Supporting Material is available for this work. For more information, follow the link from
the Table of Contents to "Accessing Supporting Material".
Table of Contents
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Cultural Transformation Geniusys’ : Increasing momentum
in change management strategies
By Rohita Singh
Geniusys Pty Ltd.
47 Beaumont St, Waterloo, NSW 2017, Sydney, Australia
Phone: + 61 2 8399 0436
Mobile: +61 401 929 544
Email: Rohita.Singh@ geniusys.com.au
Abstract
How do you create an organisational culture where you can get the best out of your
people while still improving on your bottom line? If this question is one that interests
you, this paper will provide a forum to explore some new and innovating ideas. First
we will explore how we can use systems thinking to develop a strategic planning
framework that addresses key issues that impact the success of cultural transformation
programmes (CTPs). Next we will use systems thinking and the Geniusys psychology
dynamics model to explore how we can implement the strategy through coaching and
training staff. Practical steps will be provided that demonstrate how we can use the
Geniusys model to lower resistance and increase individual motivation towards the
CTP. We will look at how we can use the structure of language and specifically the
“motivation linguistics pattern”, as the key tool to increase the motivation of staff
towards the CTP.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Table of contents
i introduction ssisisscsssssovavacesessvsvavesoovovscasatoussoscscuacascesnuasrevssousaneusasssoeesautaestsstssuseasvee
De Hanover Insurance achieves superior performance
3; Geniusys Cultural Transformation Programme™ framework.
4, CTP diagnosis
5. Scenario’one: Shut down of CTP sssssssussisesessvessesnsascssrvssevvsseseeaseesssisesvtoonnvesiaaaseseoisey 7
6. Scenario two: CTPs that plateau .is....ssscsissssssssssssessssnsssasasvessaaascnssnstsasatvessaaasseneenny 8
Ts The hidden dynamics of the Resistance lOOp........scsssscssesseseeseesecseesseesesseeeeeneesnee 9
8. The complete systemic structure of the CTP .
9. Scenario three: Erosion of the desired culture
10. Scenario four: Counter intuitive sidaial that leads to an accelerated decline
of the CTP...
11. The first leverage pe point: The CTP Joop
12. The second leverage point: The Resistance l0Op ........s.ssesssessssesesseeseeeseesteeseesees LZ
13. CTP critical success f£aCtors........sccseesssecsssesssessueessseessessueessessssessseessuecssessneenee Ld
14. The structure of motivation... see seoessusessseessseessessseessseesseesneesseesnetsee LO
15. | Summary of the Geniusys psychology m model
16. | How we form mind - body states..
17. Using the Geniusys model to increase motivation of Change A dvocate:
18. Using the Geniusys model to decrease resistance of Change Resistors.............+ 17
19. Conclusion... ae anon ean cvnveceauevasecotesiaanisnwcseetepnxcepatsennseesssennee LO
20. Appendix A : Parallel session presentation.........ssssessseessessseessseesssecsseesssessee 21
21. Appendix’B : Proposal.for-wWorkshop.,.ccocressssecsvscarsvesesoresvosnsosssssssvostscsanveenensensess 21
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Cultural Transformation Geniusys ™
Congeniality in the workplace
1. Introduction
The alarm wakes you up at 6am on Monday morning with a familiar, yet annoying
“beep... beep...beep”. From here on, you have a choice.
You can either... ..
... Slam the snooze button as you realise with dismay that it is Monday morning. The weekend
has gone by all too quickly and now it is time to get back to the drudgery of everyday existence
as you trade your time for money for a significant proportion of the week. If you look at it
objectively, for the majority of the month, the year, ... your life. Familiar pangs of frustration and
resentment hit you as the alarm pierces your thoughts with its insistent “beep... beep... beep” .
You drag yourself out of bed and go through a well established routine made up of toothpaste,
shower, and breakfast.
On your commute to work you look around you at the familiar strangers and take sadistic
pleasure in noting their glum expressions that mirror yours as you collectively share the
experience of Mondayitis. You arrive at work to find that the report your boss has been
reviewing is on your desk. She was supposed to have given it back to you with her feedback a
week ago. Ofcourse, your deadline for completing the report hasn’t changed from Wednesday
even though your boss was late in getting the document back to you. The data analyst who was
putting the figures together for the report hasn't got back to you either. Why is everyone so slack
around here? You pick up the phone to vent some of your frustration on the analyst.
After a day of endless meetings with your team members that seem to go nowhere, phone calls,
crisis’s, threats from your unrelenting boss and your clients, you realise you are not going to be
able to pick the kids up from créche on time. You pick up the phone to ring your wife, bracing
yourself for the earful you are bound to get. You look at the watch, willing the hands to move
faster so that you can escape the four walls that seem to have a stranglehold on your life.
Before you know it, the workday is over. The moment you had been looking forward to with
eager anticipation is nigh and yet, instead of elation, you are left with an anti-climatic unease
and frustration as you look around your desk, wondering where the day went. You were so busy
fighting fires that you didn’t even get a chance to do any real work. The report will have to come
home with you....
You arrive at home, bringing all the frustration and anxiety of the day with you, etched in the
frowns and furrows of your face. After dinner you finally sit down to do some work on your
report. After an hour of working quietly, your eyes start to fall heavy as you start to nod off. You
have made a dent in your report, but it is going to be another long day tomorrow. As you get
ready for bed, you wish you could control time so that it was Friday afternoon again. Why can’t
it be Friday every day of the week? As you close your eyes, you breathe a sigh of
resignation....one down...four more days to go...
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Or you can... .
.. yawn and stretch and hit the off button on your alarm. You had a relaxing weekend with your
family and are equally looking forward to stimulating challenges and development opportunities
that your career allows you to experience. You put on your gym gear and jump in the car,
beating the rush hour traffic to work. You catch the early edition of the news as you pound your
way through your cardio workout at the gym at work. After a relaxing stretch and shower, you
walk into the breakfast bar at the cafeteria to the mouth watering smell of fresh bread and
coffee...
Ten minutes later you walk out of the lift onto your floor, feeling the freshness of toothpaste in
your mouth and the crispness in your mind as the endorphins from the workout course through
your body and put you in the best state of mind to meet and greet the challenges of your day...
As you walk to your desk, you notice the report your boss was reviewing and was going to get
back to you a week ago. On top is a note of apology along with an extension of the deadline from
Wednesday to Friday. You know that it is going to be tight, but the challenge motivates you. The
data analyst who was putting the figures together for the report still hasn’t gotten back to you.
You know she’s been having problems at home so you ring her up to make an appointment for a
mentoring lunch where you can explore how the company can best support her through a
difficult time whilst meeting internal targets. A good chance to put to use the coaching training
you received as part of your leadership development programme two weeks ago.
At 10am you call a team meeting to appraise everyone of the consequences of the delay in
completing the report on schedule. At the end of a really focused meeting, you are amazed by the
support and creative problem solving ability of your team. You breathe a sigh of satisfaction as
you make notes to follow up the progress of various sections of the report that different members
of your team have volunteered to tackle.
After a few unexpected phone calls and decisions that require your immediate attention, you
realise that it is time for lunch. Your boss swings past your desk to pick you up for the lunch
meeting with the clients to appraise them of the delay in the completion of the report. Now that
they've had some notice, they can plan around the delay. You catch your boss’s eye as you both
breathe a sigh of relief. After lunch you step outside to take a relaxing walk down to the local
park as you breathe in the crisp fresh autumn air.
After another focussed afternoon back at your desk, you gather your things and stop by the
ground floor to pick up your kids from the company créche. On your way home, you relax and
shed your workday with ease and grace as you touch hase with your kids. You plan dinner and
look forward to a relaxing evening connecting with your family and an early night in.
As your head hits the pillow, you breathe in a sigh of contentment. You wonder what challenges
and development opportunities await you tomorrow...
Which options most closely describes your working week? Which organisation would you
rather be working for? Which organisation would you rather put significant hours of your
waking time and energy into supporting?
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
2. Hanover Insurance achieves superior performance
Bill O’Brien, former CEO of Hanover Insurance claims “Our traditional organisations are
designed to provide for the first three levels of Abraham Maslow’s hierarchy of human needs -
food, shelter, and belonging. Since these are now widely available to members of industrialised
society, these organisational do not provide anything particularly unique to command the loyalty
and commitment of people. The ferment in management today will continue until organisations
begin to address the higher order needs - self respect and self actualisation.!”
This is the philosophy that allowed O’Brien to transform a typical authoritarian hierarchical
insurance company with a share price of 90 cents to a high performance organisation founded on
the values of merit, openness and localness. In 21 years Hanover Insurance went from one of the
lowest rated insurance companies in profitability and growth rate to sales of more than US$1.6
billion and a share price of $40, without any investment of new capital’,
Over this timeframe, Hanover employees didn’t get out of bed motivated by share price or sales
revenues. They got out of bed because they were working for a company which believed that the
best way to achieve economic performance was to invest in their individual growth.
3. Geniusys Cultural Transformation Programme™ framework
At Geniusys, we believe that the most sustainable competitive advantage any organisation has is
the quality of their greatest asset - their people. As leaders in our industry, we work with
innovative clients who are leaders in their industries and seek to achieve superior business
performance. By working with our clients, we link individual staff development to key business
drivers resulting in high individual and business performance. One of the key initiatives we have
to support this endeavour is our cultural transformation framework - Cultural Transformation
Geniusys™ .
Cultural Transformation Geniusys™ provides a framework for strategically planning an
organisation wide cultural transformation programme (CTP) in a way that is time and cost
effective while ensuring sustainability. The key to a successful cultural transformation is careful
planning and skillful execution.
Sometimes a CTP is initiated by visionary leaders who wish to make a significant contribution to
the organisation they are now leading.
These leaders perceive a gap between the current culture of the organisation and a culture that is
desired by the staff or leadership team. In instances of
installation of enterprise wide technology solutions, Current culture
outsourcing, downsizing, mergers, rapid growth, or any
significant change in strategic focus, this gap becomes ;
even more evident. When hamessed with skill, this gap Desired
can provide creative tension which generates enormous Ga
momentum for the CTP and stimulates the creation of a P
high performance workplace.
' The 5" Discipline Fieldbook, Peter Senge et al, pg 24
? The 5" Discipline Fieldbook, Peter Senge et al, pg 311
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
In order to define the gap in a meaningful way we first need to have a very clear and realistic
understanding of the current culture as well as obtain organisation wide input to form a bold and
visionary view of the desired culture. Above all, we need to ensure we have useful ways of
measuring and tracking the changes in both.
Once we have identified and defined the gap, we can do one of two things - ignore it or take
action. The danger with the first approach is that if the leadership team does not shape the culture
intentionally other organisational forces will. A large gap is likely to lead to disgruntled staff and
high turnover. Along with these employees, knowledge and skills critical to the organisation’ s
success may also walk out the door. Loosing the war for talent may jeopardise the organisation’ s
competitive edge. This is especially applicable to professional services organisations.
The alternative approach is to initiate a CTP. The aim Curent culture
of the CTP is to cause the current culture to shift and
come closer to the desired culture. Desiea cane CTP
“Mise gs Gap a.
4. CTP diagnosis
The first step in initiating a CTP is to identify
problematic symptoms of undesired behaviour in the organisation. An investigation of these
symptoms will most likely lead to identifying structures in the organisation’ s systems that cause
unintended consequences. Managers do not make ineffective decisions because they like
operating that way. Often, hidden dynamics in the underlying systemic structure of the
organisation are the real culprits of undesired behaviours in the organisation. These could include
a wide variety of factors including policies, reward structures, chain of command, roles &
responsibilities, training policies, salary & bonus structures etc.
The next step in the Cultural Transformation Geniusys™ framework is to diagnose the client's
unique set of organisational structures that cause the unintended organisational behaviours.
One thing that will be common to all cultural transformation programmes is the momentum and
rate of conversion of staff from the old culture to the new culture. For this reason, the scope of
this presentation, we will be limited to exploring the factors that impact the momentum of the
CTP as well as staff uptake and retention rates. The staff conversion and retention rates are
critical success factors to any CTP.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
At the end of the implementation of a successful CTP, we can expect our current and desired
cultures to look like this3:
Shifts in
current culture Desired Culture _&N4
Desired
culture ar a +
Curyént culture
\ sso btap C1P CTB
+
Stat & 10 15 20 25
Months
As the CTP takes affect it causes shifts in our current culture reducing the size of the gap
between the current and desired cultures. This increases the momentum of our CTP which in tu
accelerates the shifts in our current culture until by the end of the CTP, the gap between the
current and desired cultures has been bridged.
5. Scenario one: Shut down of CTP
Unfortunately a lot of CTP’s don’t always achieve their desired culture. One of the most
common reasons for this is that there is a delay between the initiation of the CTP and a visible,
measurable shift in the current culture. Understanding and managing this delay is critical to the
organisation’s CTP. For example an organisation that has planned a 2 year CTP may be into its
10" month. It is under significant pressure to demonstrate tangible results from the programme
sponsors. “How do we know that it is working? Y our team has four weeks to demonstrate
tangible and financial results from this programme” they declare as they threaten to withdraw
funding and shut down the programme, having deemed it an unsuccessful attempt.
Shifts in
Desired Culture current culture
Desired 4
culture = Bay
\ psa ct ETB
+
Stat 5 10 18 20 265
Delay Months
$ Timeframes for CTPs can range from a few weeks to several months and are largely driven by the scope of the
programme as well as the size of the organisation. This example is illustrative and assumes an organisation wide
CTP for a large global company. The underlying dynamics of the cultural system are independent of the timeframe
of the programme.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
What can happen in this scenario is that everything is on track and the CTP simply needs more
time to go past the delay period before tangible and visible results can be measured as shifts in
the current culture. The reality might be that because of the delays built into the system the best
intervention in this case is to do nothing and simply give it time. This is very hard to justify to
the programme sponsors unless we have a clear understanding of the underlying dynamics of this
system.
6. Scenario two: CTPs that plateau
The second most common reason why CTPs fall short of their goal is because of the implicit
assumption that everyone in the organisation will react in the same way to new initiatives. This is
not usually the case. If we break our total staff numbers into categories by how receptive they are
to change in general we might get the following distribution:
ra
& '
2 Resistence rate
§
ra
&
oO CAc| C.R a
< C.Ap co CTP momentum
Sic cB ee loop
g ’ :
x} Perceived threat by
3¢~—_ Staff categories by level of change Daay TeSstnrs y
acceptance
The Change Initiators (C.1) thrive on change and may even love change for the sake of change.
The Change A ppreciators (C.Ap) enjoy change and can see the value of doing things differently
if it leads to improved ways of working. The Change Acceptors (C.Ac) accept changes once they
can see how the Change A ppreciators have improved their ways of working by accepting the
initiatives. The Change Resistors (C.R) may not accept the change until it becomes increasingly
inconvenient not to do so. The Change Opposers (C.O) may provide passive resistance and not
buy into the initiatives until there are no longer any alternatives. The Change Blockers (C.B)
may actively oppose the initiatives or leave the organisation if they perceive that their efforts to
block the initiatives are no longer working. We can generally categorise the change Initiators,
Appreciators and A cceptors into Change A dvocates and the Resistors, Opposers and Blockers
into Change Resistors.
In the early days of the CTP the majority of the staff who have been won over to the desired
culture will be those who have a natural propensity for change (Change Initiators, A ppreciators
and some Change A cceptors). In order to create a sustainable desired culture we need to win
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd.
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
over a critical mass of Change A dvocates in a timely manner. Our current culture and staff
distribution at this point in time may look like this:
cB Urrent culture |
Stat & 10 15 2C 25
Delay” ~— Months
>
= Staff won over to desired culture S
i 6
Do jis o
8 @ Desired Culture
a
$ § Current ,
2 GR = uptake
s cic S)
=
S
o
-
°o
s
Staff categories by level of change
acceptance
Our change agents have managed expectations with
stakeholders well and have passed the delay period.
Things appear to be going well until in a few months
they notice that our CTP is reaching a plateau. Our
initial success has stagnated and no matter how much
we push we can’t seem to get more steam behind our
CTP. What went wrong?
Desired Culture
Cultural hierarchy
Urrent culture
Stat § 1C 18 20 26
Delay Months
7. The hidden dynamics of the Resistance loop
The stagnation of the CTP is actually caused by a hidden dynamic in the organisation’ s cultural
system. The delayed side effect of the growing momentum of the CTP is that the staff segments
that are naturally resistant to change perceive the new culture as a threat. This perceived threat
has resulted in an increase in the level of resistance they offer. This resistance in turn causes the
momentum of the CTP to slow down leading to the plateau observed in the graph above.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 9
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
8. The complete systemic structure of the CTP
The complete systemic structure of the CTP dynamics now looks like this:
Shifts in Resistence rate
current culture
Desired le
ay nate loop
+Size of gap CTP loop CTP momentum
Perceived threat by
+ ;
\er tee
If the resistance rate balancing loop is as dominant as the CTP loop, the resistance rate will equal
the CTP momentum rate and the programme will plateau. We have picked the low hanging fruit
and won over the Change A dvocates but we never really realise the full potential of the CTP as
we reach a deadlock with the Change Resistors.
9. Scenario Three: Erosion of the desired culture
If the resistance loop becomes more dominant than the CTP loop, it may cause the current
culture to fall back to the original levels. If we are not careful how we manage this, the resistance
can even place pressure on the desired culture, eroding it and bringing it closer to the original
culture we started off with. If this happens, staff who had initially embraced the new culture will
either leave or fall back into the old way of doing things as the desired culture becomes “too
hard” to achieve. This is especially the case if we have not reached a critical mass with the
number of people we have won over to the desired culture.
Shifts in Resistence rate
(me couIEN
Desired
culture, (
ay at loop
Senta ome rm Orr momentum Perceived threat by
ais 4. resistors
“I do things the new way but my boss doesn’t support my initiatives”, “It is easier to fit in if I
continue to work in the old way”, “I am the only one in my team who thinks this way”, say the
disgruntled Change A dvocates as they give up and revert back to the original culture. Instead of
riding off into the sunset with a victorious whoop, our CTP has been pronounced a sentence of a
slow and painful death. This increases the cynicism of the once hopeful Change A dvocates to
embracing future change initiatives.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 10
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
10. Scenario Four: Counter intuitive strategy that leads to an accelerated decline of the
CTP
So how do we hamess the full potential of the initiative and create a high performance workplace
as a result of a CTP that looks like this:
{0 Staff won over to desired culture
Cultural hierarchy
% of staff in each category
Staff categories by level of change
Stat 5 10 15 20 25 acceptance
Months
The intuitive answer might be to push the CTP even harder and increase the momentum by
increasing the number or frequency of the initiatives within the programme. Unfortunately the
side effect of this is likely to be that the resistors feel even more threatened and dig in their heels.
The harder we drive the CTP loop, the more dominant the resistance loop will become. This
accelerates the decline of the CTP.
11. The first leverage point: The CTP loop
At Geniusys we work with our clients to help them Shifts in
understand and manage the leverage points in their acer ane
CTP systems. The first leverage point is Desired
represented by the delay in the CTP balancing culture ar a *
loop. First we determine the length of the delay f Day
using system dynamics. We also ensure that {Size of gap CTP loop moist
stakeholders understand the impacts of this delay ha
and base their funding decisions on their
understanding of the dynamics of the CTP over
time.
Next we work with our clients to reduce the length of this delay’. We do this by using the
cognitive behavioural psychology based Geniusys’ model to understand the dynamics of the
organisation’ s staff. Next we use these powerful psychology based tools to influence their
thinking and behaviour to accelerate the buy in to the new culture. This approach works
particularly well with Change A dvocates.
“In our example, the delay period has been reduced from the original ten months to three months.
° For a complete explanation of the Geniusys model, please see www.geniusys.com.au/resources
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 11
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
12. The second leverage point: The Resistance loop
The next point of leverage lies in the resistance
balancing loop. The counterintuitive strategy of
managing the growth of the CTP by focussing the
organisation’ s valuable resources on slowing down the
resistance loop is the best way to ensure the
sustainability of your CTP.
Cultural hierarchy
We do this by using the Geniusys model to determine
the underlying structure of the Change Resistor’ s n n + n n
thinking. Next we use associated cognitive behavioural Stat 5 10 15 20 25
psychology tools to persuasively influence their tae, Months
thinking and lower their resistance. This counter y
intuitive strategy also reduces the cost and timeframes’ for implementing this programme as a
result of investing in specialised skills and knowledge.
13. CTP critical success factors
Achieving critical mass in the conversion rate of staff from the old culture to the new culture in
the shortest time period possible is the single most important factor in the sustainability of any
CTP. For this reason, in the two critical success factors we have looked at are:
The rate of staff conversion from the old to the new culture;
The rate of retention of staff who have converted to the new culture;
The conversion rate of staff contributes to the momentum of the CTP. The retention rate
contributes to the sustainability of the CTP. Reducing the delay in the CTP loop by accelerating
the buy and lowering the resistance rate in the Resistance loop, work together to increase both
the momentum and the sustainability of the CTP.
° In this example, the overall timeframe for the CTP has been reduced from 25 months to 18 months as a result of
investing in specialised skills and knowledge. This results in a reduction of programme costs as the results are
achieved in a shorter timeframe.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 12
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
14. The structure of motivation
One example of how we use the Geniusys model and associated psychology based tools to
achieve the above results is by working with the motivation of staff towards the changes brought
on by the CTP.
Meta Programmes are a model we use to categorise cognitive processes into five major
categories; Cognitive, Emotional, Conative, Responding and Conceptualising. These are further
divided onto 51 sub categories. Unlike other “personality mapping” tools like Myers Briggs,
Birkman etc, Meta Programmes are defined by a sliding scale for each Meta Programme.
Motivation is one of the Meta Programmes. On one end of the scale we have people who are a
“towards” type and on the other we have people who are “away from”.
People who are on the “towards” end of the scale are more motivated by positive outcomes and
goals that are important to them. If we use the simplistic pain / pleasure measure, they are more
motivated by things that cause them to move “towards” pleasure. Most Change A dvocates will
tend to fit this category. We can use this understanding to increase the Change Advocates’
motivation towards the CTP. This reduces the delay in the CTP loop and increases the
momentum of the CTP.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 13
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
15. Summary of the Geniusys psychology model
The Geniusys model states that we build our intemal mental models of the world through a
process of filtering external reality through our physiological (our five senses) and our
psychological (our Meta Programmes and belief systems) filters.
ie) Flexibility of
Accuracy of sensory filters
mental model 4
B
External os Self actualising
realit . balancing loop
of gap =
‘ate of flexibili
of filters
This filtered information is first registered by our subconscious mind as a primary state. Often
we feel primary states as physical sensations in our mind - body system. An example of a
primary state might be getting butterflies in our stomach before we give a public speech. As
human beings, a lot of our conscious thinking takes place when we give meaning to our primary
states to create meta states. Meta states are responsible for most of our higher level thinking. In
our example, this might be how we think and feel about the fluttering butterflies in our stomach
before making a speech.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 14
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Intensity of
meta states
Rate of NIF reinforcing loop
due to meta states
Rate of NIF
|_| due to association
Intensity of
primary state
NIF =Neurological
impulse flow
16. How we form mind - body states
We can represent both primary and meta states as stocks that accumulate over time due to a
process called association. If we remember a time in the past when we have been embarrassed
whilst making a speech, we are likely to have a negative association with that experience. Based
on our associations, we will give an internal meaning to the experience of “making a speech”. In
our case, we have a negative association with making speeches, so it is likely that we give the
current experience a negative meaning. This might triggers thought like “I hate making
speeches”, “Those people will make fun of me”, “What if they don’t agree with me” etc.
Associating these negative or unresourceful meanings leads to meta states like nervousness and
anxiety. We can also represent the intensity of meaning as a stock. In our example, the greater
our original embarrassment at making the speech (intensity of primary state stock), the more
intensely we will allocate a negative meaning to giving a speech today (intensity of meaning
stock).
The more intense these negative meta states, the higher the rate of neurological impulse flows
(NIF) in our body that will amplify our primary states, creating the States Reinforcing loop in the
Geniusys model. Neurological impulse flows (NIF) are the neurological biochemicals generated
in our body as a result of the thinking process. These include neurotransmitters, peptides and
steroids. These rates of neurological impulse flows are responsible for the levels of the primary
states, meta states and meaning stocks.
The combination of primary and meta states build up our states of mind and body, which we
release through our words and actions in the external world. What meaning we allocate to our
primary and meta states is one of the leverage points in the Geniusys model.
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 15
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Rate of NIF reinforcing loop
due to meta states
Rate of NIF
behaviou due to association
Intensity of
primary state
NIF =Neurological
impulse flow
17. Using the Geniusys model to increase motivation of Change Advocates
We can use this structure of the thinking process to
work with our Change A dvocates as well as ourChange
Resistors to reduce resistance and increase buy-in for w |
our CTP. Our Change A dvocates, by definition are 2 |
likely to have given positive meaning to the change @ I
occurring as a result of the CTP. They will have already +5 i |
created meta states of acceptance and approval towards = — 10 15 20 |25
the CTP. We can increase the momentum of the CTP 2 nano'seconds
by using a psychological process called the “linguistic <=
motivation pattern” to enhance the positive meaning Apply “motivation pattern”
they give to the CTP.
This will create more intense resourceful states Shifts in
like enthusiasm, excitement and even evangelism.
These more intense (increased level of meta states . current culture
stock) mind - body states are likely to increase the Degired aps +
intensity of our Change Advocates’ words and = Delay
actions in the extemal world. This results in \ sie ofgap CTPloop CTP
momentum
greater retention of the staff who have been
converted to the new culture. It also has the
additional benefit of “infecting” other staff
members with their resourceful states of
enthusiasm and excitement, further accelerating their conversion and reducing the delay in the
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 16
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
CTP loop. This is one of the ways in which we use the Geniusys model to take advantage of our
first leverage point in the Geniusys Cultural Transformation framework.
18. Using the Geniusys model to decrease resistance of Change Resistors
The same structure in the Geniusys model is also responsible for the resistance of the Change
Resistors. They are more likely to fall in the “away from” end of the motivation Meta
Programme scale. They are motivated by trying to get “away from” pain, as opposed to moving
“towards” pleasure. Their primary concem will be the loss of security and fear of the unknown.
In this case we will use the Reinforcing Loop in the Geniusys model to reduce the resistance of
the Change Resistors, but in a different way. It is important to realise that our starting point with
this group is likely to be from unresourceful states of fear and anxiety brought on by the new
initiatives. Telling them about all the wonderful opportunities of a flatter hierarchy and
performance based bonuses are likely to fall on deaf ears. In more extreme cases, this might even
increase resistance.
The first thing we need to do is use a psychological process
called the “emotional intelligence scales” to reduce the Resistence rate
intensity of their unresourceful or negative states. Here we
reduce the intensity of their fear and anxiety and this in tum
reduces the resistance in the resistance loop of our CTP CTP momentum “He
framework. We can do this either in a one on one coaching or Resistence loop
a group training format. Delay Perceived threat by
resistors
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 17
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
Once we have brought their primary and meta states to a more neutral position, we can use the
“linguistic motivation pattem” to build these neutral states into positive resourceful states or
acceptance and enthusiasm.
Resoyrcefu
states
Apply|“motivation pattern’
Intensity of meta states
lurcefu
Cc
I
oO
20
g
les Apply femotional
intelligence} scales pattern”
Not only have we reduced the resistance rates in the resistance loop, we have also reduced the
delay in the CTP, providing even more momentum and sustainability in our overall CTP.
Shifts in Resistence rate
current cane
Desired
culture
sl Resistance lo =
\ sie of gap CTP loop CTP momentum
Perceived threat by
cy ert
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 18
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
19. Conclusion
This is one example of how we work with our clients to save time and money in their CTP
initiatives by taking advantage of the leverage points that are part of the underlying systemic
structure of their organisation. This is how we can get our CTP from:
Desired Culture
Desired Culture OR
Cultural hierarchy
Urrent culture
Stat 5 10 18 20 25
Stat & 10 1& 2C 26
Delay Months Deny” Months
TO THIS:
z
2
2: F End
@ Desired Culture
=
ro
5 Gap
Ss Curpént culture
1s)
Stat 5 10 15 20 25
Months
OR EVEN THIS:
belay Months
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 19
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
The key benefits of the Cultural Transformation Geniusys™ framework that we have covered in
the scope of this presentation are:
OC Reduce overall costs and timeframes in the CTP;
O Provide a framework for strategically planning the CTP before investing significant
resources in implementing the initiative;
O Create a high performance workplace by increasing the effectiveness of the CTP;
O Ensure sustainability of the CTP so that the desired culture becomes status quo;
Additional benefits of using the Geniusys approach to Cultural Transformation Programmes that
are outside the scope of this presentation include:
O Provide evidence of tangible / financial benefits as a result of the CTP;
O Win the war for talent by increasing alignment between the organisation's staff’s
personal values and the organisation’ s culture;
O Improve staff’s analytical, critical thinking and problem solving skills;
O Increase staff’s emotional intelligence whilst enhancing their communication, facilitation,
negotiation, persuasional influencing and leadership skills;
For more information please contact us at info@ qeniusys.com.au
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 20
International System Dynamics Conference 2004, 25" - 29") uly 2004, Oxford, UK
20. Appendix A : Parallel session presentation
The Cultural Transformation Geniusys model is best presented as a parallel session at the 22"
International System Dyanmics conference 2004. At this presentation participants will explore how we
can use systems thinking to understand the organisational structures that drive the momentum of a
cultural transformation programme (CTP). Next we will use systems thinking to development a strategic
planning framework to maximise the efficiency of the CTP.
We will also explore how we can use the Geniusys psychology dynamics model to work with staff to
increase the conversion rate of staff from the current to the desired culture. We will do this by using the
Geniusys model to lower their resistance towards the changes and then increase their motivation towards
the programme. The subsequence workshop will demonstrate the “motivation linguistics pattem”, which
is the key tool used to increase the motivation of staff towards the CTP.
21. Appendix B : Proposal for workshop
The purpose of this workshop is to provide a practical demonstration of how the Geniusys psychology
dynamics model can be used to increase the motivation of staff towards an organisation wide Cultural
Transformation Programme. At this workshop participants will:
e Explore the complex dynamic feedback loops that make up the structure organisation wide
cultural transformation programmes;
e Explore common scenarios that result in organisations not achieving their desired culture;
e Identify the leverage points that will accelerate the conversion of staff from the current to the
desired culture;
e Learn how the Geniusys psychology dynamics model can be used to lower the resistance of staff
towards changes that are a consequence of the CTP;
e Lear how the Geniusys psychology dynamics model can be used to increase the motivation of
staff towards the CTP initiatives;
e Get ademonstration of the “linguistics motivation pattem”;
e Leam how to use the “linguistics motivation pattem” to increase their own motivation whenever
they need to, as well as how to work with others to increase their motivation levels for any task at
hand;
The content of the workshop will closely follow the structure of this article. The time requirement for this
workshop is approximately 2 hours.
The format for the workshop is as follows:
Section 1: Presenting the Cultural Transformation Geniusys framework 50 mins
Section 2: Introduce the Geniusys psychology dynamics model and how we can 30 mins
use this to accelerate the CTP initiatives
Section 3: Demonstration / audience participation of the “linguistic motivation 30 mins
pattern”
Section 4: Questions and answers 10 mins
©All rights reserved, Cultural Transformation Geniusys™ and geniusys® are trademarks of Geniusys Pty
Ltd. 21
Back to the Top
CC BY-NC-SA 4.0