Applications are templates, tools and facilitation techniques that support your transition to a more open and participatory workplace
Employing an open architecture releases the complexity between individual role and team goals. This template is an architecture based on the locations people occupy and principles of self-organization. These locations are defined by and co-evolve with the values streams of individuals, their team objectives, and the performance outcomes that emerge. Learn more >
As organizations scale and environments become less predictable, the organization-as-a-system quickly becomes too big to know, and leaders fall in over their heads. When intelligence is distributed, smart decisions are made at local levels that are responsive to subtle context and conditions.
When governance remains responsive to individuals, leadership can track what is actually happening in their organizations, rather than relying on assumptions or unrealistic expectations of what should be happening.
When leaders think about change, they mostly think in terms of closed systems and developmental dynamics. They imagine that they are on the outside of the system, making corrections, interventions and applying change strategies; while assuming that people inside the system are not similarly participating as free and empowered persons. Successful leaders think about change differently. They understand there are many language of change that are important to understand open and unbounded complex adaptive systems.
If we take a close look at organizational life, we find there are hidden, implicit ways that people are actually operating in their ordinary, day to day activities. The first step in opening to a larger participation is to map these connections that have been formed by everyday interactions between people.
When information is distributed and people collaborate in open, cross-functional teams, decisions are better informed through diverse, multi-perspectival contributions of many participants.
The OPO template enables leadership to chart resource investments as they flow through network value zones into core performance zones, and are transacted as value to clients, customers, partners, and the common wealth.
An application that helps us inquire into how strategy emerges from complex responsive processes in organizational life. It describes how role identities and objectives emerge from the set of values that represent the intentional-motivational priorities of individuals. These in turn set the possibilities for emergent outcomes.
The OPO operating system functions like the DNA of the organization. It allows for stability and novelty, predictability and freedom at the same time, making it resilient through both times of relative stagnation, as well as rapid change.