured result is documented so that it can be processed in the next phase.