Structural Dynamics

Structural Dynamics is a powerful approach to dealing with complex issues and can be applied to strategic scenarios, planning and action. It uses system thinking to develop images of possible futures that enable change to be aproached with confidence.  The process involves creating 'spaces of possibility'.  The first space is about setting the stage. It involves drawing on the knowledge of team members and constituients (bottom-up), external factors, events and context (outside-in) and trends in government policy and the sponsors/funders of the process. (top-down). The team looks for trends and patterns to determine how critical and predictble the events are, understand the cause and effect relationships to get at the underlying structure.  They have to face the facts driving the system in focus and the strength of the forces acting on those facts/events.

When a number of possible scenarios have been produced their social, economic, techical, political, aesthetic and enviromental conditions are compared. The second space is created for the team to simulates the possible scenarios by rehearsing them to determine the most effective actions that the team can take within the constraints and opportunities available to them. Some will be robust in standing alone or have contingencies that need to be planned for. The most robust are fed into the organisation - up, down and sideways - seeking feedback and support. The one that engenders the most confidence is given the go ahead.

The final space involves articulating the preferred scenario and bring it to life with a strategic plan that aligns it to existing operational and financial plans. Its performance is assessed by setting milestones and reviewing action plans and learning points. The team is now tracking events and the impact it is having on the organisation's culture (bottom-up energy), customer reactions (outside-in energy) and the outcomes required by the organisation and its stakeholders (top-down energy).

The Change Zone has used Learning Labs as a vehicle for engaging key stakeholders in developing scenarios for service transformation ways that engage existing employees in gain new insights and a deep commitment to the Creative Process.  The spacing of Lab sessions is set up to meet the needs of senior management and maintain forward motion.  The result must be 'easy to implement' and capable of being modified quickly as required.  The change will offer a competitive advantage and deliver measurable improvements for customers or specified citizen groups because the possibilities have been considered and rehearsed to implementation can happen faster than having to implement someone's idea that has not been thought through. The experience it gives to Lab members develops Anticipatory Leadershp skills across the organisation that can work across functional and cultural boundaries.

The alternative of course is to "bring in the consultants".  This deskills and disempowers the organisation's managers who then do not feel that they are key stakeholders in the change process.  They do not own it because they were not actively engaged in the learning required to create it. As a result they have not rehearsed new ways of thinking and acting and therefore are nopt confident or willing implementers of the change. This is a major consequence of Business Transformation in the public services.  It remains to be seen if it is able to deliver on its promises to save money and increase the quality of frontline services at the same time. The current recession is demanding new insights into how to lead change in difficult times.

The challenge for Chief Executives and Directors is to develop the talents and tap into the wisdom, experience and good faith of their managers and staff. The role of the Change Coach is to help senior leaders deal with the growing complexity by facilitating their thinking, ideas, possible scenarios, personnel changes and how to develop the talent in their organisation/directorate. This is not easy to do within the senior management team where reputation management often takes precedent over reality management. Those who try to face facts can be considered not to be corporate or strategic enough. Leaders are often tackling the hidden and the unknown and can therefore gain by adopting the principles of structural dynamics. They need Coaches who are critical and can challenge in ways that others in the organisation will not. The danger of course is that they ego's can be so strong that the messenger gets shot.