ESSAY 6.2

AN INTEGRATED SYSTEM FOR ORGANIZATIONAL TRANSFORMATION

Dean Anderson

I have a dream that one day business will be the prime catalyst of good on the planet, a change agent pro-moting the well-being and right livelihood of people and the preservation of our natural environment. I do not carry this dream as a misplaced Pollyanna fantasy, but rather as a realization that this is how it must become with business. Business is too big a force, currently promoting both the benefits and limitations of its primarily orange altitude worldview. While the benefits of the technological innovations and employ- ment opportunities that business brings are significant, so are the limitations of its all too frequent economic and emotional mistreatment of people and decimation of the environment. The paradigm of business must evolve, and do so rather quickly. We simply cannot have it continue in its current state—it is not sustainable for people or the planet. Throughout human history people and societies have continually been primed for breakthrough, while simultaneously needing to resolve significant problems to avoid breakdown. This is the evolutionary path: at every moment, in every breath, we have the potential to transcend and include, or drop into further contrac- tion and constraint. On a macro level, at the edge of each stage of development, things have both never been so good, or potentially so bad. And so it is now. The difference here in the second decade of the 21st century—and it is a very significant difference—is that our potential for creation and destruction has never been so great. Our technological advancements make it possible for the first time in history for us to destroy our natural and social environments through pollution, war, and economic disaster. Yet, at the same time, we have also never been so connected and able to draw people and resources together for the good of the whole. It is a precarious and chaotic time we live in, and business will play a key role in whichever near-term direction we go. We know that evolution will continue unfolding. What we do not know is what turns evolu-

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ABSTRACT Organizational transformation is difficult. It requires leadership from a second-tier per- spective, which is rare in large organizations. It also requires a comprehensive, aligned, and integrat- ed system of training and development, consulting, coaching, and change methodology delivered and framed in ways that fit first-tier leaders’ worldviews and objectives. This system must deliver their desired outcomes yet simultaneously transform their mindset and behavior as well as their organization’s culture and system. Such a system is best driven by an end-to-end change process methodology that organizes the design and implementation of the entire transformation. This ar- ticle provides insight into such an integrated, process-oriented system of transformation through the eyes and experience of a seasoned transformational consultant who has developed and applied such a system in large organizations for more than 30 years.

KEY WORDS business; leadership; organizational development; human development; transformation

Correspondence: Dean Anderson, Being First, Inc., 1242 Oak Drive, DWII, Durango, CO 81301. E-mail: deananderson@ beingfirst.com.

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tion may take in the short term: toward destruction and demise or toward greater co-creation and a break- through to a wider and deeper embrace. My core purpose in writing this article is to promote the latter. Transforming business and organizations will have a very significant positive impact in the world. A transformation in business to a green-altitude worldview will lessen the threat of environmental disaster as business leaders do what is natural to them from an expanded perspective (e.g., lowering their carbon foot- print, developing sustainable manufacturing practices, pursuing zero waste). It will promote the quantity and quality of social democracy across the globe. The more leaders transform their command and control styles and use of dominator hierarchies, the more they will influence other institutions to do the same. Business is always at the cutting edge of innovation, and as business becomes more customer-focused, collaborative, and inclusive, so will education, politics, medicine, and governments. Business captures the attention of the planet’s first-world population like no other institution. People spend more of their time at their jobs than in any other waking activity. What is modeled at their places of employment has a profound impact on people’s worldviews and behaviors, as well as on the larger cultural and systems. Organizations and their transformation are the best practice fields we have for planetary change. Where else than in business and the military do we find such scale, resources, and motivation for innovation? It is important to recognize that organizations today—and the people that lead them—are the power centers on the planet. The path of global change is not around organizations, but through them, in partnership with them. Bringing Integral Theory to business and developing organizational leaders to become conscious leaders of change is more than just a good idea; it is a primary strategic lever for planetary transformation. Integrally informed business consultants, trainers, and coaches have a tremendous opportunity to shape the path of business. Through their relationships and work with business leaders, they have the power to influence thinking and raise awareness. But let’s not go jumping into this endeavor with adolescent enthusiasm. We can eas- ily do as much harm as good by making predictable missteps fueled by our enthusiasm and passion. We need our commitment for making a difference in the world, but we also need pragmatic skill in doing so, especially in re- gard to the nuanced task of getting business leaders to be interested in integral awareness, methods, and outcomes. A key strategy for global change is to get more second-tier people into positions of power. The chal- lenge is that people at teal and turquoise altitudes generally are not all that interested in becoming CEOs of a large corporation or the director of a government agency, nor were they at age twenty or thirty as they were intuiting and crafting their career paths. The solution? Develop the people currently in power and equip them with a system of insights, methods, and tools for change so they can become capable of leading transforma- tion from an integral perspective. How to do this has been my career pursuit for over three decades. As an organizational transformation consultant, I have worked intimately with senior leaders of Fortune 500 companies, government agencies, the U.S. military, and global non-profits, helping them build transformational change strategies, transform themselves, their teams, and organizational cultures, and develop their organization’s change capability. This work has embraced personal change, team development, and organizational change as an integrated pursuit, where the goals are to consistently produce breakthrough business results as well as generate shifts in indi- vidual mindset and collective culture. We have had some extraordinary successes, some downright failures, and many outcomes somewhere in between as leaders dabble in what is required but do not fully engage in it. I write this article to share some of what I have learned in this journey of transformational consulting in the hope that it might serve in your work helping leaders and their organizations transform. First, I will describe the three different types of change occurring in organizations and define transformation as a specific type. In this context, I will then outline the essence of my message, which is my belief that organizational transformation has the highest probability of success when guided by an integrally informed, comprehensive, aligned, and integrated transformational system driven by an end-to-end change process methodology. Be- low I will explain what I mean by that long statement and why I come to that conclusion. I will ground this

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theoretical discussion by outlining key aspects of the “integrally informed, comprehensive and integrated transformational system” that Linda Ackerman Anderson and I have developed over the past 30 years at Be- ing First, our consulting firm. Then I will outline critical points about how best to work with first-tier organi- zational leaders, as that is our primary audience for this work. Throughout the article, I will share key insights—do’s and don’ts if you will—about how to bring Integral Theory in action to business and leadership, and how to transform large organizational systems, including culture. For this I will draw from my own client experiences and from the application of my firm’s “integrated system of transformation” (see Appendix A). My goal is to both widen and deepen the perspective that integrally informed change consultants, executive coaches, corporate trainers, and leaders themselves have about what it takes to transform large organizations successfully. My hope here is that more of us will either take on the task of developing inte- grated systems for organization transformation, or network with each other to produce integrated offerings. Piecemeal or partial approaches will not be effective enough to meet the challenge before us, given its level of urgency and magnitude.

What is Organizational Transformation? First, a quick introduction to the three different types of change that are occurring in organizations today: de- velopmental, transitional, and transformational (Fig. 1). Understanding the distinctions between these types is critical because each requires different change strategies and approaches, a different level of integration, and different change process methodologies. Developmental change is the incremental improvement of current structures, systems, processes, or technology, while transitional change is the dismantling of existing structures, systems, process, or technol- ogy and the simultaneous creation of new ones. Both are Right-Hand quadrant activities. Developmental change usually gets accomplished through current operational structures and processes, while transitional change often requires a parallel organizational structure to execute. The existing hierarchy runs the ongoing business and another governance system is built to lead the change, led by a change sponsor, change process leader, and change leadership team. Both types require individual behavior change and skill development (Upper Right), with transitional change requiring more because it puts in place a new state, rather than simply improving an old state. But neither demands Left-Hand quadrant attention to mindset or culture. Virtually all leaders can succeed with developmental change as it requires minimally an Expert world- view (amber–orange altitude). Transitional change requires minimally an Achiever worldview (orange alti- tude), and ideally an Individualist/Catalyst worldview (green altitude), because of the often complex system dynamics that require project integration of multiple, interdependent sub-initiatives. In transitional change, there is often more need to attend to deeper human dynamics because the new state often triggers stakeholder fear and anxiety, requiring greater attention to managing states through two-way communications, greater employee engagement, and training. In both types, traditional project management methodologies are ad- equate to manage the process of change, and traditional change management tools are often adequate to man- age the people components to minimize resistance. Organizational transformation is an entirely different beast. It is by far the most complex type of change, and the only type that can potentially deliver a substantial breakthrough. Transformation occurs when the environment or market is demanding a quantum shift in structures, systems, processes, or technology to either meet a challenge or capture an opportunity. In such cases, mere improvements to existing Lower-Right systems or even the creation of new ones modeled in the existing paradigm are not adequate. The Lower- Right solution requires a breakthrough to a higher altitude where a new set of design principles emerge. These principles usually are aligned with the level above the current altitude of the organization’s culture. In other

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words, the market itself “requires” the organization to evolve in order to stay relevant. For example, I recently worked with a military organization. Its senior officers were forecasting secu- rity challenges 20 to 50 years into the future. When we asked them to identify the concepts that would gener- ate the solutions to the risks they identified, they included these principles:

• Global mindset • Cross-boundary collaboration • Present time adjustments to emergent circumstances • Networking manpower • Seeing into the future • Thinking out-of-the-box • Sharing power

Figure 1. Three different types of change that occur in organizations.

Developmental Change

Transitional Change

Transformational Change

RE-EMERGENCE

Improvement of what is; new state is a prescribed enhancement of the old state.

Design and implementation of a desired new state that solves an old state problem; requires management of the transition process to dismantle the old state while putting in place the new state; managed timetable.

Market requirements force fundamental changes in strategy, operations, and worldview: 1) New state is unknown—it emerges from visioning, trial and error discovery, and learnings; 2) New state requires fundamental shift in mindset, organizing principles, behavior, and/or culture, as well as organizational changes, all designed to support new business directions. Critical mass of organization must operate from new mindset and behavior for transformation to succeed and new business model or direction to be sustained.

Old State

Transition State

New State

Success Plateau

Wake-up Calls

Chaos

Death or Mindset Shifts

Birth

Growth

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These are not amber- or orange-altitude principles. They are green–teal, which of course is the next evolution for most military organizations. When transformation is called for, a shift of leadership mindset is often required to even see the Lower- Right solution, let alone deliver it. Leaders must expand their worldview—at least through temporary state changes—so they can perceive the complexity they face from a higher perspective. Furthermore, implement- ing the Lower-Right solution in transformational change requires a shift in culture. The old cultural norms and ways of working and treating customers have become outdated and ineffective. Recognition of this fact is often the trigger for transformation. New norms like working across boundaries, collaborating across the supply chain, and sharing information and decision authority become essential. Without a commensurate “up- leveling” of the culture, the Lower-Right systems might get implemented, but never fully deliver the return on investment intended because the culture will not fully assimilate the new systems or processes, nor allow the new ways of being, working, and relating required to operate them effectively. With the military officers, we asked if the principles they identified as requirements for their success were the foundation of their current leadership mindsets, behaviors and style, and the organization’s culture. The answer was a resounding, “No.” Most of the officers immediately saw that they needed to shift their own mindsets and behaviors in order to change the culture. We did not have to convince them of this fact; their own assessment of their future made it evident. The inherent challenge in leadership across industries, government, and large non-profits is that most organizations require full-on transformational change, yet the worldviews of Achiever and Expert-level lead- ers do not allow them to see the people and process dynamics required to be successful. First-tier leaders consistently apply developmental and transitional change solutions to transformational challenges, which rarely ever work. Their “flatland” reliance on Right-Hand solutions to the AQAL nature of transformation is the primary cause of the well-documented data that 60% to 70% of all organizational change efforts fail. The bottom line is simply that transformation requires an AQAL approach, and is generally successful in direct proportion to the degree that it is planned, designed, and implemented from an integral perspective. Making these distinctions about types of change to your clients is an important first step in initiating any large systems transformation. It is a very effective way to establish the case for including overt and proac- tive attention to mindset, behavior, and culture.

Integrated Systems for Organizational Transformation Above, I stated that “organizational transformation has the highest probability of success when guided by an integrally informed, comprehensive, aligned, and integrated transformational system driven by an end-to-end change process methodology.” Let me explain this point of view. First, what I mean by “integrally informed.”

Integrally Informed Transformation requires us to bring integral awareness to leaders and awaken it where possible. But we do not need to introduce the five elements of Integral Theory to leaders in order for them to successfully transform their organizations. For 30 years, I produced significant transformational results without using any integral models at all with my clients. However, everything my organization has ever done has been “integrally in- formed,” meaning that it generates from integral awareness within us. I am not speaking of a cognitive un- derstanding of Integral Theory, but as an embodied presence of awareness. With that awareness, Being First has naturally addressed such integral notions as distinctions between the interior and exterior facets of real- ity, states of consciousness as they relate to high performance, levels of organizational systems, integration, co-creativity vs. command and control, being and ego, body-oriented self mastery techniques and processes, 3-2-1 (under a different name), accessing presence, and so on.

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Operating from and assisting leaders to access integral awareness is “the change that changes every- thing.” That is the critical distinction about bringing leaders to an integrally informed system. Integral models are beneficial and useful to those ready for and open to them, but it is important not to confuse what are useful tools with what is causative and transformative. The key ingredient in successful organizational transforma- tion is helping leaders see from a higher perspective, which can be done with or without a specific integral model. I make a point of this here, and will reinforce it below, because in one’s enthusiasm for all things integral, integrally informed consultants and coaches often make the mistake of putting models and theory ahead of what is really needed to transform the organizations and the first-tier leaders they serve.

Comprehensive, Aligned, and Integrated Transformational System A comprehensive, aligned, and integrated transformational system must address all key components of large systems transformation as one integrated system that is aligned to the principles of the next level up the spiral of development. There are many pieces to the puzzle of organizational transformation, many topics and needs to ad- dress. Most practitioners specialize in one or two topics, which is fantastic, but it is insufficient to drive large- scale organizational transformation. We have to understand that organizational cultures are fierce in their guardianship of the status quo. When we deliver interventions for change that are isolated pieces of what is actually required for sustainable enterprise-wide transformation, like a training program, string of coaching sessions for an executive, or a consulting intervention about Lower-Right content, the organization’s culture tends to assimilate the positive effects without much long-term impact. This is not to say anything about the quality of any isolated intervention. In fact, there is great transformational work occurring in organizations across the planet done by brilliant practitioners. But the point is simply this—transforming organizations requires a multi-dimensional “campaign,” sustained over time, where as much of the organization as possible is impacted by and called to participate in the transformation and to integrate the new paradigm’s principles and values. Piecemeal interventions do not do this. A comprehensive, aligned, and integrated approach is required. The energetic—or the essence of the process of transformation—is similar at all levels of scale, so we can learn much about the requirements of organizational transformation by deeply understanding the support systems for personal transformation. To get our arms around this idea of a comprehensive, aligned, and integrated transformational system, think of individual transformation as a metaphor for organizational transformation. Imagine someone at orange altitude who has just gone to a personal growth workshop. They enjoyed the material, connected to the experience and techniques, and have decided to make some changes in their mindset or behavior. After the workshop, they “re-enter their life,” where they find the same behavior pat- terns, habits, ways of thinking, friends, eating and exercise routines, hobbies, and interpersonal relation- ships—all of which have been generated as a result of their altitude across all lines of development, and the choices they have made and are making in real time. When they return to “real life,” nothing has yet changed. The workshop attendee assimilates the impact of the workshop within their current reality, but only a ripple of potential lasting change gets absorbed in the ocean of their current life structure. The aspects of their current reality that are not aligned to the break- through they seek and the evolved principles they choose to live hinder growth. For lasting change to occur as a result of the workshop, the person must come out of the workshop and make changes in many of their life processes and structures. The probability of sustained personal change will increase the more they alter their diet, exercise more, meditate more, take up embodied practices like yoga or tai chi, engage a coach or therapist, find more awake friends and social circles, reduce the hours they watch television, or begin reading books on consciousness and personal change. It is the same with large systems.

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In organizations, the current culture and systems and the level of awareness and behavioral style of the critical mass of leaders (and staff) are the anchors of the organization’s current way of being, working, and operating. They are forces that maintain the status quo, but they are also potential springboards for break- throughs if they are understood and engaged properly. When delivering a transformational training program to a company’s manufacturing department, or providing integral coaching to the Vice President of Marketing, or teaching a team about vertical develop- ment, polarity management, stress management, personal change techniques, team development, or any other useful content, you do so within the limitations and possibilities of the organization’s current culture, systems, mindset, and behavior. Unless the interventions delivered are reinforced systemically over time, they are assimilated by the organization as beneficial ripples in the ocean of its current reality. In other words, they have local impact for a short time, but the system itself changes little. For organization-wide transformation, a more integrated campaign must be waged over time. Just like with an individual, an organization’s transformation occurs to the degree to which key aspects of its current reality are realigned to its new altitude. Consequently, an integrated system for organizational transformation must provide many types of interventions to drive those systemic changes, such as: 1) con- sulting interventions, 2) training programs and other development opportunities, 3) coaching over time, 4) assessments, and 5) change methodology, tools, and methods, all applied in an integrated way to transforming systems, culture, mindset, and behavior at all levels of the organization. The consulting interventions might include focus areas like strategic planning, operational excellence, business process redesign, organizational structure, business systems, team development, and human re- sources systems like hiring, training, and succession planning. Training areas can include leadership devel- opment, communications, change management, conflict resolution, polarity management, creative thinking, sustainability, and innovation, all applied to relevant organizational needs. Coaching can take on any area of need for people at any level, with the caveat that the more integrally informed an organization is, the more impact it will usually have. Assessments can run the gamut, including assessing organizational culture, lead- ership style, level of vertical development, team norms, stakeholder engagement, change readiness and ca- pacity, or morale. The change methodology, tools, and methods should be a process model, not a framework model, which I will describe below. These interventions must address all quadrants, and must attend to individual leaders and staff, in- terpersonal relationships, teams, and organizational systems and culture. The intervention options must be tailored to be relevant to the organization and its transformation, and must be customized to key stakeholder groups, such as executives, senior leaders, middle managers, change sponsors, change project team members, supervisors, and staff. To optimize transformational impact, any integrated system must provide personal transformation pro- cesses, tools, and techniques that attend to both mindset and awareness (Upper Left) and behavior and skills (Upper Right). This should include embodied practices that deliver real-time shifts in states of consciousness so people, especially leaders, have direct experience of managing their internal states and the positive benefit such practice has for their role. For this reason, states is the most important element of Integral Theory to initially introduce to organizational leaders. I have done this very successfully using optimal performance, flow, and “zone” concepts as easy entry points. Sports analogies are usually well received by first-tier leaders. A leaders’ personal presence and modeling is their most powerful transformational tool. Any applica- tion of shifting internal states should be applied to transforming their leadership style to consciously model the desired culture the organization’s transformation calls for. How they “be” influences everything they do, as well as their impact on others. The more they connect and operate from Being, the more positive impact they have. From higher states, they can see new solutions, intuit new directions, and are able to better sense what is needed in their people and the organization. Unless they elevate their awareness and way of being,

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working and relating, they remain models to everyone else that “nothing is really changing” and that the transformation is really “all talk and no walk.” Consequently, some kind of awareness and behavior develop- ment for leaders is essential for organization transformation. An integrated transformational system must also provide training and development in interpersonal skills, most importantly conscious communications. By learning to self-disclose and speak authentically about interiors, and to actively listen to enable others to feel heard, leaders become equipped to effectively deal with resistance, build commitment, communicate complexity, demonstrate authenticity, express their passion, and resolve conflict. Most importantly, by modeling attention to their own interiors, they invite oth- ers to do the same. The more this introspective way of being becomes a leadership norm in an organization, the more it begins to happen by osmosis in various parts of the organization. An integrated system must also include developing teams in conscious ways, so openness and trust can flourish in a field of deep collaboration and connection. Typical Right-Hand organizational development practices like clarifying roles, operating norms, and decision-making must be included, but expanded to touch more completely the interior of the collective expression of the team. One very effective way to do this is through team learning. Start with sharing learning about external domains, and then migrate to discussing what team members are learning about internal domains as you provide relevant personal development ex- periences. In general, as team members expose what they are learning, they begin to let go of the “I am right and you are wrong” attitude that permeates most organizations. When teams deepen their self-disclosure and members begin to include what they are learning about their interiority, trust skyrockets. This behavior is a foundation of conscious organizations and can be developed rather quickly if, and only if, a structured and sustained development experience of support is provided for the team over time. An integrated system must also provide for how the organization will transform its culture and systems. The point here is not to dictate what interventions are required in an organization’s transformation. Rather, I wish to demonstrate that many interventions will likely be needed, and to suggest that “one-off” interven- tions will have minimal enterprise-wide impact. The more interventions that are included and aligned to a consistent transformational message of second-tier principles, the more an accrued impact will be absorbed by the overall enterprise. This builds momentum as one intervention after another reinforces the direction of the transformation, until finally there is a pop, and “things are different around here.” Using a comprehensive, aligned, and integrated system for organizational transformation is a huge challenge. Individuals govern their life process through their personal choices—they can choose to change the structures and processes of their life to generate the conditions for sustained personal growth. For large systems, though, no one person has that power, not even the CEO. Business unit presidents, executive vice presidents, directors, and managers tend to all do their own things. Their activities are meant to be aligned to a common vision and strategy, and systems like strategic planning, operational planning, and performance management are put in place to foster that alignment. But because roughly 75% of leaders are first-tier, they orient “down and in” to their own silo or area of influence where they do their own thing. They generally do not have an “up and out” worldcentric perspective that would cause them, of their own accord, to highly value integration and alignment with each other or a common direction and approach. Mindset is to an individual what culture is to an organization—its interiority. To further highlight the challenge of organizational transformation, consider this: all meaningful transformation is generated from a vertical shift in worldview up the spiral of development. This is true within any holon at any level of scale, including individuals, relationships, teams, organizations, or the planet, just as it is true within any one line of development. Individuals realign their life processes and structures when they see and commit to the principles that are inherent in the next level of their development. In a personal growth workshop, when a person integrates a new realization that he or she needs to realign the four quadrants of his or her life to green or teal altitude,

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then doing so can bring tremendous sustainable growth. But how do large systems do that? In an organization of 50,000 employees, or even 50 or 500, how do you get all of them, or at least a critical mass, to see and align to green principles when their culture resides, and has likely been successful, at orange altitude? It is one thing to understand the need for a comprehensive, aligned, and integrated transformational system, but the real key is understanding how to implement the system.

Driven by an End-to-End Change Process Methodology Life molds us as we learn from experience. Organizations, like people, go through change no matter what they do or how aware they are. But in general, for most people and organizations, change does not carry them to the next level of vertical development. Instead, they reside for their entire adult lifespan in the same para- digm and level of awareness. Waking up and choosing to grow vertically is life’s greatest challenge—tough for individuals, yet extraordinarily complex for organizations. I believe that using an integrated system of transformation, driven by an end-to-end change process methodology, is the most effective path for organizations that choose to consciously pursue their develop- ment. Change process methodologies organize, accelerate, and focus organizational development toward a chosen breakthrough. They are the answer to how organizations can wake up and consciously evolve. Organizational change process methodologies guide the design and implementation of the myriad tasks of a complex transformational change process. When a workshop attendee chooses to focus all aspects of his life in a direction of conscious change, he can do so because he has control and decision authority over that personal pursuit. Organizational change methodologies provide this same function to large systems. They support the many often separate areas of a business to align in a common focus for change, organize the activities of the change, and enable the organization to consciously pursue its change while it continues its day-to-day operations. This essential function of organizational change process methodologies is mostly overlooked, often not understood, and rare in the market of organizational consulting. There are very few organizational change process methodologies in existence today, and even fewer that are integrally informed. There are two types of models for organizational change: framework models and process models. Frameworks are useful for diagnosis, discernment, and assessment, but have limited application to guiding large systems transformation, yet most consultants use framework models. Process models are required for effective organizational transformation. A framework model is static, depicting buckets of work as a snapshot in time. A process model denotes action over time. A well-known framework model in leadership is the McKinsey 7-S Framework (Fig. 2) that was developed in the 1980s by business consultants Robert Waterman, Jr., and Tom Peters. It depicts seven areas of organizational work. This model can be extremely useful for diagnosing issues or establishing whether you are attending adequately to all 7 S’s. The AQAL model is another example of an extremely use- ful framework, providing tremendous discernment and distinction of the overall system of life. Framework models are not bad or inaccurate; they are just not ultimately useful for change leaders to guide the process of change as they provide no guidance about what to do when, how, or why. Leaders need a navigation sys- tem that guides them to address the required change tasks in all quadrants. This is where integrally informed process models shine. Process refers to action occurring in space over time. Process exists at all levels of reality, from the microscopic to the macroscopic, in all quadrants, levels, lines, states, and types. All life is process; change is process. That right there is enough for second-tier leaders and consultants to realize that leading organization transformation requires a process orientation. A good process model guides activities toward a desired outcome. It establishes direction, builds mo- mentum, and articulates sequence and order of activities. Project management methodologies are process models, but they only attend to Right-Hand realities. Transformation requires a process model that attends to

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the organizational and technological as well as the human and cultural. It must call forth a vision of possibil- ity that aligns the direction of change to the design principles of the organization’s next level of evolution; it must operate at various levels of reality, guiding strategic decisions as well as pragmatic action throughout the organization; it should encompass all of the activities of organizational change from start to finish (see Appendix B); and it should direct the various interventions in the overall system being used. In other words, it should be all-inclusive. Figure 3 shows Being First’s change process model, “The Change Leader’s Roadmap” (CLR), which has been in constant action research for more than 30 years. The nine phases of the model were originally outlined by Linda Ackerman Anderson in the early 1980s. Since then, we have worked together to develop it into a process model fit for transformation. In the early 1990s, we abandoned the model for a year and attempted to co-create a fresh approach to transformation. We kept coming back to the fact that these nine phases perfectly articulate the flow of Lower-Right work to be accomplished in a transformation, and that what was needed was to infuse each phase with the mindset, behavior, and culture work required to involve all quadrants simultaneously. Developing this model and the resources to execute it has been a large part of our work over the ensuing decades. I will outline some of the features of the CLR as a pragmatic way of sug- gesting what we believe is critical in an end-to-end process methodology fit for transformation. First, the CLR is a “full-stream model.” Its first three phases focus on consciously setting up the change

Figure 2. The McKinsey 7-S management model.

Structure

Strategy

Skills

Shared Values

Staff

Style

Systems

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effort for success, the next three on solution design (including design of mindset, behavior, culture, and sys- tems), and the final three on implementation and continuous course correction. It takes a change effort from the idea stage to reality. The CLR is a thinking discipline, not a cookbook or formula for action. It informs action as a strategic guidance system, but does not dictate it; transformation is non-linear and every change effort is different. Any process model must be flexible and customizable to a particular project and to new information and circumstances as they arise. The CLR is developed through nine phases with activities and tasks for each phase of change. Change leaders must choose which of its 77 tasks they will deploy as steps in their unique change process (see Appen- dix B for a sample of 23 tasks). As a comprehensive-thinking discipline, the methodology highlights people and change process dynamics that might otherwise have been missed. It helps people become conscious of what they might need to attend to, and requires them to choose what they will actually apply in their organi- zation’s transformation. By calling participants into conscious awareness of what is required across all four quadrants, the methodology reveals a broader and deeper perspective of their reality. Any process model used to generate conscious evolution in organizations must provide this function. This is a powerful way to make the system conscious of its own change and aware of a more inclusive reality. Once leaders select the appropriate tasks in their change process, they then have an execution roadmap. But because of the emergent, nonlinear nature of transformation, they must constantly course correct their process plan or outcome as needed given the unique dynamics that emerge along their journey. The CLR

Figure 3. The Being First change process model.

I. Prepare to Lead

the Change

II. Create Organizational Vision, Commitment,

and Capability

III. Assess the Situation to

Determine Design Requirements

IV. Design the Desired

State

V. Analyze the Impact

VI. Plan and Organize for

Implementation

VII. Implement the Change

VIII. Celebrate and

Integrate the New State

IX. Learn and Course

Correct

Hear the Wake-up

Call

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drives this constant adjustment of their plan and gives them the support to be conscious at a strategic level, and disciplined at an operational level, as they execute their change. This encourages leaders to engage in a second-tier way of dealing in real time with what emerges, rather than following lockstep a preconceived and rigid plan like their amber and even some orange-altitude colleagues would dictate. A comprehensive process model must provide the resources needed to execute change tasks. The CLR comes equipped with over 2,000 pages of change tools, checklists, assessments, process questions, informa- tion sheets, articles, and potential problems for each of its 77 tasks. Each of these is written to meet the leader where he or she is, while offering many second-tier perspectives about how to get the work of the change tasks done. The intent is to deliver both success in clients’ change efforts and simultaneously support them to build their leadership capability by expanding their awareness, methods, and practices.

Success Factors In applying the CLR, or any enterprise change process model, there are two critical success factors to keep in mind. First, leaders must model in their decisions, behaviors, and actions the culture they are espousing. For the military organization described above, this means that the leaders must go through their own per- sonal change to transcend (and include) their command-and-control silo orientation to more effectively share power and information, collaborate across boundaries, and generate greater innovation and out-of-the-box thinking in their staff. Such leadership development requires vertically oriented development for first-tier leaders, which means your services must provide the training, coaching, and ongoing development to ensure this success factor is achieved. In Being First’s integrated system, we do not take on a large client unless the CEO or highest-ranking person in the project takes his or her team through a five-day personal and team development process. This is a robust process with interviews, assessments, pre-work, a four-day retreat, a follow up one- day session, and coaching. It can also include ongoing development of the top leaders for up to a year or more with a continued focus on self, relationship, and team mastery. Ideally, as part of the overall change strategy, the program is cascaded down through the leadership ranks. In one client system, we conducted over 50 of these sessions for the top 1,500 leaders over three years. The impact was phenomenal. We know from many years of experience that transformational change efforts succeed and fail to the degree the leaders expand their awareness so they can more completely model the new way of being, working, and relating inherent in their desired culture. Second, the change process itself must also model the desired culture. This means that the way the change is organized, designed, led, and implemented must reflect the future state rather than the current cul- ture. This reflects the often-stated principle of “start with the end in mind.” The change process should dem- onstrate that the organization has already embraced the desired culture. For example, if the culture is being transformed from one of command and control, withholding information, and competing across hierarchical and functional boundaries to one of collaboration, support, and shared power, then the change process must reflect that. It should engage staff for their input early, allow people to make as many local decisions as pos- sible, keep people informed and in two-way dialogue about what is happening, and create cross-boundary work-stream teams empowered to generate Lower-Right solutions. If the change is led according to the old culture, people simply will not believe the change effort is real and will not constructively engage in it. One of the most effective strategies for cultural change is to ensure that the most significant and visible change efforts are designed and facilitated according to the norms of the desired culture. This both overtly and subliminally alerts people to a future possibility that engages their commitment and passion. Where they might otherwise brush off the espoused culture change in disbelief, seeing the new culture in action and hav- ing a positive impact in the most important change efforts alters their resistance and worldview. If you choose to lead or consult to enterprise transformation, then I cannot urge you more to use an

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organizational change process methodology to guide your efforts. If you are so inclined to build one yourself, here are eight tips about methodologies fit for transformation:

1. Make it a process model, not a framework. 2. Ensure that it guides both strategic decisions and pragmatic, tactical action toward

desired outcomes. 3. Provide in it the tools and resources to execute each critical change task successfully. 4. Make it “cradle to grave” (i.e., your process model should guide the entire transformation). 5. Make sure it prompts leaders to design their change process so it models their desired

culture. 6. Make sure it calls for vertical self-development in leaders. 7. Focus it on all quadrants as one integrated change process. Do not separate Right-Hand

activities into separate change initiatives from Left-Hand initiatives. All key change tasks should be integrated into one change process so the overall impact tetra-arises.

8. Provide structure and direction, but make it flexible so leaders can customize and course correct their change plan in accord with emerging dynamics.

Bringing Integral Theory to First-Tier Business Leaders There are a few important factors that must be taken into account if we are to be successful at bringing inte- gral awareness to business. First, most business leaders reside at first-tier levels of development. Using Wil- liam Torbert’s naming protocol, most are Achievers, some are Experts, a small percentage are Individualists, and very few operate from higher perspectives. Most corporate leaders simply do not have the awareness, in- terest, and certainly not the passion for what second-tier consultants, coaches, and trainers are excited about. We must be conscious of this and learn how to bring the integral message and practices to organizations in the language and frames of reference they use. Amber-altitude leaders tend to think and speak with verbiage such as structured, controlled, linear, predictable, certain, methodical, and known. Orange-altitude leaders relate to words such as improved, en- hanced, greater, excellence, competence, successful, and champion. Green-altitude leaders relate to key words like team, partner, relationship, connection, integration, long-term, service, and support. If you start using integral jargon, or even everyday language that is second-tier oriented (e.g., flow, co-creation, evolu- tionary, enlightenment, shadow, consciousness) without any grounded business context, you might as well show yourself the door before someone else does. As you seek to describe your service offerings, remember that people have various levels of the de- velopmental spiral embedded within them. This means that you can pepper your descriptions with language from each level to provide meaning to leaders at the various levels. Learn to ground Integral Theory in what is relevant and meaningful to your audience. Notice how with the military leaders we used what was meaningful to them—their data about their future—to make evident the need to focus on Left-Hand concerns. Remember that for the most part, leaders will not care about integral principles unless they serve their agenda. So find out their goals, aspirations, and what keeps them up at night. Learn about their most pressing problems, and then frame your integral offering to demonstrate how it will deliver the solutions they seek. And of course, in the process, you will be providing a bit of awakening to the benefits, experience, and wis- dom of higher perspectives. But again, be very cautious about how you use integral terminology and models: it is far better to demonstrate value through action to first-tier leaders than it is to provide intellectual theory. Very few organizations operate at cultural altitudes beyond Achiever, and many still languish at Expert. So even if you do find a second-tier client, you must ensure that the strategies, methods, and practices offered fit the organization’s culture, not just their personal worldview. Be aware of the organization’s larger cultural

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perspective so you do not unconsciously collude with a visionary client and generate change strategies that attempt to move the organization too far too fast. In this scenario, the organization will reject you like an antigen. The organization must be met where it is, not just the individual client who is buying services. I am currently working with a CEO that operates from green-teal altitude, yet his Board of Directors hovers between amber and orange altitudes. His big vision must constantly be tempered, reframed, and made digestible in small bits or he generates fear and resistance in the Board. Of course, the worst-case scenario is that he gets fired, which would leave the organization without his green-teal perspective and likely stifled into the future by the Board’s limited worldview. A very important aspect of my service to him and his organiza- tion is seeing the bigger picture of diverse worldviews, and helping him design a transformational strategy that will bring his Board along with him. Without maintaining a deeper, broader awareness, I could easily get caught in the excitement of working with this visionary leader and co-create with him a very progressive change strategy that simply would not produce much of anything but resistance and political turmoil. The strategy of tailoring to the perspective of the audience does not mean “coming down” to their alti- tude, but rather, framing your second-tier message so they can hear and apply it from where they reside. Do- ing this is an art form. We have developed our integrated system and the CLR from a second-tier worldview, yet its form is digestible by amber, orange, and green altitudes as well as individuals entering or residing in second-tier. Like little patches of Velcro, there are hooks of relevance for first-tier perspectives throughout our system’s training programs, interventions, and change methodology. For example, we have a tool for Stakeholder Engagement. It asks application questions such as, “Will you engage stakeholders in rote tasks [amber], ask for their advice [orange], give them a say in decisions [green], or enable them to create their own custom paths to desired outcomes [teal]?” This simple hierarchy of questions reframes the user of the tool’s perspective, calling forth contemplation of human and systems dynamics from a wider and deeper frame of reference. The questions generate dialogue among leaders about which level of stakeholder engagement is appropriate given the outcomes they are pursuing. The use of the tool influences an orange leader’s mindset and behavior, and over time can impact the culture and organizational systems regarding employee commu- nication and engagement. The guideline here is straightforward: the structure of your service offerings can and should coax leaders to higher frames of reference by providing a full spectrum of possibilities. Another guideline is to craft your offering for one level above the audience’s altitude, while framing its benefits to their perspective. Keep in mind Einstein’s famous quote, paraphrased here as, “You cannot solve a problem from the same level of consciousness that created it.” Meaning, the solution comes from (mini- mally) the next level up the developmental spiral. It is usually very easy to demonstrate to first-tier leaders how they must expand their mindset up a level to solve their current challenge, even if they have not yet been introduced to the concept of levels or vertical development.

Conclusion I hope this article has inspired you to use an integrated transformational system and a change process meth- odology to guide your organizational transformation efforts. If you are a consultant, I hope you will consider working with other integral practitioners to combine your expertise to provide a more complete, integrated offering to your clients. If you are a leader, I hope you will take an integrated, process orientation to trans- forming your organization. The more complete and integrated the offering, the more impact you will have, whether you are a consultant, coach, trainer, or leader. Transforming organizations is hard work. It always includes the challenging yet rewarding journey of personal change, while adding the complexities of the collective at scale. Organizational transformation is a noble undertaking, and the world needs the brave and courageous souls who choose to attempt it. Thank you for being one of them.

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Appendix A The Being First Integrated System of Transformation The Being First System is founded on six foundations that inform our body of work: 1) pursuing breakthrough results; 2) taking a conscious approach; 3) pursuing vertical development; 4) taking an integral worldview; 5) taking a process orientation, and 6) leading co-creatively. These foundations influence everything we do and shape our value proposition.

Pursuing Breakthrough Results Seeking breakthrough establishes a pull toward something greater that requires going beyond the current, traditional, or conventional way of approaching things. This generates an overall context of meaning for leaders to turn into and explore the post-conventional. If a leader is interested in breakthrough results (greater profitability, better customer service, successful strategy execution), and those at the Achiever level are, then it is relatively easy to demonstrate how increasing conscious awareness and transforming culture will help deliver those results.

Conscious Approach We describe two fundamental ways humans operate—consciously or on autopilot. We overtly make increas- ing conscious awareness an objective and establish a foundation that leading transformation successfully requires becoming conscious of what is currently unseen: deeper human dynamics and broader systems and process dynamics. This opens the inquiry into states of consciousness as they relate to breakthrough, where we introduce leaders to flow states and an embodied self-mastery process for generating greater personal awareness, performance, and outcomes.

Vertical Development We outline stages of ego development and use this understanding to create more pull for intentional and sus- tained self development. We use levels as a means to discuss “how we are seeing things, and how we need to see things to solve the challenge of change we face.”

Integral Worldview We introduce states first, then the four quadrants and orient leaders to designing change processes that address dynamics in each quadrant. We discuss levels, sometimes lines, but seldom types. None of this is done in the context of learning Integral Theory. Rather, it is all delivered in common language for direct application to the leadership of change, personally and organizationally.

Taking a Process Orientation Change is process, actions over time to deliver a result. We orient leaders to consciously designing and facilitating their organizational change processes. We highlight that transformational change is non-linear, requiring constant learning and course correcting. This perspective, combined with a conscious, integral worldview, assists leaders to apply a teal-altitude orientation, even though most do not reside there. We have very overtly built this orientation into our change process methodology. As their guidance system for design- ing and implementing transformational change, this methodology supports them to perceive “process” from second-tier perspectives.

Leading Co-Creatively This orientation challenges leaders to move beyond command and control to become leaders of the enterprise for the sake of customers, employees, and shareholders, and not just be leaders of their own silos. It compels

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them to work across boundaries (hierarchical and functional) in support of what is best for the larger whole. It promotes “working with” rather than against, and establishes inclusion and participation as objectives beyond the typical “rule from above” style seen in most organizations. This again is a structure to support them to elevate to second-tier considerations of how they lead. We integrate five areas of services that include training and development, consulting interventions, as- sessments, coaching, and change methodology:

1. Conscious Leadership 2. Transformation Change Capability 3. Self Mastery 4. Engaged and Energized People 5. Co-Creative Culture

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Appendix B Sample List of Key Change Leadership Tasks

1. Developing change strategies 2. Building and course correcting change process plans 3. Establishing change governance structures, roles, and decision-making 4. Building a case for change 5. Establishing the vision and desired outcomes for change 6. Designing the future state 7. Identifying human and organizational impacts of the change 8. Launching change initiatives 9. Developing change project teams 10. Creating project integration strategies and infrastructure 11. Developing plans for how to keep the business running successfully while it undergoes system-

wide changes 12. Creating stakeholder engagement strategies 13. Developing communication plans 14. Doing a political analysis 15. Establishing design requirements for the future state 16. Building change capacity (i.e., stopping or modifying work activities to make room for change) 17. Assessing culture 18. Assessing change readiness 19. Building change infrastructures that support change execution 20. Doing an impact analysis 21. Creating implementation plans 22. Developing change leadership capabilities in leaders and internal change consultants 23. Developing an enterprise change agenda

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DEAN ANDERSON, M.A., is co-founder and CEO of Being First, Inc., a conscious change leadership development and transformational change consulting firm. He is an author, consultant, speaker, coach, and action researcher. Dean has been bringing an integral message to business leaders for 30 years, consulting to executives of Fortune 1,000 companies, government agencies, military units, and large global non-profit organizations that are engaged in transfor- mational change. With Linda Ackerman Anderson, Dean co-authored Beyond Change Management: How to Achieve Breakthrough Results through Conscious Change Leadership, which Ken Wilber has called “the best book written on an integral approach to business transformation.” In addition, Dean has co-authored more than 50 articles on conscious leadership and organizational transformation. He is currently co-developing with other integral practitioners the Institute of Conscious Change Leadership to make available to a wider audience the methodologies developed at Being First (www.beingfirst.com). He lives in the Colorado wilderness with his wife and partner, Linda Ackerman Anderson.

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