Concentrix Management: How To Cross Pollinate Innovation Teams

Concentrix Management (CM) is a model for distributing and managing information with the intent to cross pollinate ideas and concepts across sub-groups so that each part of the system knows about the ‘whole’ (of which all working groups within it reside) without overloading any one person.

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We are each at the center of our own Universe.

How does yours relate to mine?
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CM is an important communications tool that allows innovation to emerge with an enterprise. It is a way of distributing (rather than isolating) knowledge capital within an organization. It is based on new physics theory that proposes there are infinite centers to the Universe. Thus each of us defines our own unique perspective; one that is partial and necessary within an infinite whole. At the same time, each of us carries responsibilities for identifying with other unique parts, thereby sharing knowledge both within our own group(s) also with others that are beyond the boundaries of our group’s identity. These ‘crossings’ are otherwise known as COMMUNICATION.

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Thus, CM allows for broad levels of interdependent knowledge sets to be transferred and stored within different sub groupings (such as divisions, committees, etc.) of a greater whole (such as a company, community, or other organizing fractal). This interdependent webbing process creates an inherently more sustainable system than one which isolates knowledge through traditional proprietary or need-to-know behaviors. It encourages relationships through shared trust rather than through today’s more traditional ownership method for containing knowledge. The result is an enterprise that is not only more resilient to change, more innovative, and responsive to its surrounding environments and markets.

Using CM, a company’s behavior becomes ‘morphic’ (new myth) rather than ‘phoenix’ (old myth) oriented by nature, meaning that the whole-system can now shift itself from one state of being into another without a physical death in between. Just as the phoenix bird needed to die in order to generate new life (old myth), instead now our organizations can begin to rebirth themselves more like a caterpillar does as it changes into a butterfly (new myth).

CM also addresses community size issues and helps to incorporate aspects of human(e) behavior that collaboration tools do not address well. Tools look at ‘informational relationships’ and not ‘communal relationships’. You know; that (de)humanizing part we keep trying to avoid? This model keeps groups small and safely interactive, even when the overall size of the community gets large. This approach can be applied to create safe environments so that all are heard, not just a few, while also generating a communication system that keeps everyone within their bandwidth of time to manage. It also helps to accelerate knowledge creation through the differential learning that occurs across groupings.

Essential for this type of transformation, is ‘Concentrix Management’, which allows the enterprise to unlock itself from a common center, way of thinking, or method of behavior.

 

CM Fundamental Architecture

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NOTES



A Guide tool for generating collaborative corporate principles, strategy, and realizing integration of Community Domains

community-domains

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Formulating group alignment flow-structures : 

Social Innovation:

A Three Phase Transformation Process

Collaborative Design:

Methods for Developing Social Capital

 

principlepracticepolicyCombining integrity flow principles : 

Principle Practice Policy

 

 

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Fundamental Strategy Developments

1- CM provides method for delegation of responsibilities

2- Ideas relating to ‘Building Sustainable Learning Communities’ using concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.

3- Decision Making Process Chart : 1-What, 2-Time Frame, 3-Considerations, 4-Costs, 5-Team(s), 6-‘Fluential Resources (input/output)

4- Method(s) for reporting: (i.e. communication to other stakeholder individuals and teams

5- An info-structure based on communication

6- Project investment strategy to be based on value-add money sourcing

7- Open door policy (contracts describe alternative view … privacy yes, proprietary no)

8- Description of an RTC Free Agent

9- Allow agreement

10- Whole-part-whole cycles of a meeting

11- A mediation process for when issues are not resolvable within supporting spheres (managed by main RTC large sphere)

12- Use of business template to account for time and money and people issues

13- A protocol guide generated by multi-sphere collaboration, managed by main RTC large sphere)

14- Permission for groups to dissolve (core pod as example)

15- Feedback learning loops that includes a synthesis stage: experiment (source of innovation), evaluate (based on the question), correct (no absolute answers)

16- Tactical (immediate term activities) vs strategic (long term envisioning)

17- Communication Tools: Virtual: Use of collaboration tools such as Google Groups, Sites, and Docs for online communications, Physical: every Wednesday is an open-technology meeting to align CM ‘fluential spheres

18- Board’s responsibility/role

19- Relationships (circle) and strategic development (triangle)— fractal nature (one in the many in the one) spherical onion-like ( center 1 -> first layer 12 -> second layer 44)

20- Multi-centered organization

21- 12 cells around 1 cell (total of 13 centers)

22- Simplest form of company (internal community)

23- Each of 13 cells responsible for/to 12 other cells within company, first layer of onion

24- Simplest form of stakeholder relations (external relations)

25- Each of 13 cells responsible for/to 44 cells outside of company, second layer of onion

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Concentrix Management and Collaboration Structures
(Items in the Package)

– FUNDAMENTALS: rules?, and/or principles of CM (must be simple and no more than one page) (dot in center)

– TASKING: time, money, resources, people chart/array

– COMMUNICATIONS: people responsibility connection map/matrix

– 3BL (triple bottom line): Conceptual tools for integrating sustainable management into planning and practices

– ORGANIZATIONAL LEARNING: practices, schedule, procedure, principles for collaborative learning experiences

– Individual Sphere meetings use Learning Circle process diagram

– Individuals from each group are self-selected as responsible for each other group to report and note other group alignment issues

– Sphere PROTOCOLS

– PROCEDURAL: Individual – Each sphere creates and manages their own protocol procedure doc and make it available to all other spheres

– REPORTING: Collective spheres- All spheres together decide on a common reporting template to be used by all spheres for cross-sphere reporting (monthly or weekly) RTC sphere manages it)

– Both single and group of spheres meets on a Common day for all meetings, Monthly Learning Exchange Market, Weekly Spheres Meetings: (except for day of exchange market)

– Groups are responsible to each other via listserv reporting and scheduling

– Cross-pollination of spheres done by each individual in each sphere choosing 1 or more other spheres to connect with someone in those spheres (not necessarily facilitator for they are merely a focal point for delegation, report holding, etc

-Organizational charting

– Global circle people connections (org-like) chart goes with individual spherical org chart

– Global hierarchical task chart describing basics: what, time, costs

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Keys to concentrix management strategy development:

how to create a learning exchange marketplace (dynamic process)

organizational geometries (dynamic structure) [a future study]

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Collaboration structures often used (4 primary types)

Type 1: CONVERSATION CAFES

Conversations done irregularly (1 to 2 month window), for individuals … company staff & external stakeholders, the blood/fluid of the organization, amorphous [process/flow], 13×12=156 maximum number of employees

Type 2 : POD CLUSTERS
Meetings done weekly at same time, for company group relations, the emotions/personality of the company boundary(s) [patterns/identity], 13 fixed groups of spheres

Type 3: COLLABORATORIES (or Colabs)
Held monthly, all involved, (for whole company, managed by 13 self-selected facilitators) the body/shape of the organization, crystalline [structure/constructs]

Type 4: CHARRETTE ACCELERATORS
For internal/external stakeholder alignment, provides the conscious movement/direction, managed by OL team, the spirit/essence of the organization [wholeness, integration of structure, pattern, process]

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The Art of Authentic Leadership

How To Become An Authentic Leader

By Vic Desotelle

Authentic Leadership is for those who
choose to ‘BE change’ as the way to ‘SEE change’

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Authenticity as Prerequisite for Leadership

Today’s growing global problems can not be solved using the same methods that created them in the first place. Thus, we must evolve our approaches toward innovation, including a new eye on leadership. This article addresses leadership from a very different perspective. How do we bring in new forms of technologies, build conscious business paradigms, support social issues, and formulate economies that create well being in our communities?

To create a better world for our children and our children’s children, we need to apply leadership in a new way. ‘Authentic Leadership’ addresses this need. Specifically, it reshapes our way of thinking and collaborating. It helps us to make more choices available to more people, and to make better decisions by using evolved forms of collaboration and individual empowerment. This kind of leadership is what is needed to help us build a sustainable vibrant world society.

Authenticity is the difference between leading and leadership

There is a difference between practicing formulated exercises to create personal change, and experiencing deep transformational change through self awareness. This is done by first empowering yourself as a leader based on your interests, capabilities, and passions, to realize your own unique authentic identity.

Once this is achieved, a shift in personal understanding of leadership will occur. With this shift, comes an evolution in the way you are able to help others realize their own power and their own sense of leadership. Thus, you become a catalyst for change rather than a director of change.

The primary role of an Authentic Leader is to follow change from behind, not direct it from from the front.

That’s right: I said ‘follow’. By following team members and watching for ways to enhance their own ‘yellow brick road’, you inject power into both the individual’s and the group’s journey – one individual at a time, including yourself.

Change carries greater purpose than satisfying our own self imposed ideals that others want to follow. This is not empowering and does not lead others toward their own authority. Realizing this is a big step toward becoming an authentic leader. To do this, the way leadership is viewed has to change:

Rather than placing your leadership in front of others and ‘leading the charge’, you instead follow and keep a watchful eye for the opportunities to ‘catalyze desired change’. This enables change – not through your direction, but by facilitating and empowering those who reveal guiding insights with a passion to act.

Choosing ‘director’ leadership or ‘follower’ leadership says much about how we will affect change.

Director-leadership reinforces old ways and helps to stabilize existing cultural norms, whereas follower-leadership establishes new pathways for culture systems to emerge. Both have their role in evolving a society. However, ‘follower’ lead approach focuses on creating the new by recognizing when old principles, rules, and behaviors don’t work anymore. Unlike ‘director’ leadership, ‘follower’ leadership allows effort to be on creating the new without putting energy on breaking down old norms that no longer serve us.

This actually is the only way real change happens, since killing off the people and systems that serve the old way does not in fact kill off the behavior of that old way. When you look at history, our revolutions, which arise to address needed change, have not really been effective. The same patterns have tended to repeat themselves over and over. To create real change, we must attend to the emerging new, not put energy into eliminating the old.

The ‘Bulls-Eye’ – An Old Metaphor for Leading and Succeeding

Have you seen how the target is so often used as a business metaphor? I do like this metaphor of the arrow hitting the bulls-eye, but for a different reason than you may think. What if, for the authentic leader, it is no longer appropriate to aim for the center of the target? What if your best shot is actually when the arrow lands in the furthest outer ring?

For the authentic leader, viewing situations from a target’s periphery is more powerful than from its center. The edge is a place where you have to be more a part of the interactions with others. You are not at the center of the world for all to adore. The new leader has moved passed his own “me center” needs that satisfy personal ego. Instead respect is gained by risking at the edge. Risking being seen in in the vulnerability of one’s humanity as a person that makes mistakes and is flawed like we all are. The periphery of the target is not as safe as the center. It’s at this periphery, and not the center, where an authentic leader’s true power is realized.

In Leadership Ecology, you want to target the OUTER ring, not the center bulls-eye.

From the outer ring you have a very different perspective on leadership. By placing yourself in the outer ring, you are in the best position to move others into the center, not you. Aiming for this part of the target also challenges your own awareness, and thereby your authenticity as a person. And this is so important as a leader, because people can feel your truth. It is not as hidden as you may think. Most can tell when you are not really coming from your authentic self.

Mirror Mirror on the Wall …

Each of us sees ourselves best by reflecting off of others. In fact, I propose that it’s the ONLY way we can see our true authentic selves. That is, your ability to be truly who you are will become evident once you surround yourself with others who can empathize with your life path and compassionately share with you how they see you. This mirroring concept is core to good a leader’s ability to facilitate others along their path.

It is the authentic leader’s responsibility to be a reflection of you. It must be done in a nonjudgmental way, while at the same time being boldly-truthful – a mirror of ‘you’.

A mirrored message can not be recognized by you until someone actually reflects it back to you, and taking in reflected (mirrored) messages can be difficult. Often, what another says about you triggers the ego’s protection mechanisms. But allow them anyway. Permitting these reflections will help you see through your own forest of day-to-day trials. As you serve others in this way your own leadership qualities and abilities improve and becomes more meaningful. As a mirror, you generate and acknowledge your own insights with others. This process actually becomes a spiritual journey as you enter into your own personal labyrinth toward becoming more aware.

Creating an Ecology of Leadership

When we come to realize our own authentic identity, we move to a place of compassion and empathy for others. Rather than being in the front office, where too often isolated decisions are made, instead your influence radiates out in an attempt to partner with others. You no longer are a director overseeing subordinates, but instead see value in empowering others, helping to shape an empowered network of interactions. A ‘Leadership Ecology’ begins to form.

Evolving an ‘Ecology of Leadership’ is not done by placing yourself at the center of attention, or at the front of the room with everyone’s eyes pointed at you. Rather, it is done by positioning yourself to easily focus on others in the group, not them being focused on you. As we’ve discussed in the bulls-eye model, this comes from a place of guiding from the periphery, rather than directing from the center or the front office.

When a Leadership Ecology occurs, a web of relationships emerges revealing each person’s authentic leadership qualities through the transfer of their power to others. When done in a conscious way – a shared collaborative awakening happens.

Authentic Leadership is Collaborative?

Once you get comfortable with this new perspective, your actions and your direction of others, will come from a different place – an empathic place, which is the first step in empowering others to their own leadership. This is what ‘authentic leadership’ is all about. It’s this kind of leadership that empowers others into their own leadership. It marks the beginning your organization moving toward new forms of collaboration that create unexpected, even disruptive innovation that is built on a foundation of group empowerment – a collaborative leadership.

Each One’s Uniqueness Revealed

Each one of us is unique, and too often our one-of-a-kind identities do not reveal themselves through traditional coaching or mentoring methods. Leadership consulting and coaching process formulas only work to a point. How do we address that part of our personality that is not just about creating goals, strategies, and tasks to perform more efficiently? Our business-oriented activities too often cloak who we really are – our inner personal truths.

Our inner truths and beliefs are the real drivers behind all choices we make in our external life.

Once you reveal and own your inner truth, your true identity is revealed. Now the whole world will look different. Your choices and actions change as well. In your full authentic self, you become a more balanced self-realized leader of others. And it starts with the others reflections so that you can see inside yourself and then emanate true power; true leadership.

Entering the Labyrinth of Authentic Leadership

Entering the labyrinth of authentic leadership can rarely be done without having others involved in your awakening process. It also can not be done by merely understanding the concept. To really grok its value, and to see authentic transformation, this kind of work must be experienced in the day to day trials of your life. You must actually walk through the labyrinth of your own making, not just think about it. This often starts with a coach or mentor – someone who can support you as you move toward the root of personal insight. Insights that will include valuable tools for using on the job. Such as, becoming more clear about situational problems, the ability to recognize employee character behaviors, understanding resulting decisions that they make, and how to help each other evolve into the creation of collaborative solutions.

Realizing our authentic self is the true power source of all good leaders … Once obtained, they give it away freely.

You will also become skilled at both offering and receiving acknowledgment – from a place that goes beyond selfish ego. These are all unique and personal experiences to you and you alone. As you to awaken to a more authentic self, a personal transformational change will emerge from within you that affects not just you, but those around you as well.

A New Understanding of Leadership – Listen Up!

We are moving into a new understanding leadership and management that are no longer only about reaching targeted goals and objectives. Sure these are important, but they are less significant than the need for ‘authentic leadership’.

To understand what it means to be a leader today, we must be retaught and move away from traditional methods. You will not find absolute formulas or rigid processes for building on prescribed objectives.

Although sometimes useful, authentic practices tend to stay away from prescribed rational formulas and instead rely on a blending of your own and others intuitive instincts. The greatest challenge is learning to use your instinctual senses to listen deeply into yourself, as well as into others. Do not make your primary motive for listening to direct what you hear another say and direct them toward action. No. Instead listening is done guide through reflection, helping another to see their own aha’s. This is ‘empowerment’, which is the primary measure for how well authentic leaders are applying themselves.

Reevaluating Your Expectations

This is the first step toward becoming an evolved leader – an authentic leader, is to reevaluate your expectations. What are your true objectives and plans, based on your hidden personal motives? This can not be done alone. But done in a safe, nonjudgmental container, groups can work and learn together how to realize a deeper sense of self. By supporting each other, we reveal things that bring profound insight to who you are and how you perceive the world. Beyond that, your ability to support your team, family, or organization becomes more trusting and more meaningful. This is true leadership. Expectations in your role as leader have changed. Now you are moving toward an ‘authentic leadership’.

Imagine Leading and Being Lead in an Authentic Way

What would it mean for your team’s productivity and success if you acted as their mentor or coach, rather than as their manager or director? What if you shifted your ‘I’m in charge’ thinking, to enabling their charge?

What would happen if you shift your motivation from being an ‘authoritative director’ to being an ‘authentic leader’?

Start aiming at the outer ring of the target instead of the center, and watch what happens.

Written By Vic Desotelle VicDesotelle.com EMAIL VIC

Vic on Team Building

Allow me to set the context for this section of my blog.

For me, team building is a highly important aspect of any organization’s development. Very few of you will argue me that.

However, I propose that it is rare to see team building as a process that is directly integrated into the work that needs to get done. Instead, team building is done using separate programs, like climbing trees together, or goofy games that create bonding. Yeah, it does that to an extent. But there is nothing better than a team that builds itself amidst the project they are working on – and doing that consciously together.

Now ‘that’ is the best way to build teams in my view.

It is a method that I emphasize strongly during the discovery process as I believe it is the way to fuel deeper forms of innovation. When team building is separate from the work at hand, it is harder to relate what happened when you were hanging 100 feet in the air from a rope when – back at the company – a statement is made by someone that just doesn’t make sense. How do you team with that?

Integrate team building with your project and get better more sustained results. Then go out and have some fun outside of the workplace together.