"Cultural transformation happens when people in the organisation become deeply aware of their motivations and are encouraged to align these motivations with the strategic intentions of the organization." Richard Barrett
The beating heart of an organisation is to be found in the values and behaviours that drive everyday interaction and action. For enterprises to attain greater level of performance and sustainable growth, we need to encourage and facilitate conversations that unlock people intrinsic motivators and connection to the company’s vision and the overall strategic direction of the organisation.
Moving beyond organisational development models that see company’s performance through rigid structures and systems, holistic models of Organisational Development (OD) respond to the evolutionary changes that occur within the ecosystem when inner dynamics are unveiled, and systems thinking expand towards shared-value creation.
Such models identify and recognise the purpose of intrinsic motivators in leading the organisation to the sought transformation and change, creating shifts in behaviours that elevate the collective consciousness of the organisation.
Human-centric models like the one proposed by Richard Barrett, are conducive of the evolutionary shift taking place in the heart-consciousness of the enterprise when the different organisational layers are integrated with the strategic goals of the organisation, through cohesive action and clarity in direction.
Inspired by Abraham Maslow’s Hierarchy of Needs, the model lies on the foundational principle that organisational motivation hence performance and growth, arises from the interaction of seven dimensions that hold the key to the cultural transformation sought by the enterprise.
Instead of focusing on the fabric of the organisation as a series of isolated instances, the Model emphasises their synergistic effect in elevating self-awareness to guide people towards greater levels of collective consciousness, in turn generating more collaboration and strengthening the sentiment of shared purpose which will resonate with the values and behaviours of the enterprise.
In simpler terms, integration and harmonisation of systems and processes is achieved by supporting the alignment between the lower (a progressive move away from survival responses) and higher layers (coordinated effort and authenticity) that meet at a median point where the organisation has achieved the sought evolution in thinking and resulting behaviours.
In contrast with Maslow's pyramid, whereby self-realisation would be experienced only upon fulfilling each of the previous needs in successive steps, this holistic organisational development model advocates cultural transformation as consequential to conscious leadership effort and intervention at each level of the organisation, to unleash the inherent potential within.
Of particular relevance in its overall purpose, are four fundamental premises or "mantras" that reinforce the pathway to a unified organisational heart-consciousness.
Cultural capital is seen as the new frontier of competitive advantage in today’s World of work, promoting innovation and collaboration, and fuelling greater performance.
Secondly, cultural transformation and sustainability are determined by a paradigm shift whereby organisations don’t transform unless changes in people behaviours and sentiment are observable and measurable in the fabric of the organisation.
Furthermore, organisational transformation is attained as a compound effect of leadership becoming catalyst for change at all levels of the organisation.
Last but not least, change initiatives that are initiated from a dimension of deeper awareness and understanding of systems thinking in shaping organisational dynamics, bring forth change efforts that enable evaluation of outcomes though observing shifts in behaviours in the organisation which yield the sought transformation.
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How are you unlocking the full potential of the organisation?
Model credits Richard Barrett
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You can explore this model in more details here: https://assets-global.website-files.com/5da907821e9c2c81a986dd1e/60f16ecca8dae06aa6d0bdcd_seven-stages-of-organizational-development_60f0060b.pdf
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About the Author: Monica is a Human-Centric Transformation & Change Specialist, Leadership & Wellness Coach. Learn more about her work here.