The Philosophy Behind Our Systems by Emily and Dick Axelrod Systems succeed or fail, based upon the philosophy behind them. Here are the philosophical principles that we at The Axelrod Group build into every collaborative system we design. Principle 1 A compelling purpose creates interest. When enlisting the aid of employees and outside stakeholders, most organizational leaders concentrate on creating a case for change. What is equally important is the case for meaning – involving the heart. The organizational task you’re trying to accomplish must have depth and purpose, and this depth and purpose must be made clear to everyone.
Principle 2 Public information and decision making create trust Information is valuable only when shared. Thus, all information needed for discussion must be public. This includes all of the information developed and decisions made during the change process. There cannot be information that some have and others do not. Sharing information allows everyone to make informed choices with increased understanding and trust in the whole system.
Principle 3 Involve the whole system to understand the whole system. Effective systems have deep, accurate, and timely communication among the sub-systems. When many stakeholders dialogue, they begin to understand each other and the larger system. As they learn how they fit into the larger whole, new possibilities emerge.
Principle 4 Create a safe enough environment. Allowing employees to express fear and doubt is key to moving forward. To do so, though, requires bravery. One organization we worked with called those favoring the change effort apostles, while those expressing opposition were called terrorists. The terrorist label caused participants to withhold concerns, which could have led to more robust solutions.
Principle 5 Involve the whole person. We have a dominant learning style. Some of us are auditory learners, others are visual learners, and still others are kinesthetic learners. When we convene people, we design the process to reach everyone through his or her preferred learning style. When we use only one style, we run the risk of not reaching important contributors.
Principle 6 Have a future orientation. Ron Lippit's research about groups concluded that when people focus on what they want to create, they become excited and energetic. When they focus on problem solving, they become lethargic. Robert Fritz identified that when people clearly understand both the present state and the future they want to create, structural tension develops, and they move towards that preferred future.
Principle 7 Egalitarian spirit builds trust and community. The answers are everywhere and in all of us. Egalitarian spirit means working together in a way that blurs the privileges associated with roles and titles. It does not mean denying legitimate power or authority, but rather evaluating input on the basis of its worth, not the position of the person offering it.
Principle 8 Co-creation builds ownership and commitment. Ownership is the taking hold of an issue, solution, strategy or course of action, and making it your own. When you own something, you sustain it and see it through to the end. When we make a commitment, we promise to perform, produce, and perpetuate a course of action. The Axelrod Group, 723 Laurel Avenue, Wilmette, Illinois 60091 Phone: 847.251.7361 Fax: 847.251.7370
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