Collaboration OR “The Equilibrium Law”
"Any change in status quo prompts an opposing reaction in the responding system."
(Gall, John (2002). The Systems Bible (3rd ed.). General Systemantics Press.
The System always kicks back)
Most of us love new ideas, new customers, big orders, and new technologies. In order to realize those dreams we often try to use obsolete tools that prepare us for the past :
- Plans are compiled as if the outside world wouldn’t exist & resources would be available in an ideal composition.
- We are tempted to disregard that already a small change in one area can have strong impact on another.
“The Equilibrium Law”
However, the conditions of any such system in which all competing influences are balanced require more than i.e. a solely concern with either deployment of technical components & procurable systems or development of people in the organization & their relationship. One often just nudges issues to another area. Collaboration is behavioral, not a process or a system.
Applying Le Chatelier's principle in an operational context can be translated into
“When any system at equilibrium is subjected to change in any of its dimensions, then the system readjusts itself to (partially) counteract the effect of the applied change and a new equilibrium is established.“
Or in other words :
It is an art to master the chaos by getting those dimensions to move in time and concert with another. It is all about (1) messaging / communicating (2) triggering behaviors (3) sustaining actions, and (4) shaping cultures at all dimensions.
The 5 Dimensions of Operations
- Business Model
How to establish Consistency *
(from Operational Viewpoint)
Examples for Consistency (expand as you wish)
Operations is visible to your clients
Operations provides restlessness
Operations drives profit margin
Operations runs purpose
* adapted from start-up-compass public
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