Gather information about the state of the organization so you can make better decisions.

In this case the change leaders assess what strengths the team can build upon and which challenges are the most important to address. They do not burden the team with the raw results, it is their responsibility to interpret the data and make decisions to initiate change toward reaching the goals of the organization.

Discussion between leadership and team members are around the implementation of the changes.

Situations:

  • It is important for us to operate with very low level of error and risk.
  • It is enough for us to apply well known and tested technologies and practices.
  • The environment in which we are working is regulated or very stable.
  • The level of competition is very low for us.
  • The work we do is mostly repetitive or standardized and requires very little creativity.


Surface and nurture the creative solutions that fuel our success.

In this case the team does not need experts or leaders to tell them what to do. Rather, they need thought-provoking questions to help them find what works best for them in the context of their situation.

Creative discussions occur around finding the best and most efficient solution. Change leaders facilitate the dialogues rather than leading them. They are adding thought-provoking coaching questions when the team gets stuck on a topic.

Situations:

  • We strive for excellence. It is not enough for us to copy those companies who are doing well.
  • We have high tolerance for error and can learn from them by taking responsibility for the consequences.
  • We want to be engaged and be part of something great. We want to take responsibility and enjoy the freedom that comes with it.
  • We know that our joint mind will create something that separately we could never create.
  • Our market environment is not predictable.
  • Competition is high, we need to innovate.
  • Efficiency is very important for us.


Inspire the evolution of the organization towards purpose beyond money.

In this case the team is able to facilitate itself, the team members are able to confront each other, ask inspiration and provocative questions without external help.

During the generative conversations new topics emerge beside the regular ones: deeper meaning of work, serving beyond oneself, contribution, purpose in life, ecosystems. These situations call for distributed leadership where everyone is expected to lead the topic that is inspiring for them.

Situations:

  • Success is not enough, we need to have the sense that we are contributing beyond ourselves.
  • We have high tolerance for confrontation. We are able to self-reflect and do not need an external expert to confront us with reality, we are able to do it ourselves.
  • It is painful for us to see the problems in the world (social disintegration, environmental destruction) and we want to take a step in the right direction.