Leveraging Fractal Technology to Scale Change Initiatives

Leveraging Fractal Technology to Scale
Change Initiatives

Pravir Malik
Aurosoorya

San Francisco
USA

Copyright Aurosoorya. www.aurosoorya.com

The Most Beautiful Thing We can Experience is the
Mysterious. It is the Source of All True Art and Science
(Albert Einstein)

Copyright Aurosoorya. www.aurosoorya.com 2

Contents
• Overview of Fractals
• Fractals in Organizations
• Scaling Change in Organizations
• Change at the Global Level through Fractal Technology


Overview of Fractals


A Fractal Generator


Fractals in Nature

(Fractal = a pattern that repeats itself on different scale)


“Fractal geometry will make you see everything
differently…Never again will your interpretation of
these things be quite the same. ”
— Michael F. Barnsley
Fractals Everywhere (2000)


Fractals in Organizations


Differences, borders, lines, surfaces and boundaries do not really divide things
from each other at all, they join them together. All boundaries are held in
common. Alan Watts


Organization Landscape: Comprised of Repeating Patterns

(Source: Cover of „Connecting Inner Power with Global Change: The Fractal Ladder‟ )


Physical, Vital, Mental – Architecture of the Organizational
Fractal

PHYSICAL
• Impulse to keep things as they are
• Rule of thumb: defined by “what the
Mental
Physical
eye can see”
MENTAL
• Change dictated by thought and order
• Rule of thumb: defined by “thought
and the idea”

VITAL
Vital
• Impulse to change things, employing
energy
• Rule of thumb: defined by “assertiveness
and play of energies”

A CLAIM: Every single organization dynamic we encounter or can envision can be
understood in terms of the physical, vital, and mental components and orientations

11

The Human Level – Perceptions of Life
Millennial Shifts

Environment/System/Market

Organization

Human

Mental Purpose
Natural
Progression
of Time Vital Randomness

Physical Deterministic

World is what the Many random Conscious
eye can see; Genetics forces: strongest design; personal
determine prevails purpose
possibilities
Degrees of Freedom


The Human Level - Successfully Managing States of Being
Millennial Shifts


Organization

Human

Mental Reason
Natural
Progression
of Time Vital Passion, Anger

Physical Boredom

Fixed world with Bringing in Bringing in
not much to do movement intelligence, thou
ght

Degrees of Freedom


The Human Level – Progression Through Life
Millennial Shifts


Organization

Human

Mental Reflection
Natural
Progression
of Time Vital Assertiveness

Physical Stability

Taking care of Experimentation Contemplation
the basics and increased and deeper
dynamism reflection

Degrees of Freedom


The System Level - Economy
Millennial Shifts


Organization

Human

Mental Digital
Natural
Progression
of Time Vital Industrial

Physical Agricultural

Physical Creation of flows: Concept-
labor, physical transportation, co driven, idea
devices, physical mmunication, reso leading to
products urces formation –
company, industry
Degrees of Freedom


The System Level – Digital Economy
Millennial Shifts


Organization

Human

Mental Value-Web
Natural
Progression
of Time Vital eCommerce

Physical Brochureware

Digital Mapping of Redesign of
representation of selected business business model
existing materials flows onto based on Internet
Internet characteristics

Degrees of Freedom


The Organization Level - Innovation in the Business World
Millennial Shifts


Organization

Human

Mental Conceptual

Vital Financial
Operational
Level

Physical
Material

Traditional Financial Concept-
products, performance, sal driven, free of
markets, es growth old boundaries
approaches

Degrees of Freedom

The System Level - Physics
Millennial Shifts


Organization

Human

Mental Unified Theory
Natural
Progression
of Time Vital Quantum View

Physical Atomic View

Isolated building Process/flow Conceptual view
blocks orientation

Degrees of Freedom


The System Level – Macroeconomics (Currency Exchange)
Millennial Shifts


Organization

Human

Mental Demand-supply
Natural
Progression
of Time Vital Balance of power

Physical Gold standard

Physical standard Manipulation Global demand
based on and supply
perceived
power

Degrees of Freedom


The System Level – Global Politics
Millennial Shifts


Organization

Human

Mental Globalization
Natural
Progression
of Time Vital Cold War

Physical WW1, WW2

Physical Leverage on Sophisticated
confrontation, phys emotions - fear planning
ical restructuring

Degrees of Freedom


The System Level - Making Sense of Market Crashes

Democratization of Markets:
Amazon
Google
eBay
Yahoo
Fundamental
struggle of
contradictory

Entire financial edifice toxic
forces
West – Japan – S.E. Asia - Russia

Mortgage-based bonds
DJIA plunges 20% in 1 day
Pharma WEALTH?

No due diligence
O&G
From multi-dimensional to surface Retail Occupy
value F&A
Change in Stock mkt Toxic assets as collateral Banking
exchange rates; crashes; value –
loosening of global casino
money supply; mentality
Inflation;
notion of wealth
+ OPEC oil
embargo
=>> mkts down
by 40%

Abandon: gold
standard; US$
currency peg

1973-74 1987 Global 1990s 1998 2000 2004 US 2007 – 09
US Bear Synchronized Japanese Russian Dotcom Housing Bear
Market Crash Asset, Asian Financial Crisis Market Market 2010 – 12
Crises Crisis Greek
Debt, EU
Sovereign
Copyright Aurosoorya. www.aurosoorya.com 21 Debt

Millennial Shifts Level - Evolution of Life on Earth
Millennial Shifts


Organization

Human

Mental Animal & Man
Natural
Progression
of Time Vital Simple Life

Physical Inanimate Matter

Stones, basic Single-celled life, Rudimentary
elements more complex mind, more
forms, plants complex mind

Degrees of Freedom


All Habits – Limiting or Helpful - That Individuals Display Are
Constituted By the Same Components
Physical

Mental
Vital

Persistence = neural networks

Persistence = neural networks

“No point trying to
Inertia change anything, it will
not succeed”
“I get what I want”
Anger


Scaling Change in
Organizations


Scaling Change in Organizations

• By many estimates as many as 70 – 90% of change initiatives
fail
• The “Team” is the lynch-pin in orchestrating change
• Need to understand and shift fractal dynamics occurring at the
level of the team

Scaling change in organizations
requires the emergence and
reinforcement of fractals of
harmony


Stages of Team Development
Level of Productivity

Performing

Mental

Norming

Vital Storming

Physical Forming

Safe, Energetic, Rational,
Status Quo Irrational Productive

Physical Vital Mental

Nature of Interaction


Stage 1 – Forming (Physical)

• Desire to be accepted by others
• Avoid controversy and conflict (a lot may not get done as a
result)
• Serious issues and feelings are avoided
• Focus is on being busy with routines (roles, organization etc.)
• Individuals are gathering information and impressions about
each other
• Members tend to be quite independent of each other

27

Stage 2 – Storming (Vital)

• Different ideas compete for consideration
• Team begins to focus on what problems they are really trying
to solve
• Team members confront each others‟ ideas
• Some team members will focus on minutiae to evade real
issues
• This stage can be contentious, unpleasant, even painful to
members who are averse to conflict
• Tolerance of each team member is critical
• Some teams will never develop past this stage

28

Stage 3 – Norming (Mental-I)

• Team comes up with one goal and a mutual plan
• Members respect each other‟s opinions and value their
differences
• Team is putting team operating guidelines into practice
• Trust between team members increases
• Responsibility shifts from self-achievement to team-
achievement

29

Stage 4 – Performing (Mental-II)

• Get to a high-performing level: job is done smoothly without
inappropriate conflict
• Team members are interdependent
• Team members are competent, autonomous, and make
decisions effectively
• Dissent is allowed and channeled effectively
• Supervisors are participative as opposed to directive

30

General Questions To Understand Nature of
Interaction
• How do members respond to pressure?
• How do members get along with one another? What is the level of tolerance between team
members?
• Are there serious issues and feelings that have been avoided? Are real issues being addressed
by the team?
• What is the level of confrontation? How does this show up in the team?
• What leadership patterns have emerged?
• Does the team agree on a single goal and a mutual plan?
• What is the nature and result of conflict? How is conflict managed?
• How are decisions made?


Aurosoorya On-Line Team Development
Environment


Typical Patterns - Storming

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Typical Patterns - Norming

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Typical Patterns - Forming

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Typical Patterns - Performing

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State-Based Summary Snapshot

Assessment:
•There is a lot of good-will and positive energy in the group. The intention to do the right thing is there.
•At the same time physical, emotional, and mental capacity of the team is being drained (looking at the Opportunity-based
patterns) because of some recurring themes.
•Overall the team needs to break through to the „Norming‟ Stage. This will require more process-based dialog and effort by
the team.


High Intensity Themes

Intensity State Event Origin

10 Complacency I want more direct communication and feedback from my team members. Physical

9 Fatigue re: their is really a discrepancy in what some people feel they are giving and what others perceive they are giving Physical

9 Fatigue There is more work to do than hours do it in. Physical

9 Flexibility conflict requires flexibility - this team is very flexible - changing priorities constantly Physical

9 Sensitiveness It is difficult for people to give me feedback because I take things too personally. Vital

Unclear about ultimate goals. Each member might have a different view of a central and single goal that will have
8 Fragmentary greatest impact. Mental

Because the demands placed on the team are great, the members avoid exposing their true feelings for one 's sense
8 Sensitiveness of safety and to avoid misunderstandings. Vital

8 Sensitiveness Some decisions are reached by consensus which at times backfires. Vital

8 Fear fear of confrontation Vital

8 Anxiety Is there enough trust in the group to be really honest with each other to change the team dynamics. Mental

8 Haste Sometimes too much haste before there is a real vision of the goal. re: working under pressure Vital

High Intensity Significance:
Key Themes: • High intensity states point to immediate opportunities that need to be
• Protocols for Feedback/Confrontation managed quickly
• Clarity around Goals • Failure to manage what the state is pointing to will mean that the
• Trust-Building underlying issue will become persistent
• As a result safety of an environment will be eroded
• If this happens the team will then tend to stagnate around suggested
patterns of dysfunction


High Duration States
Duration State Event Origin
300 Fatigue re: their is really a discrepancy in what some people feel they are giving and what others perceive they are giving Physical

300 Fragmentary Unclear about ultimate goals. Each member might have a different view of a central and single goal that will have greatest impact. Mental

Because the demands placed on the team are great, the members avoid exposing their true feelings for one 's sense of safety and to
300 Sensitiveness avoid misunderstandings. Vital
190 Repeatability leadership quality Physical

It is a joy to work with each other. However, under extreme duress the team's functionality suffers and we treat each other with less
180 Joy tolerance. Vital
180 Sensitiveness Some decisions are reached by consensus which at times backfires. Vital
145 Fear fear of confrontation Vital
145 Inertia some team members feel inertia when dealing with serious issues. Physical
120 Energy Most team members are very energetic dedicating an enormous amount of effort to produce positive results. Vital
100 Anxiety Is there enough trust in the group to be really honest with each other to change the team dynamics. Mental
100 Determination We all want to be a highly functioning team. Vital

working under pressure: sometimes don't have all the pieces . Some people seem to know what’s going on and others don't have the
100 Fragmentary information Mental
100 Haste Sometimes too much haste before there is a real vision of the goal. re: working under pressure Vital
100 Perseverance working under pressure: persistance Vital
100 Short-sighted re; dealing with serious issues Mental
75 Complacency I want more direct communication and feedback from my team members. Physical

High Duration Significance:
Key States:
• High duration states implies that that state is becoming persistent
• Fatigue • Anxiety • The state becomes an underlying state of team dynamics and exceeds the boundaries of a
• Fragmentary thinking • Haste single team meeting. It contributes to the „culture‟ of the team
• Sensitiveness • Complacency • The event is only a trigger, since now the state occupies more of the processing capacity
• Lack of Tolerance
of team members. However, the event can be used as an occasion to alter the state
• Fear
• It is necessary that the team reverse the state if negative


High Duration + Intensity States
Duration Intensity State Event Origin
300 9 Fatigue re: their is really a discrepancy in what some people feel they are giving and what others perceive they are giving Physical

300 8 Fragmentary Unclear about ultimate goals. Each member might have a different view of a central and single goal that will have greatest impact. Mental

Because the demands placed on the team are great, the members avoid exposing their true feelings for one 's sense of safety and to
300 8 Sensitiveness avoid misunderstandings. Vital
190 5 Repeatability leadership quality Physical
180 8 Sensitiveness Some decisions are reached by consensus which at times backfires. Vital

It is a joy to work with each other. However, under extreme duress the team's functionality suffers and we treat each other with less
180 5 Joy tolerance. Vital
145 8 Fear fear of confrontation Vital
145 7 Inertia some team members feel inertia when dealing with serious issues. Physical
120 6 Energy Most team members are very energetic dedicating an enormous amount of effort to produce positive results. Vital
100 8 Anxiety Is there enough trust in the group to be really honest with each other to change the team dynamics. Mental
100 8 Haste Sometimes too much haste before there is a real vision of the goal. re: working under pressure Vital
100 8 Perseverance working under pressure: persistance Vital

High Duration + Intensity Significance:
• High duration + intensity states implies that that state is becoming persistent faster and
Key States:
needs to be managed more urgently
• Fatigue • Anxiety
• The state becomes an underlying state of team dynamics and exceeds the boundaries of a
• Fragmentary thinking • Haste
single team meeting. It contributes to the „culture‟ of the team
• Sensitiveness
• The event is only a trigger, since now the state occupies more of the processing capacity
• Lack of Tolerance
of team members. However, the event can be used as an occasion to alter the state
• Fear
• It is necessary that the team reverse the state if negative


State-Based Details
State Intensity Duration Event Origin
Anxiety 8 100 Is there enough trust in the group to be really honest with each other to change the team dynamics. Mental
There seems to be to many goals and if we were to try and cover them all a Patty meeting would be 8-12 hours
Anxiety 5 60 long. Mental
Calm 3 15 members get along with each other very calmly - outwardly Mental
Complacency 10 75 I want more direct communication and feedback from my team members. Physical
Members seem to get along. But this is an area I would like to see us grow together. Tolerence is okay but it
Complacency 4 60 doesn't allow us to grow at times. Physical
Complacency 4 30 Minimal episodes of confrontation which gives us a sense that all is well. Physical
Depression 5 60 There are some serious issues with communication. I am part of this problem but not sure how to resolve it. help! Vital
Depression 3 60 Conflict is withheld or delt with in the nature of bad news. Vital
Determination 7 60 dealing with serious issues Vital
Determination 6 100 We all want to be a highly functioning team. Vital
Energy 6 120 Most team members are very energetic dedicating an enormous amount of effort to produce positive results. Vital
Enthusiasm 5 20 team agrees on goals and gets positive energy once consenus is attained Vital
Enthusiasm 4 30 we do get enthusistic after most meetings when we feel things have been discussed and resolved Vital
Fatigue 9 300 re: their is really a discrepancy in what some people feel they are giving and what others perceive they are giving Physical
Fatigue 9 60 There is more work to do than hours do do it in. Physical
Fatigue 6 60 The work load is not evenly divided among team members. Physical
Fatigue 5 60 decisions seem to be made from outside the team. as if there is no control Physical
Fear 8 145 fear of confronation Vital
Flexibility 9 50 conflict requires flexibility - this team is very flexible - changing priorities constantly Physical
Flexibility 7 20 real issues of the unit are being adressed and progress slowly Physical
Flexibility 7 20 Team members are willing to help each other out when they are aware of their needs. Physical
Flexibility 4 60 Everybody is very is flexible in helping out the unit when we have been extremely busy. Physical
Unclear about ultimate goals. Each member might have a different view of a central and single goal that will have
Fragmentary 8 300 greatest impact. Mental
working under pressure: sometimes don't have all the pieces . Some people seem to know whats going on and
Fragmentary 6 100 others don't have the information Mental
Gratitude 8 30 My team members care about my personal well being. Vital


Recommendations
• Team appears to be between the Forming – Storming Stage. Needs to
develop to get to the „Norming‟ Stage
• Conscious effort to reverse underlying and forming team culture as
indicated by high duration states of sensitiveness, fear, fatigue,
fragmentary thinking, anxiety, haste, complacency, needs to occur quickly
• Protocols for dialog/confrontation need to be put in place. More safe
dialog around serious issues needs to occur
• Further, Group norms/principles need to be put in place
• Goals and roles need to be further clarified
• Trust-building exercises/dialog needs to occur
• Continue use of Team Dynamics tool and have bi-weekly dialogues as a
leadership team to address themes/issues that have surfaced
• Decide on any guidelines for entering data into the tool (ex: focusing on key
projects, referring to these in comments etc.)


http://www.youtube.com/watch?v=RimL56rgYmQ


Change at the Global Level
through Fractal Technology


Self-Repeating Distortions Leading to Global Problems
Physical

Physical

Physical
Physical
Mental
Physical
Mental
Mental
Vital
Mental

Physical

Mental

Physical Vital
Vital
Mental Vital

Vital
Vital
Mental
Vital

Individual Team Department Organization Market System

Local Global

An Example: Leveraging Fractal Technology to
Manage a Global Problem - Climate Change
Global
Financial
Global Business Fractal Crises; Climate
Change
Global System Fractal

Global Economy Fractal
Consumerism Fractal

Global Society Fractal

Does this make OD
Human the most important
Decision-Making Fractal
Flower/Body Orientations profession in the
Copyright Aurosoorya. www.aurosoorya.com world?
46

By giving employees more
control over changing their job
satisfaction…

Fractal Dynamics
…we expect to see shifts in a
range of global events

(Source: JobSatisfactionGuru.com)


Pravir Malik
Founder, Aurosoorya
pravirmalik at aurosoorya.com


Leveraging Fractal Technology to Scale Change Initiatives

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