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THEEMZINE
PHENOMENONA New Window Onto Our World
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
A New Window Onto Our WorldImproving Organization, Applied Technology
The Emzine PhenomenonParallels of Organization, Physics of Organization
Evidence in SocietyExamples of Organizational Emergence
INTRODUCTORY TOPICS
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
The Emzine PhenomenonParallels of Organization, Physics of Organization
INTRODUCTORY TOPICS
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
However, as the following examples show:
Organization does not determine harmonious action but
harmonious action determines organization!
According to any unabridged dictionary, to organize means:
“To form into a whole - consisting of independent parts -
especially for harmonious action”
What does “organization” mean?
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Flame
A certain temperature inequality sets off
a fleeting stream of oxidation order.
Erwin Schrödinger
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
CO2
CH4 O2O2
CO2
CO2
H2O as by-product unaccounted for
At a certain temperature inequality,
simultaneous and congruent oxidation behavior
of hot gas molecules emerges spontaneously inside the
behavioral space vacated or created by others that are
moving in sync. Such behavior leaves a visible residue
in the shape of a flame.
Flame
In one universal paragraph...
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
CO2
CH4 O2O2
CO2
CO2
H2O as by-product unaccounted for
A certain temperature inequality shapes
the structure of a snowflake.
Kenneth Libbrecht
Snowflake
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
At a certain temperature inequality,
simultaneous and congruent vibration behavior
of frozen water molecules emerges spontaneously
inside the behavioral space vacated or created by
others that are moving in sync. Such behavior leaves a
visible residue in the shape of a snowflake.
Snowflake
In one universal paragraph...
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Snowflake Bénard Cell
Heat
View of surface from above
Petri dish
PARALLELS OF ORGANIZATION
A certain temperature inequality makes
molecules follow orderly paths.
Henri Bénard, Ilya Prigogine
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
At a certain temperature inequality,
simultaneous and congruent heat-transport behavior
of molecules in a liquid emerges spontaneously inside
the behavioral space vacated or created by others that
are moving in sync. Such behavior leaves a visible
residue in the shape of a convection cell.
Snowflake Bénard Cell
In one universal paragraph...
Heat
View of surface from above
Petri dish
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
At a certain day-time inequality,
simultaneous and congruent flapping behavior
of migrating birds emerges spontaneously inside the
behavioral space vacated or created by others that are
moving in sync. Such behavior leaves a visible
residue in the shape of a flock of birds.
Snowflake Bird FlockBénard Cell
Blowin’ in the wind. The Economist (Nov 29 2008) - Strangely enough, leaders of a flock (or of a chase) also benefit through inverted slipstreaming
In one universal paragraph...
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
At a certain supply/demand inequality,
simultaneous and congruent role-inspired behavior
of employees emerges spontaneously inside the
behavioral space vacated or created by others that are
moving in sync. Such behavior leaves a visible residue
in the shape of a business organization.
Snowflake Bird FlockBénard Cell Organization
In one universal paragraph...
PARALLELS OF ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
At a certain energy inequality,
simultaneous and congruent interference behavior
of fundamental fields emerges spontaneously inside
the behavioral space vacated or created by others that
are moving in sync. Such behavior leaves a visible
residue in the shape of a E8 Lie group.
Snowflake Bird FlockBénard Cell OrganizationE8 Theory
Source: Gareth Lisi. An Exceptionally Simple Theory of Everything. arXiv:0711.0770v1 Critique: J.Distler, S. Garibaldi, There is no Theory of Everything inside E8. arXiv:0905.2658
In one universal paragraph...
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
Environment Trigger Behavior-Pattern Species Environment-Sustained Organization
Visible Residue
UnderterminedEnvironment
Amplification /Transmission
Emergence / Selectionof Behavior Pattern
Inequality-InspiredBehavior-Pattern Reproduction
4-State Universality of Behavior-Pattern Species Emergence
FlameTemperature
Inequality
Oxidizing
Molecule
Congruently Igniting
Gas Molecules
Snowflake StructureTemperature
Inequality
Settling
Spot
Congruently Vibrating
Frozen Water Molecules
Business OrganizationSupply, Demand
Inequality
Entrepreneurial
Leadership
Congruently Working
People in Multiple Roles
Flock of BirdsDay-light
Inequality
Leading
Bird
Congruently Flapping
Birds
Bénard Cell PatternTemperature
Inequality
Surface
Perturbations
Congruently Moving
Liquid Molecules
Wrap-up
Inequality
Each stage is supported by a mathematical process-description in the domain of chaos theory.
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
UnderterminedEnvironment
Amplification /Transmission
Emergence / Selectionof Behavior Pattern
Inequality-InspiredBehavior-Pattern Reproduction
4-State Universality of Behavior-Pattern Species Emergence
State-process descriptions in chaos theory
OPENCHAOS
STOCHASTIC RESONANCE
ATTRACTORDEVELOPMENT
ITINERANTATTRACTOR
Inequality
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
The 2nd Law of ThermodynamicsRudolf Clausius, Ludwig Boltzmann, Erwin Schrödinger, Ilya Prigogine
Time With Organization
Inequality
Time
Time Without Organization
Gradient = Rate of Inequality Minimization
Nature spontaneously fosters forms of organization to minimize inequalities in the fastest way possible!
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
The environment – a complex of inequalities – determines the emergence of forms of organization!
“The process of evolution was reversed by returning fruit-flies to their ancestral environment from which they had diverged.”
Simon Conway Morris, “Life’s Solution”, Cambridge University Press (2003)
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
Shared by all forms of organization
Leadership Archetype
Confronter
Transformer
Builder
Grower
Confronter
Stage of Development
Creating a Level Playing Field
Finding a New Platform for Growth
Resonating with the Environment
Repeating Success Ever More Efficiently
Creating a Level Playing Field
Specific to human organization
Inequality-Inspired Behavior-Pattern Reproduction
Behavior-Pattern Emergence
Undertermined Environment
Amplification / Transmission
Emergence / Selection of Behavior Pattern
Undertermined Environment
A
B
C
D
D
State
Human Organization?
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
If organizations emerge by themselves, then what is the role of a leader?
PARALLELS OF ORGANIZATION
Explaining Organization
Behavior Patterns Visible Outcomes
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PARALLELS OF ORGANIZATION
Existential ManifoldVisible Outcomes
Behavior PatternsHidden World
The magazine in whichoutcomes are written
Iceberg metaphor
PARALLELS OF ORGANIZATION
Existential Manifold Zine = Emzine
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Inequality
Behavior-Pattern Species
1
Organization
2
All forms of organization emerge from the behavioral domain
Temperature
Daylight duration
Supply-Demand
Energy
Survival of the least-energy-fitting
Minimizing inequality through
Local Environment
Division of Labor into Roles
Natural Selection of Behavior-Pattern Species
Snowflake
Convection cell
Flock of Birds
Human Organization
EMZINE PHENOMENON
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Global Scale
Local
Local
Local
Scale
Local Scale
Inequality
Behavior-Pattern Species
1
Organization
2
All forms of organization emerge from the behavioral domain
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
EMZINE PHENOMENON
Organization
Behavior-Pattern Species
Inequality
Division of Labor into Roles
Roles [Order]
Inequalities
Visible Outcomes over Time
Inequalities
Roles
Source: David Corriveau. Dr Robert Hazen rocks Norwich’s geology community. Norwich University (December 2008)
ENTROPYCurbing Order eventually
1
Now: 4000 Minerals
Early Universe: No Minerals
Evolution of Rocks or Minerals
Atoms dynamically arranged in lattices creating unique crystalline
structures - not unlike snowflakes or human organizations
PHYSICS OF ORGANIZATION
0th Law of Thermodynamics Minimizing inequalities
1st Law of Thermodynamics Sum of all inequalities remains unchanged
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Entropic Force
A new principle of morality?
A new utility principle?
Organization
Behavior-Pattern Species
Inequality
Natural Selection of Behavior-Pattern Species2
Least-Energy Fitting
Behavioral Conditions Simultaneous behavior Sharing inequality-minimizing urge Behavioral space creation and utilization
= Congruent Simultaneity
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
2nd Law of thermodynamicsPhysics
Economics
Human Conduct
Inequality
Behavior-Pattern Species
1
Organization
2
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
A NEW WINDOW ONTO OUR WORLD
The world, that we observe, too diverse to make sense of
The world of localized energy- inequalities that triggers it
The world of behavior-pattern species that reconciles it
Context-specific
Universal
Explanations
A world of behavior-patternspecies that reconciles it
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
RECONCILING OUR WORLD
The world, that we observe, too diverse to make sense of
The world of localized energy inequalities that triggers it
LA
WS
OF T
HER
MO
DY
NA
MIC
S
Context-specific
Universal
PREDICTABLE STAGES
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
RECONCILING OUR WORLD
The world, that we observe, too diverse to make sense of
The world of localized energy inequalities that triggers it
LA
WS
OF T
HER
MO
DY
NA
MIC
S
Explanations
Context-specific
Universal
Time
CongruentSimultaneity
∆time = 0
time → infinity
time → 0
Approach
State 1 ↔ State 2Operator
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
RECONCILING OUR WORLD
LA
WS
OF T
HER
MO
DY
NA
MIC
S
Operators yield singularity at time = 0 Lack of emergent time in quantum theory Auto-emergent particles in absolute
vacuum The arrow of time Nature of the cosmological constant Dark energy and dark matter Prediction by extrapolation and chance only What is time?
Issues
Gravity = emergent, entropic force, Verlinde
2010
Explanations
Scien
ce of E
merg
ence
Histo
rical Scien
ces
Cosmological
Societal
Biological
Chemical
Sub-Atomic
Exploring, Explaining, Classifying
Chaos/Complexity TheoryThermodynamics
SCIENCE OF EMERGENCEWorld-Phenomenon Features
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Alfred Russel Wallace and Charles Darwin: What makes the branching tree of species grow?
Emzine = Zine where
forms of organization are written
Existential Manifold =
forms of organization observed
Niches, Species
Behavioral Domain
Visible Outcomes
Cause
Consequence
Re-explaining Evolution
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
Reciprocal Conditioning
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
Evolving Realities
Behavior Patterns
Behavioral Domain
Dimension of Outcomes
Physical Outcomes
Non-material Outcomes
Awareness
Thought
Organizations
Humans
Snowflakes
RNA, DNA
Flocks
Niches, Species
Reality in truth = an ecosystem of behavior-pattern species
We touch a sub-atomic abyss An atom is at least 15-times smaller than a molecule
An atom is at least 100,000 times bigger than its nucleus
Niches, Species
Behavioral Domain
Visible Outcomes
What is reality, really? Could it be what we touch or observe?
Gautama BuddhaOnly together they arise - pattica sumuppãda
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
Behavioral Domain
Visible Outcomes
Cause
Consequence
Depicting the cyclical nature of emergence
1 2 3 4
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
1 2 3 4
Fast
Slow
Population of Best-Fitting Behavior-Pattern Species
Behavioral Domain
Dimension of Outcomes
Time
Fractals of organizational emergence
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
PHYSICS OF ORGANIZATION
Behavioral Domain
Dimension of Outcomes
Emzine
Existential Manifold Inequality Forms of Organization
Roles ≡ Complexity
Inequalities ≡ Entropy
Ever-increasing Inequality-minimizing
Capacity
Emzine PhenomenonWorld of unimaginable order
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Purposeful Evolution
PHYSICS OF ORGANIZATION
Hexagon-inspired structures are residues rather than explanations
Ice Crystal
E8 Symmetry
Bénard Cell
Honeycomb
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Most-efficient geometry
PHYSICS OF ORGANIZATION
Behavioral Domain
Dimension of Outcomes
Emzine
Existential Manifold Inequality
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
The Emzine PhenomenonParallels of Organization, Physics of Organization
Evidence in SocietyExamples of Organizational Emergence
INTRODUCTORY TOPICS
Watch these 4 situations
Finding Platformfor Growth
Idea
Level Playing Field
...virtual wall
Identifies a new concept
Driven by conviction
Knocks on many doors for funding
Persistently amends the concept
Until securing funds and
acceptance
A
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Finding Platformfor Growth
Rising Growth
Resonating with Environment
Nurture NichesIdea
...virtual wall
Turns concept into product
Driven by vision and passion
Builds a basic organization
Cozies up to clients, identifies niches
Proves the business by growth
B
Watch these 4 situations
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Finding Platformfor Growth
Rising Growth
Resonating with Environment
Nurture NichesIdea
RepeatingProven Success
ProcessS
table Grow
th
...virtual wall
Repeats early proven success
Driven by cost, volume, and quality
Fosters process, flows, and culture
Fans out responsibilities to specialists
Realizes substantial stable growth
C
Watch these 4 situations
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Finding Platformfor Growth
Rising Growth
Resonating with Environment
Nurture NichesIdea
RepeatingProven Success
ProcessS
table Grow
th
CreatingLevel Playing Field
Declining Growth
Distancing
...virtual wall
Confronts complacency
Distances from established
procedures
Simplifies and purifies organization
Brings in outside standards of success
Achieves profitability but not growth
D
Watch these 4 situations
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Idea
Finding Platformfor Growth
CreatingLevel Playing Field
Rising Growth
Resonating with Environment
Nurture Niches
RepeatingProven Success
ProcessS
table Grow
th
Declining Growth
Unc
erta
in G
row
th
Distancing
...virtual wall
Introduces a new thinking
Driven by conviction
Aims to re-invent organization/society
May have to make several attempts
Identifies a new platform for growth
A
Watch these 4 situations
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
CreatingLevel Playing Field
Finding Platformfor Growth
Rising Growth
Resonating with Environment
Nurture NichesIdea
RepeatingProven Success
ProcessS
table Grow
th
Declining Growth
DistancingUnc
erta
in G
row
th
In which state do you feel most at ease?
B
D C
A
LEADER IN HIS/HER ENVIRONMENT
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
BuilderSearches for niches
Concerned with external inequalities
Leads by vision and passion
Builds individual and collective loyalty
Grower Reproduces, repeats success
Concerned with internal inequalities
Introduces specialists and processes
Leads by culture, sets boundaries
ConfronterSeeks turnaround
Confronts established thinking
Unlocks and opens organization
Shakes up and purifies
TransformerSearches for meaning
Concerned with internal potential
Brings innovators together
Searches for platform for growth
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth Discover/
InnovateNurture/Niches
Confront/Purify
Specialize/Optimize
Organizational State Leadership Archetype
B
D C
A
LET’S MAKE UP THE BALANCE
Leaders caught in web of neural networks…Change possible…
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Let us introduce ourselves
BuilderSearches for niches
Concerned with external inequalities
Leads by vision and passion
Builds individual and collective loyalty
Grower Reproduces, repeats success
Concerned with internal inequalities
Leads by culture, sets boundaries
Introduces specialists and processes
ConfronterSeeks turnaround
Confronts established thinking
Unlocks and opens organization
Shakes up and purifies
TransformerSearches for meaning
Concerned with internal potential
Brings innovators together
Searches for platform for growth
B
D C
A
DEEPENING THE UNDERSTANDING OF PEERS AND ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Shared by all forms of organization
Leadership Archetype
Confronter
Transformer
Builder
Grower
Confronter
Stage of Development
Creating a Level Playing Field
Finding a New Platform for Growth
Resonating with the Environment
Repeating Success Ever More Efficiently
Creating a Level Playing Field
Specific to human organization
Inequality-Inspired Behavior-Pattern Reproduction
Behavior-Pattern Emergence
Undertermined Environment
Amplification / Transmission
Emergence / Selection of Behavior Pattern
Undertermined Environment
A
B
C
D
D
State
Human Organization?
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
If organizations emerge by themselves, then what is the role of a leader?
ORGANIZATIONAL EMERGENCE
BuilderSearches for niches
Concerned with external inequalities
Leads by vision and passion
Builds individual and collective loyalty
Grower Reproduces, repeats success
Concerned with internal inequalities
Introduces specialists and processes
Leads by culture, sets boundaries
ConfronterSeeks turnaround
Confronts established thinking
Unlocks and opens organization
Shakes up and purifies
TransformerSearches for meaning
Concerned with internal potential
Brings innovators together
Searches for platform for growth
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth Discover/
InnovateNurture/Niches
Confront/Purify
Specialize/Optimize
Organization Leadership Archetype
B
D C
A
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
EMERGENCE OF ORGANIZATION
Leaders caught in web of neural networks…Change possible…
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
EXAMPLES
In the following examples, an evolving organization or society often
forces leaders to function in a role that may not be their natural one.
This leaves a largely unused opportunity to identify leaders whose natural role fits the needs
of an evolving organization or society.
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Muhammad
Ab
û B
akr
ISLAM about 600 CE
CHRISTIANITY about 0 CE Paul
John the Baptist
Jesu
s o
f N
azar
eth
BUDDHISM about 600 BCE
Gau
tam
a B
ud
dh
a
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
HISTORICAL EXAMPLES
CORPORATE EXAMPLES
APPLE COMPUTERS Steve Jobs
Jo
hn
Scu
lley
Michael Spindler
Gil
Am
elio
MARKS & SPENCER
Lu
c V
an
de
Ve
lde
Stuart Rose
GENERAL ELECTRIC
Ja
ck W
elc
h
Jeffrey Immelt
Breakpoint
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
† ABN AMRO BANK
Rijkman Groenink
Ja
n K
alff
Ken
Ols
en
Bob Palmer
† DIGITAL EQUIPMENT Ken Olsen – Gordon Bell
GE hasmade abreak withits promote-from-withintradition -
the changesare tough on the manywho aren’t‘dreamertypes’
Business WeekMay 28, 2005
20032007
200320052007
GE sells Chemical Division to SABIC
May, 2007
GE wants to sell Appliance Division
May, 2008
20082009
GE loses AAA-rating and $264 billion in value - did not groom super-managers after all
ReutersMarch, 2009
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Thomas Jefferson
James Buchanan
Ab
rah
am L
inc
oln
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
George Washington
Jo
hn
Ad
ams
Ja
me
s M
ad
iso
n
Jo
hn
Ken
ne
dy
Dwight Eisenhower
Jimmy Carter
George W Bush
Rich
ard
Nix
on
– G
era
ld F
ord
Bill C
linto
n
Lyndon B Johnson
George H W Bush
Ro
na
ld R
ea
ga
n
Fran
klin
Ro
os
ev
elt –
Ha
rry Tru
ma
n
Andrew Johnson
1857 – 1869
19
33 –
Breakpoint
1789 – 1817
20
09 P
res
ide
nti
al
Ca
nd
ida
te
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
US PRESIDENTIAL EXAMPLES
Thomas Jefferson
James Buchanan
Ab
rah
am L
inc
oln
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
George Washington
Jo
hn
Ad
ams
Ja
me
s M
ad
iso
n
Jo
hn
Ken
ne
dy
Dwight Eisenhower
Jimmy Carter
George W Bush
Rich
ard
Nix
on
– G
era
ld F
ord
Bill C
linto
n
Lyndon B Johnson
George H W Bush
Ro
na
ld R
ea
ga
n
Fran
klin
Ro
os
ev
elt –
Ha
rry Tru
ma
n
Andrew Johnson
1857 – 1869
19
33 –
Breakpoint
1789 – 1817
Bar
ac
k O
ba
ma
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
US PRESIDENTIAL EXAMPLES
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
F W
de
Kle
rk
Fu
ture
Tra
nsf
orm
er
South Africa – Pre-Rainbow Republic
Breakpoint
South Africa – Rainbow Republic
Th
abo
Mb
eki
Jacob Zuma
SOUTH-AFRICAN LEADERSHIP EXAMPLES
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Nelson Mandela
Boris Yeltsin
Dmitry Medvedev
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Mik
hai
l Go
rbac
hev
Breakpoint
Fu
ture
Tra
nsf
orm
er
Russian Federation
Vlad
imir P
utin
Soviet Union
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
RUSSIAN LEADERSHIP EXAMPLES
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Mar
gar
et T
hat
cher
Breakpoint
Dav
id C
amer
on
Ton
y Blair
United Kingdom John Major
Gordon Brown
UK LEADERSHIP EXAMPLES
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Robert Mugabe
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Ian S
mith
Fu
ture
Tra
nsf
orm
er
Breakpoint
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
ZIMBABWEAN LEADERSHIP EXAMPLES
Rhodesia – Zimbabwe
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Jap
anes
e O
ccu
pat
ion
K
ore
an W
ar
Fu
ture
Tra
nsf
orm
er
Breakpoint
Kim
Jon
g-il
Expanded and fine-tuned government apparatus and helped it develop pre-programmed responses (however unpredictable) to signals from within and without society
Kim iI - Sung
Developed the principles of communism into a Stalin-like state ideology which he referred to as Juche
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
NORTH-KOREAN LEADERSHIP EXAMPLES
Kim Jong-un?Will try to purify society by
confronting complacency and ill-fated behavioral responses, yet sows the seeds for the internal
breakup of society – May 29 2009
Bohr
Einstein
Heisenberg
Maxwell
Planck
Poincaré
Schrödinger
R&Q Theorists
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronters
Tra
ns
form
ers
Gro
wers
Builders
Breakpoint
Calab
i
Green
Sch
erk
Sch
warz
Ven
eziano
Witten
Yau
Strin
g T
heo
rists
Lisi
Rovelli
Smolin
Wilson
LQG Theorists
Bae
z
Bro
uw
er
Dö
rin
g
Gro
then
die
ck
Hey
tin
g
Ish
am
Top
os
Th
eori
sts
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
THEORETICAL PHYSICS LEADERSHIP EXAMPLES
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
CIVILIZATION EXAMPLES
The rise and annihilationof the Indus Valley Civilization
Pre-HarappanFarming Cultures
6500 BCE
Early Technologyand Expansion6500-2600 BCE
Destruction by Tectonic Event1900-1800 BCE
Indus Valley Civilization
2600-1900 BCE
The development and domains of knowledge
Theory Epistemology
Philosophy Application
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
ENERGY-TRANSFORMATION EXAMPLES
Phase transitions in non-dissipative non-linear system
V
P
Energy
TMax
TMin
Energy
Carnot-cycle approximationof multiple heat-reservoir system
NucleusGrowth
BubbleFormation
TurbulenceBubble
Expansion
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
RELIGION
Evolution of Christianity
BehavioralDomain
StateUndeterminedEnvironment
Amplification/Transmission
Emergence/Selectionof Behavior Patterns
Behavior PatternReproduction
Chaos PhenomenonOpenChaos
StochasticResonance
Behavior-AttractorDevelopment
ItinerantBehavior Attractor
Features
Group PerspectiveOutward/
OpenInward/Closed
Outward/Open
Inward/Closed
Source of MomentumInterdependence/
IndividualIndividual/
Need for AutonomyAutonomy/
OrganizationOrganization/
Need for Interdependence
Social ForceOpen-Mindedness/
BeliefBelief/Vision
Vision/Rulebooks
Rulebooks/Culture
Growth RateDeclining/Uncertain
Uncertain/Early
Early/Stable
Stable/Declining
Western ReligionHundreds of Cults,
Thousands of Sub-CultsThe Message Apostles Church
Again today...
Transformer Builder Grower(s)ConfronterLeadership Type
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
The Emzine PhenomenonParallels of Organization, Physics of Organization
Evidence in SocietyExamples of Organizational Emergence
INTRODUCTORY TOPICS
A New Window Onto Our WorldImproving Organization, Applied Technology
Human inequalities
Market inequalities
Temperature inequalities
Energy inequalities
Any inequalities
A NEW LEADERSHIP ETHOS
The next wave in how society optimizes its ability to minimize inequalities...
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Nature is out to improve the efficiency of forms of organization – organizations
spontaneously emerge to minimize the inequalities in an era or environment
Awareness of their own functioning and emergence
The capacity to improve on their own emergence
They are self-referential or able to learn from self
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
From physical organizations - such as snowflakes
WHAT DISTINGUISHES HUMAN ORGANIZATION?
Features of 4-State Universality of Emergence
BehavioralDomain
StateUndeterminedEnvironment
Amplification/Transmission
Emergence/Selectionof Behavior Patterns
Behavior PatternReproduction
Chaos PhenomenonOpenChaos
StochasticResonance
Behavior-AttractorDevelopment
ItinerantBehavior Attractor
Features
Group PerspectiveOutward/
OpenInward/Closed
Outward/Open
Inward/Closed
Source of MomentumInterdependence/
IndividualIndividual/
Need for AutonomyAutonomy/
OrganizationOrganization/
Need for Interdependence
Social ForceOpen-Mindedness/
BeliefBelief/Vision
Vision/Rulebooks
Rulebooks/Culture
Group CohesionContinuing
FragmentationFragmentation/
Emerging IntegrationContinuingIntegration
Integration/Emerging Fragmentation
Leadership InclinationConfront/
PurifyDiscover/Innovate
Nurture/ Niches
Specialize/Optimize
Growth RateDeclining/Uncertain
Uncertain/Rising
Rising/Stable
Stable/Declining
State Crises
Measure of Achievement New InitiativesIdentification of NewPlatform for Growth
Growth-ProducingBehavior Patterns
Degree of Responsivenessand Openness
Cause of CrisisLack of Amplification/
TransmissionNo Behavior-PatternEmergence/Selection
No Behavior-PatternReproduction/Improvement
Inadequate Response to New Inequalities
Crisis SolutionRe-Division of Labor
(Next state inspires roles)
Re-Division of Labor(Next state
inspires roles)
Re-Division of Labor(Next state
inspires roles)
Re-Division of Labor(Next state
inspires roles)
Identify where you are to learn where you go
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Transformer Builder GrowerConfronterLeadership Archetype
IMPROVING HUMAN ORGANIZATION
Behavioral Domain
Visible Outcomes
GroupCohesion
Source ofMomentum
GroupPerspective
Elasticity ofSocial Forces
Yin-Yang Features
Inward/Closed
Outward/Open
Outward/Open
Inward/Closed
Autonomy
Interdependence
Org
anizatio
nInd
ivid
ual
Fragmentation
IntegrationInelastic
Inelastic
Vision
Culture
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Identify where you are to learn where you go
IMPROVING HUMAN ORGANIZATION
Inclination
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Growth Rate
Rising
Declining
Stab
le
Un
cert
ain
Universal Features
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Identify where you are to learn where you go
IMPROVING HUMAN ORGANIZATION
Behavioral Domain
Visible Outcomes
Michael Spindler
APPLE Steve Jobs
Gil
Am
elio
Predicting problems, solutions and leadership needs Fro
m F
eatures to
Fo
recast
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Breakpoint
IMPROVING HUMAN ORGANIZATION
Paving the wayfor Job’s successor…
My money's on turning iTunes into an iMedia store, and developing iWork and iLife into the Cloud.
Why Apple is Building a Massive $1 Billion Data Center…
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Fro
m F
eatures to
Fo
recast
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Breakpoint
Jo
hn
F. Sm
ith
Rick Wagoner
GENERAL MOTORS R. Stempel - J. Smale
Ro
ge
r B
. S
mit
h
Fritz Henderson - CEOA true Transformer?
Protégé of Confronter, Rick Wagoner Once Accountant with PWC Once GM’s CFO
Early 2009Capable of re-inventing GM?http://anewleadershipethos.blogspot.com/
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Predicting problems, solutions and leadership needs
IMPROVING HUMAN ORGANIZATION
Rick Wagoner
GENERAL MOTORS
Fro
m F
eatures to
Fo
recast
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Breakpoint
Edward Whitacre
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Predicting problems, solutions and leadership needs
IMPROVING HUMAN ORGANIZATION
Dan Akerson
Kats
ua
ki Wa
tana
be
TOYOTA Fujio Chō
Fro
m F
eatures to
Fo
recast
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Breakpoint
Predicting problems, solutions and leadership needs
IMPROVING HUMAN ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Akio ToyodaReturn of the Yoda
http://anewleadershipethos.blogspot.com/
Rising
Jack Welch, GROWER
19811972
R. H. Jones, BUILDER
Rising
Declining
2001
Jeffrey Immelt, CONFRONTER
Predicting share-price evolutions
IMPROVING HUMAN ORGANIZATION
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Declining
2003
Rick Wagoner, CONFRONTER
Roger B. Smith, TRANSFORMER
1981
Undetermined
1990
Robert Stempel- John G. Smale, BUILDER
Rising
John F. Smith, GROWER
1996
Rising
Predicting share-price evolutions
IMPROVING HUMAN ORGANIZATION
1977
Steve Jobs, BUILDER
Steve Jobs, BUILDER
Rising
John Sculley, GROWER
Rising
1985
Michael Spindler, CONFRONTER
Declining
1993
Gil Amelio, TRANSFORMER
1996
Undetermined
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Predicting share-price evolutions
IMPROVING HUMAN ORGANIZATION
12 3 4
Behavioral Domain
Dimension of Outcomes
Cause
Consequence
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Predicting share-price evolutions
IMPROVING HUMAN ORGANIZATION
4-State Universality of Behavior-Pattern Species Emergence
12 3 4
Improve share-price evolution by appointing the right leader
LEADERSHIP ARCHETYPE REVENUE GROWTH RATESHARE-PRICE EVOLUTION
A
B
C
D
State
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Rising
Declining
Undetermined
Rising
Stable Growth
Declining Growth
Uncertain Growth
Rising Growth
Grower
Confronter
Transformer
Builder
Predicting share-price evolutions
IMPROVING HUMAN ORGANIZATION
When it comes to…
Predictability
Search, selection and hiring policies
Relationship with clients, suppliers and acquisition targets
Relationship with other (internal) organizations
The strategies you choose
HOW MIGHT THESE FINDINGS AFFECT YOU?
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
HOW DO YOU BECOME A THIRD-MILLENIUM LEADER?
A NEW LEADERSHIP ETHOS
REFLECTIONS
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Nature is out to improve the efficiency of forms of organization – organizations
spontaneously emerge to minimize the inequalities in an era or environment
Leadership is not about action but about awareness
Leadership is not about managing time but about simultime
Leadership is not eternal but temporal
Leadership is not about leaders but about organization -
Ubuntu
2 3
1 4
2 3
1 4
2 3
1 4
2 3
1 4
A NEW LEADERSHIP ETHOS
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
DoubleLoop
The traditional playing field of leaders
Roles / Action
Goals
Loop 1
Awareness
SingleLoop
Nation / Company / Business Unit / Team
Creating meta-awareness: A practical approach toward organizational effectiveness
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
External / Internal Conditions
Loop 2
IMPROVING HUMAN ORGANIZATION
Maybe separated spatially but mostly separated by time…
Sto
ve Pip
es of A
waren
ess
Y
Roles / Action
Goals
External / Internal Conditions
Loop 1
Loop 2
X
Awareness
Roles / Action
Goals
External / Internal Conditions
Loop 1
Loop 2
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Creating meta-awareness: A practical approach toward organizational effectiveness
IMPROVING HUMAN ORGANIZATION
X
Roles / Action
Goals
External / Internal Conditions
Loop 1
Loop 2
Awareness
Y
Roles / Action
Goals
External / Internal Conditions
Loop 1
Loop 2
Maybe separated spatially but mostly separated by time…
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
ConfronterT
ran
sfo
rme
rG
row
er
Builder
LocalSymmetry
Global GaugeSymmetry
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Meta-Awareness
maintaining
/Creating meta-awareness: A practical approach toward organizational effectiveness
IMPROVING HUMAN ORGANIZATION
Roles / Action
Goals
External / Internal Conditions
Loop 1
Loop 2
ORGANIZATION
Time Interval
LocalSymmetry
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
SimulTime
Global GaugeSymmetry
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Creating meta-awareness: One clock, two times
IMPROVING HUMAN ORGANIZATION
Remember…Congruent Simultaneity
Egyptologist Prof Jan Assmann: Moses The Egyptian. Harvard University Press, 1998 and La notion d’éternité dans l’Egypte ancienne
Time Interval
LocalSymmetry
SimulTime
Global GaugeSymmetry
Time Great A time of reality, of unity, of pre-existence and post-existence
A time which is not linear but of cycles, endless in the cosmic life
A time used in the divine world
Time Small A time that goes by
A time that is like a dream that passes
A time that governs on earth
Dimension of Outcomes
Behavioral Domain
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
IMPROVING HUMAN ORGANIZATION
Creating meta-awareness: Since 4500 years in Pyramid texts
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Creating meta-awareness: In the footsteps of early explorers
IMPROVING HUMAN ORGANIZATION
One world, two views One clock, two times
Interval
Simultime
Sea-faring explorers shortened their journey to trade destinations by cutting corners through Earth’s newfound 3rd dimension of space
Soon, we will shorten our journey to novel forms of organizationby cutting corners through the newfound 2nd dimension of time
TripleLoop
SingleLoop
DoubleLoop
Nations / Companies / Business Units / Teams
Awareness
Meta-Awareness
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Creating meta-awareness: The third loop
IMPROVING HUMAN ORGANIZATION
Emzine ProfileIdentification Expert Questionnaire
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
EXPE
RT S
YSTE
M
A practical approach toward organizational effectiveness - The third loop
APPLIED TECHNOLOGY
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Three-step build-up of organizational meta-awareness
A practical approach toward organizational effectiveness - The third loop
APPLIED TECHNOLOGY
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Am I the right leader for my organization?
A practical approach toward organizational effectiveness - The third loop
APPLIED TECHNOLOGY
AM I THE RIGHT LEADER?
AM I THE RIGHT LEADER FOR MY ORGANIZATION?
Analyze fit
APPLIED TECHNOLOGY
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Rising growth
Declining growth
Stab
le gro
wth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Confronter
Tra
ns
form
er
Gro
wer
Builder
Exact informationNewton’s world
Knowledge Management
Fuzzy informationHeisenberg’s world
Stage-specific knowledge management
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
APPLIED TECHNOLOGY
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
APPLIED TECHNOLOGY
Induction ofBehaviors
Kick-offEvent
Requisite ComponentBehavior Pattern
DesiredOrganizational Characteristics
Behavioral Domain
Dimension of Outcomes
UnderterminedEnvironment
Amplification /Transmission
Emergence / Selectionof Behavior Pattern(s)
Inequality-InspiredBehavior-Pattern Reproduction
Population Size of Best-FittingBehavior-Pattern Species
Cause
4 States of Organizational Emergence
4-State Universality of Emergence
Environment TriggerBehavior-Pattern
SpeciesEnvironment-Sustained
Organization
123
4
Reversing the act of creation
Toward nuclear fusion now…
Selection Based on Level of Congruent Simultaneity
Environment Target: Congruent Simultaneity
Best-AchievableEnvironment of Gradients
New ORGANIZATIONAL DESIGN APPROACH based on Behavior-Pattern Species
Departing from Congruent Simultaneity - in the Social Sciences, Material Sciences and Nuclear-Fusion Research
Typical DesignApproach
Sustainable Business orOrganizationReward & Punishment GradientsSocial Sciences
Material SciencesNovel Insulating Polymer Chipwith Trillions Nano-M VacuumsTemperature, Material, Interval Gradients
Desired, Often-Unexpected ResultsTinkering with Gradients
Nuclear Fusion ResearchSustainable OrganizationOf Fusing NucleiInner-Star Temperature Gradient
FutureDesignApproach
Simulation ofBehavior-Pattern Species
Desired Result
IBM’s“Self-assembling” Circuit
APPLIED TECHNOLOGY
FROM TO
Emzine
Awareness
Timeless Leadership
Built to Last
Due Diligence
Creation, Causality
Equality, Dependence
Time Interval
Sein, Being
Meta-awareness
Temporal Leadership
Grown to Achieve
Future Diligence
Self-creation, Conditioning
Inequality, Interdependence
Simultime
Dasein, Becoming
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Leadership Trend Breakthroughs
HOW SOCIETY WILL DEAL WITH INEQUALITIES
5-MINUTE VIDEO SUMMARY
CLICK HERE TO RUN
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
www.marcvandererve.org
Learning Points for Stock Analysts
Learning Points for HR/Executive Search Consultants
Learning Points for Leadership Coaches
Learning Points for Management Consultants and M&A Experts
Learning Points for Leaders
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
QUESTIONS
Learning Points for Physicists, Economists and Philosophers
The Sunny Worldof Growth
(The world of Horus)
Rising growth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Tra
ns
form
er
Gro
wer
Builder
Confronter
Declining growth
Stab
le gro
wth
WHAT CONSULTANTS TYPICALLY FOCUS ON
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Rising growth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Tra
ns
form
er
Gro
wer
Builder
Confronter
Declining growth
Stab
le gro
wth
Rather than evolving phenomena, they identify static organizational taxonomies at best
Leadership driven
Knowledge driven
WHAT CONSULTANTS TYPICALLY FOCUS ON
The Sunny Worldof Growth
(The world of Horus)
Market driven
Performance
driven
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
Organizations are emergent phenomena
The Hidden Worldof Rebirth
(The world of Set)
J. A. Schumpeter.
Capitalism, Socialism and
Democracy. Routledge -
2006
Rising growth
Un
cert
ain
gro
wth
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Tra
ns
form
er
Gro
wer
Builder
Confronter
Declining growth
Stab
le gro
wth
WHAT CONSULTANTS TYPICALLY FOCUS ON
The Sunny Worldof Growth
(The world of Horus)
Ra
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
© Marc van der Erve – 2009/2010 A New Leadership Ethos – The Ability to Predict
IMPROVING HUMAN ORGANIZATION
Discover/Innovate
Nurture/Niches
Confront/Purify
Specialize/Optimize
Inclination
Confronter
Builder
Grower
Transformer
Perspective
Inward/Closed
Outward/Open
Outward/Open
Inward/Closed
M/P/PStructure
FunctionalStructure
FunctionalStructure
M/P/PStructure
Organization
Note: M/P/P = Market/Product/Process
Yin-Yang Features Universal
Circumstances may cause a leadership comfort-zone change