Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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present IQM concept as a “set of scientifically based tools <strong>for</strong> bringing people <strong>and</strong> organizations<br />
into coherence.” (Childre <strong>and</strong> Cryer, 1999)<br />
As we have already discussed in Part 1, chaos is a necessary precondition <strong>for</strong> the processes of<br />
self-organization to occur (appearance of new structures). However, keeping things under control<br />
is more difficult <strong>and</strong> it requires more energy when the ‘temperature’ in an organization is high<br />
(bigger pressure on existing structures). When the interrelation of elements takes on a character of<br />
inter-CO-relation that is focused on a certain final result (P. Anohin), then an organism as a system<br />
is functioning in the most effective energetic regime, because projections of individual ef<strong>for</strong>ts on<br />
the general direction of development lay together <strong>and</strong> pile up, <strong>and</strong> are not mutually annihilating.<br />
Internal ‘harmony’ among components of an organization that corresponds to such inter-COrelation<br />
<strong>and</strong> manifests itself in a certain order regarding in<strong>for</strong>mational content <strong>and</strong> flows, is called<br />
sometimes ‘coherence’ (see Chapter 1.1). Energy dissipation used ‘<strong>for</strong> heating the atmosphere’ in<br />
a coherent system is minimal.<br />
Childre <strong>and</strong> Cryer claim that “a shift from incoherence to coherence can bring dramatic effect: a<br />
60-watt light bulb whose light waves could be made coherent as a laser, would have the power to<br />
bore a hole through the sun (ref. to W. Tiller, 1997). What if an organization is doing an admirable<br />
job, providing decent customer service, good products or services - just like a household light bulb<br />
- while without knowing it, also cancelling out much of its effectiveness due to internal distortion,<br />
static, <strong>and</strong> stress? Light bulbs burn out; so do people, <strong>and</strong> so do organizations. …Putting<br />
emphasis on learning how to deal effectively with workplace <strong>and</strong> personal problems will create<br />
more coherence in individuals. Attention span, mental clarity, <strong>and</strong> creativity naturally will increase.<br />
Coherence is efficiency in action. …When the system is coherent, virtually no energy is wasted<br />
because of the internal synchronization. Power is maximized – the power to adapt, flex, innovate.<br />
This coherent power results in a major leap in efficiency <strong>and</strong> effectiveness.” (Childre <strong>and</strong> Cryer,<br />
1999)<br />
Human history provides a lot of examples of how much more effective coherent organizations were<br />
compared to incoherent ones. Alex<strong>and</strong>er the Great was able to conquer most of the world that was<br />
known to him. The tightly organized troops of the Mongols were unbeatable in the times of<br />
Genghis Khan. The ratio of 1:20 was quite usual – 1 warrior would not defeat 20, but 1,000 were<br />
able to disperse 20,000 in many cases - due to the organization, <strong>and</strong> due to the coherence. That is<br />
very impressive. With approximately 0,2 million native people, the Mongols created the second<br />
largest empire in world history, ruling 35 million km² (13.8 million miles²) <strong>and</strong> more than 100 million<br />
people.<br />
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