Features and benefits of IC Excel stand in contrast to 'business as usual" in most organizations. There are those organizations that, in many ways, apply some-to-much of what is encompassed in IC Excel. For many reasons, however, there seems little progress in creating other truly large-scale human systems integration. The investment in the status quo, the greatest obstacle to transformational change, is immense. We are so enmeshed in preservation of the fragments, where we have found comfort and ‘success,’ that the quantum leap we so desperately need is impossible to see.
—Oscar Wilde
IC Excel - Major Feature Comparison to Current Systems
Mandalan IC Excel™
Integrating Human Systems
—Joel Barker
“Vision without action is a dream. Action without vision is simply passing the time. Action with Vision is making a positive difference.”
“For every complex question there is a simple answer, and it is wrong.”
“Corporations around the world now write checks for more than $50 billion a year in fees for `change consulting' . . . reports from consultants, academic surveys, and reports from the changed companies themselves indicate that a full 70% of those efforts fail.
–Richard Tanner Pascale
Surfing the Edge of Chaos - The Laws of Nature and the New Laws of Business
"We always plan too much and always think too little."
IC Excel Constructs
Balancing of Vision (mission, values, principles, and strategic goals) is not a critical consideration. Balance Scorecard concepts offer high-level integrated concepts and tools.
Storying is a larger concept that includes all forms of storytelling. It is driven by the reality that, “People think in stories.” Therefore, stories are used in such activities as vision building, understanding reality as well as all current storytelling activities. Stories are the prime tool to effect subjective gap analysis to complement measurement of objective criteria.
Use of stories receives spotty consideration with emphasis on storytelling as a tool for informing, motivating, influencing, teaching, empathy, and other.
Learning Organization concepts, as advocated by Peter Senge and associates, have added to individual, organizational, and societal wellbeing. They suffer from fragmentation resulting in lack of spawned growth and sustainability.
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Creates balance as a cultural regimen that influences direction and behavior. The consideration of hundreds of polarities such as action*reflection, freedom*responsibility, head*heart, logic*intuition, and all those mentioned above become inherent in guiding, planning, and thinking processes of everyone in an organization.
Systems of self-organization are stymied by strong hierarchies, and command and control management style. The corpus (individuals, teams, functions, systems, and culture) require leadership that is served more than led.
The concepts of leaders as servants first is unknown and to some extent unwanted in many organizations.
Fosters culture with passion for learning as individuals and community. Promotes systems thinking and dissatisfication with status quo. In a fractal-based organizational design, restrictive learning is not an option.
See Strategic Guidance and Planning
Focus is on Human Systems Integration as it relates to technology (via Goggle search). Holistic approaches are considered conceptually without pragmatic node-level application.
Storying
Human Systems Integration
Complexity and Self-organization
Strategic Guidance and Planning
(Fractal Based Organizational Design)
Philosophically Based Principles and Values
Balancing Structures
Self-organization is generally hampered by top-down hierarchical design, command and control management, short-term emphasis reductionist problem solving, focus on tangible measurement, and outmoded restrictive strategic planning concepts.
Strategic Planning is flawed in design and typical application. Elements that inherently guide are misplaced in planning and therefore misunderstood, underused, and even misused. Emphasis is on goals, action plans, and measurement. Results are fragmented and fragmenting in regards to design, process, and implementation.
Central structures guiding behavior are considered to be values and/or principles. This often leaves values and principles in a fragmented space that diminishes their power and abrogates the balancing (polarity) character of nearly all values.
Learning Organization
Servant-
Leadership
Feature
IC Excel is about nuts and bolts organizational change. It is about the use of simplicity to face complexity. It goes beyond talk of holistic organizational design to providing a workable interrelated cluster of systems, concepts, models, process, and tools that enrich change, provide sustainability, and promote the best use of the talents and passions of people.
—Joseph A. Schumpeter
Copyright - Roger B. Marshall, dba Philemon-Joy & Associated
The Mandalan Quest™, The Mandalan Chronicles™, Mandalan IC Excel ™ are trademarks of Philemon-Joy & Associates