Transformational Change

Vision 2020
A Transformation Model

He knows not how to rule a Kingdom,
that cannot manage a Province,
nor can he wield a Province,
that cannot order a City;

nore he order a City,
that knows not how to regulate a Village;
nor he a Village that cannot guide a Family;
nor can that man Govern well a family
that knows not how to Govern himself;

neither can any Govern himself
unless Reason be Lord,
Will and Appetite her Vassals;
nor can Reason rule
unless herself be ruled by God,
and wholly be obedient to Him.

TO WHOM IT MAY CONCERN

For three decades now I gradually grew in the awareness of the plight of millions of South Africans that suffered, and are still suffering, anguish of spirit and cruel bondage due to the fact that unemployment, poverty, and inequality have become structured in the citizenry of our country.

With more than 10 million people unemployed, approximately 33.3 million (55.5% of the population) living in poverty, and 13,8 million living in extreme poverty (earning less than R547 pm (StatsSA, 2018 April)), South Africa is the most unequal country in the world with regard to distribution of wealth and income (World Bank, 2017 data, most unequal ranking). The crime rate is also of the highest in the world, with 500 000 murders over the past 25 years. Add the current aids pandemic and one can almost hear the time bomb ticking. Aforementioned leads to high levels of three main de-motivators – emotional pressure (shame, guilt, and fear), economic pressure, and ultimately inertia (a tendency to do nothing or to remain unchanged).

For more than 30 years I have been busy combining personal counselling and business consulting, which spontaneously crystallised in the development of a theory based on both personal- and entre (intra)-preneurial development. The theory (model) encompasses separate “recipes” for personal development, new venture creation (start-ups), as well as the re-structuring, re-culturing, and re-engineering of existing organisations.

Thus, the main driving force behind the compilation of the personal matrix-structured models is the alleviation of spiritual-, soulical-, and physical pain and trauma. We help create an environment that is conducive to healing wounds, alleviate suffering, and supporting individuals to conquer their fears. Simultaneously we guide people to discover their individual motivators in the form of potential and purpose in an environment of play (experimental and innovation).

A set of books is in the process of being published, of which “Decode Your Code I” (Individual Governance) and “Decode Your Code III” (Corporate Governance) have been completed. “Decode Your Code II” (Family Governance), as well as “Decode Your Code IV” (Civil Governance) is currently being written. “Decode Your Code V” (Spiritual Governance) will follow thereafter.

Our main emphasis (due to the compound challenges of poverty, unemployment, and inequality) is to create scale and scope regarding the distribution and delivery of our products/services in the market. For this purpose, we need suitable platforms that adhere to our worldview as Christians towards the fulfilling of the Great Commission – to go unto all the world.


Yours gratefully,

Willie van Jaarsveldt
M.B.A; M.A.

EX UMBRIS ET IMAGINIBUS
IN VERITATUM

From shadows and imagination
To the truth

Introducing the Ten-X Governance Change Models

All our creativity is based on facts (or first principles reasoning), whether we are busy dealing with personal and/or organisational development. Many say that we now live in an information economy or a knowledge economy, but more tellingly, for the first time our economy is powered by creativity. Creativity: “the ability to create meaningful new forms”, as Webster’s Dictionary puts it, has become the decisive source of competitive advantage.

In virtually every industry the long-term winners are those that create and keep on creating. This has always been true, but in the past few decades we’ve come to recognise it clearly and act upon it systematically. Creativity is the junction of novelty, utility, and surprise! Capitalism was motivated by an underlying spirit of thrift, hard work, efficiency, and effectiveness. In a similar fashion a shared commitment to a creative spirit in all its manifestations, is what underpins the new creative ethos that powers our age.

This creativity has come to be the highest priced commodity in our economy. This is what is expected of high-ranking offices in business. The creative individual is the new mainstream. People are the critical resource of the new age.

The dawning of the creative age ushered in newfound respect for liveability and sustainability. This creative economy is driven by the logic that seeks to fully harness – and no longer waste – human resources, with the emphasis on talent and energy. The key thesis of this argument is as simple as it is basic: every human being is creative. The essential task before us is to unleash the creative energies, talents, and potential of everyone – to build a society that acknowledges and nurtures the creativity of each and every human being.

Creativity is truly a limitless resource. It is something we all share. A Creative Compact is needed to turn our creative economy in a just and creative society, in which prosperity is widely shared. The three T’s of economic development are technology, talent, and tolerance. Only when we unleash the great reservoir of overlooked and underutilised human potential will we truly enjoy not just sustained economic progress, but a better, more meaningful, and more fulfilling way of life.

Creativity requires self-assurance and the ability to take risks. Creativity requires the combination of passion and confidence. A person needs healthy self-respect to pursue novel ideas and to make mistakes along the way, despite criticism from others. Breaking generally accepted rules, or even just stretching them, takes confidence. Continuing to do so even in the face of scepticism and scorn takes even more.

Creative destruction transforms existing industries and creates entirely new ones. Creativity is multi-dimensional and experiential. It is favoured by intellect that has been enriched with diverse experiences and perspectives, as well as a variety of interests and knowledge. The varied forms of creativity that we typically regard as unrelated to each other – technological creativity (or invention), economic creativity (entrepreneurship), and artistic and cultural creativity (amongst others) – are in fact deeply interrelated. Not only do they share a common thought process, they re-enforce each other through cross-fertilisation and spiritual stimulation. Creativity is in fact hard work, because a creative ethos is built on discipline, hard focus, sweat and blood. As persons we need time, talent and energy that translate into massive effort to amass mental-, spiritual-, and physical structures to fully explore potential. Thus, Louis Pasteur’s dictum: “Chance favours only the prepared mind.” Or as Wesley Cohen put it in their studies of business-centred innovation: “Fortune favours the prepared firm.”

Where we as a team must further excel is in our ability to produce ideas, and not just physical goods. We should grow towards incurable experimenters and problem solvers. We are not used to thinking of ideas as economic goods, but they are the most significant ones that we can produce. The only way for us to produce more economic value – and thereby generate economic growth – is to find more valuable ways to make use of the objects available to us. A good idea, like the concept of a wheel, can be used over and over again. In fact, it grows in value the more it is used. Although useful knowledge may reside in programs or formulas, it does not originate in them, but in people.

The ultimate intellectual property – the one that replaces land, labour and capital as the most valuable economic resource – is the human creative faculty. The ultimate control issue, the one we must stay focused on, is how to keep the creative furnaces that burn inside each and every one of us, fully stoked. What we all have in common is a need for organisations and environments that will allow us to be creative, that value our inputs, challenge us, have mechanisms for mobilising resources around ideas and that are receptive to small changes and the occasional game changers.

In creativity, such an enterprise that can provide that kind of environment, regardless of size, will have an edge in attracting, managing and motivating creative talent.

We will enjoy a flow of innovation, reaping competitive advantage in the short run, and evolutionary advantage in the long run.

Why does Change Occur?

Everyone working within organisations will concur that organisations are not perfect. However, an incresingly competitive global environment has reduced an organisation’s capacity to absorb such inefficiency. The new reality is that margins for error are increasingly reduced and the differences between success and failure are becoming increasingly small.

“Managers must deal with a chaotic world of new competitors and constant innovation. The old responses based on incrementalism will not be enough.” – Tom Peters

Making incremental changes is insufficient and does not constitute development. Organisational development should be:

In today’s environments managers must be concerned with changes to meet future conditions, not only the demands of management. Maintenance of the organisation as a whole requires that sufficient time is devoted to this task.

Within all organisations there exists a performance gap between what they are actually achieving and what they could or would like to achieve. Organisational development is a process designed to close that performance gap.

  1. Determine the organisation’s current state
  2. Diagnose the organisation’s problems
  3. Determine where the organisation is underachieving and develop strategies to improve performance
  4. Interventions to bring about the desired changes

Organisational paradigms are a barrier to change. A paradigm is a conceptual framework, or a way of looking at the world. Paradigms are of immense importance, and govern the way we approach problems and tasks, prescribe rules of actions and processes, and they help us order an otherwise chaotic world.

However, when current paradigms hold us back, either by producing negative outcomes or insignificant results, we need to re-examine our paradigms. We must take note of how the world has changed (environment) and how we function within this new world.

Changes occurs when existing paradigms no longer work, or such failure is imminent, and new paradigms must be developed.

How does change occur?

Lewin developed a process of unfreezing and refreezing in 1952 to illustrate the process involved in creating and adopting change. The old paradigms first have to be unfrozen. They are then changed into systems, processes, and models of the desired solution, and then re-frozen into these characteristics.

Graphically it can be represented as follows:

During this process individuals grow into awareness regarding the different facets relating to themselves as well as those relating to the organisations in which they serve their communities.

There are four phases of awareness that they must grow through, namely:

  • Unconsciously Incompetent
  • Consciously Incompetent
  • Consciously Competent
  • Unconsciously Competent

Growing in awareness simultaneously leads to the development of more efficient thinking skills. Amongst others, it helps one to employ:

  • Objective Thinking
  • Thinking Growth Oriented
  • Emotional Thinking
  • Negative Thinking
  • Strategic Thinking
  • Optimistic Thinking

In Pursuit of Happiness

Of the dimensions measured by the World Happiness Report affecting life evaluations, six key variables account for three quarters of the differences among countries, meaning these affect most people.

They are:

  • GPD
  • Healthy Years of Life Expectancy
  • Social Support
  • Trust
  • Perceived Freedom to make Life Decisions
  • Generosity

The Impact of Compound Interest (Exponential Growth)

In life one often starts from a small base, and at times it may seem progress is slow and meaningless. However, if you are doubling your work every year, the rate of growth soon surprises you. Such growth is not linear, increasing by the same amount every year. This is what exponential growth looks like:

A look at a time-line of Warren Buffett’s accumulation of wealth is revealing. It took many years to make the transition from his wealth from millions to billions. However, once reached, the billions accumulated at a staggering rate.

So it is with doubling the number of people reached for development each year. The chart here shows that more than 2 million people can benefit in the 21st year, starting from a base of 2!

Vision Statement

Create
We create business and personal growth opportunities for our employees, stakeholders, franchisees, clients, and the community in which we operate, towards the betterment of people.
Own
We teach everyone within our influence sphere to take personal responsibility and ownership of the talents and abilities bestowed upon them, and to be accountable to themselves and others by crystallising their thinking, structuring it, and implementing it. This, in many instances, forms the foundation for physical ownership of material property and movable assets.
Sustain
To sustain, or the sustainable use of resources, whether it be capital, energy, time, or human resources in a way and at a rate that does not lead to the long-term decline of the resource.

Meaning behind the Ten-X Symbolism

Methods of Knowledge and Skills Transfer Towards Sustainable Change

I Mentoring

Much of the literature on mentoring asserts that formal programs produce dramatic changes. Fortune 500 companies have recognised this value, and 71% of them have a mentoring programme.

Successful mentoring should not stand alone. It is an integral component in a comprehensive development program that typically includes evaluation, training, networking and other related learning interventions.

II Coaching

Coaching is all about the identification of what a client wants and assisting him/her in accomplishing this.

III Counselling

Counselling has mostly to do with wounds (psychological and spiritual) of the past.

Resistors to Change

Resistors to change can be found at two levels:

  • Individual level
  • Organisational level

Individual Level

Resistors to change at individual level include:

  • Mistrust
  • Different opinions relating to the benefits of change
  • A low tolerance of change
  • Self-interest

Organisational Level

Resistors to change at organisational level include:

  • The prevailing organisational culture
  • The organisational structure
  • Organisational systems, procedures, and policies
  • Sunk costs
  • Lack of resources
  • Existing contracts

One of the main aims of this model is to overcome the resistors to change, and to optimise performance at individual and organisational level.

The Effectiveness of Various Teaching Methods

While the diagrams are largely self-explanatory. It bears mentioning that 71% of Fortune 500 companies have a mentoring programme.

Training on its own yields a 22% increase in productivity, while in combination with mentoring, the productivity increase is as high as 88%.

Retention rates of training material is also dependent on methods utilised, as shown in the diagram below.

Context

We usually include an extensive contextual analysis with our presentations. This takes the form of a PESTLE Analysis, which addresses Political, Economic, Social, Technological, Legal, and Ecological environments in which we operate.

For the purpose of this writ we briefly state that the primary concerns in South Africa are unemployment, poverty, and inequality. It is towards the addressing of these pressing challenges that our models were developed over the past 20 years.

Ten-X Governance Models and Programmes

Development is addressed from the perspectives of:

  • Life Model
  • Zaphenath – Paneah
  • Abridged Life Model

These models then address development in the following areas:

  • Personal Development (both secular and spiritual)
  • Business development – New Start-ups
  • Organisational Development

The models and programmes are presented to you in the interest of showing the full picture. These models and programmes are the culmination of 30 years of experience and knowledge in the field of developing human potential.

Over time you will get to know the models and programmes as well as we do. In our experience the diligent application of these models will in time produce changes, and in some cases, transformations of individuals and organisations.

Where is the Most Impact?

Since resources and time are both limited, it would be good to know where the allocation of scarce resources will have the biggest impact.

The Boston Consulting Group (BCG) pondered the same question some years ago. In response, they started measuring a variety of indicators that had an impact on well-being among countries of the world. They started collecting and analysing data in 2009, and it is an ongoing process. The data is presented as a SEDA-score (out of a possible 100), which stands for Sustainable Economic Development Assessment.

SEDA is primarily an objective measure (combining data on outcomes, such as in health and education, with quasi-objective data, such as on the quality of infrastructure or governance, derived from surveys and expert assessments). It does not include purely subjective perception measures. It is important to note that a strong overall positive correlation has been found between the scores from the World Happiness Report and well-being measured by SEDA scores.

The 2018 SEDA report includes a chart showing where countries with low well-being (of which South Africa is an example) have achieved the most progress:

Education, Infrastructure (specifically communications and IT), and Governance are key focus areas to maximise progress.

Life Model – Abridged

Development Models

We start with a graphic representation of the effect of our development programmes. Following this, each programme is presented according to the timeframe in which it is delivered.

Development Path: Start-up; Organisational; Personal

Gantt Chart: Personal and Start-up Development

Our Greatest Fear
Our deepest fear is not that we are inadequate.
Our deepest fear is that we are powerful beyond measure.
It is our light, not our darkness
That most frightens us.

We ask ourselves
Who am I to be brilliant, gorgeous, talented, fabulous?
Actually, who are you not to be?
You are a child of God.

Your playing small
Does not serve the world.
There’s nothing enlightened about shrinking
So that other people won’t feel insecure around you.

We are all meant to shine,
As children do.
We were born to make manifest
The glory of God that is within us.

It’s not just in some of us;
It’s in everyone.

And as we let our own light shine,
We unconsciously give other people permission to do the same.
As we’re liberated from our own fear,
Our presence automatically liberates others.
Marianne Williamson
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