The world that we see depends on where we sit and on our ability to make distinctions. The new science of complex living systems has provided new insights into information flows and sources of intelligence. We are being challenged to learn new ways of thinking and to challenge every aspect of our 'being'. Yet behind the complexity lies simplicity. Intelligence it seems is stimulated in many ways. Tthe most powerful ways form the four forces for change and learning to be found in all living systems. For simplicity I refer to them as top-down, bottom-up, inside-out and outside-in. As an example, I have identified four of the most influential men in history to show how the intelligence advantage works from each force. For more detail sSee Pathways to Change

The Power of the Observer

As human beings we observe the world through our senses and process the information instinctively or thoughtfully. Our intelligence as the capacity for conscious interpretation and to make distinctions by observing the environment or society (from the outside-in) or through internally generated capabilities and talents (from the inside-out). Inherent in human systems is the natural tendency to assert one's authority and seek compliance to an agreed vision (from the top-down) and the need for cultural bonding and collaborative action (from the bottom-up). All four co-exist and reinforce each other - sometimes fitting and sometimes splitting. This dynamic complexity means that change emerges or is imposed in what we perceive as surprising and unplanned ways. Making sense of complex change requires a holistic view and a tolerance for uncertainty and paradox that combines all sources of intelligence.

The tensions that these four sources of intelligence, creativity and energy create, provides us with infinite possibilities for thinking and action. The 'cognitive biological' dynamic links two sources of energy, the subjective capability and potential for unbounded curiosity with an objective environment or context in which options are constrained. And then there is the 'socio-political' dynamic which seeks to connect the vision and power of those who have the authority and will (the top-down intelligence) with the cultural and collective needs of individual players (the bottom-up intelligence) that deals with conflict and mutual interest.

The Change Zone

That zone of human existence that exists between stability and stress is where dynamic balance occurs. It's dynamic because there is enough predictability and control to stop the system dying or falling into chaos. It is the place where change agents gain an intelligent advantage by stimulating the minds, bodies and conversations of people to balance the dynamic tensions between the four sources of intelligence within individuals, teams, the organisation and its community.

What is Dynamic Balance ? When something is 'dynamic' it is constantly on the move and quick to respond to changes in its environment. It does it in order to keep balanced - lively enough to deal with any threats that may arise and take advantage of unexpected opportunities.

The name of the game here is either, to create new order from chaos or adapt the old order to new conditions. The Change Zone is a place in the mind where infinite possibilities and creativity come for free, and where new "ways of being" can be brought into existence. I find that exploring the dynamics of change from all four perspectives impacts positively on the processes of learning and change, always remembering that it is the intelligence, energy and creativity advantage that makes the difference in a world where people operate with the same information and the same technology.

Change Forces

Change is seldom a linear process. It is usually loaded with uncertainty and can be perverse. Changing the way we see things can help us transform our understanding of change to something more simple that is amenable to human scale. Many of us are still locked into the idea that change happens in a sequence of logical steps, which can me measured in great detail. My experience is that we have to deal with lots of competing interests and trade offs at any one time and tend to assess things on balance rather than detail. My Dynamic Change Model seeks the simplicity that underpins complexity. It is designed to help change agents walk the territory of the unknown and paradoxical, in ways that will lead them to learning and change on a human scale. When change is managed by balancing these four sources of energy it becomes more achievable and sustainable. People understand the power that comes from observing themselves connected to the bigger picture.

DYNAMIC CHANGE MODEL Copyright 2006 Change Zone . All rights reserved.

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Pathways to Change

Developing a new way of seeing, knowing and doing (the inside-out pathway)

The energy for change comes from observing our own thinking, behaviour and language to a point where we can act differently based on an awareness of our thoughts and state of mind. The Buddha reminds us that "mindfulness is being aware of your thoughts and actions in the present moment."

For example, when a stressful event occurs we draw on our own internal resources. As human beings we have all the resources we need to be better. The result of an optimistic inside-out nature is more positive language, an open and upright posture and an optimistic mood. This connects us with our life energy and enables us to move forward. We find it easier to act intentionally and make choices that serve us well. Our inner wisdom provides us with common sense.

From this positive orientation we are able to observe both ourselves and the situation and separate them out. We become dissociated emotionally from our experiences as we observe in a more detached way. This enables us to be more creative and expand the choices available to us and to respond in an empowered way. We are able to read and manage our emotions and recognise their potential impact on performing specific tasks and maintaining good relationships.

There's more to change than meets the eye (the outside-in pathway)

Change the orientation to your surroundings by changing your perspective. Adam Smith believed in the power of society, observing "the socially-defined notions of appropriate and inappropriate actions necessarily affect the interests of the invidividual." Collaborate with your environment to understand what is available to you as you master the change process. This pathway is about recognising or creating environments that support and inspire ourselves and others. We look for new meaning by making simple comparisons and finer distinctions to describe the world around us.

From this orientation you tend to be on automatic pilot as you react, looking for ways to deal with changes that have been imposed on you. You are associated with the emotion and cannot separate yourself from it. You define yourself around what others think and blame them for your shortcomings. As a result you act unconsciously in line with previous conditioning and look for techniques to help you see new choices or possibilities.

When a stressful event occurs and the outside-in orientation dominates, this induces a mood of isolation, negative language and a fear of change. We are cut off from ourselves and the resources that we need to tap from the inside-out. It also paralyses our ability to work collaboratively to energise the situation from the bottom-up.

If you can see it you can do it (bottom-up pathway)

Enagage yourself and others in the flow of activities and fluid interactions that will change your experience of life as you live it daily. As Ghandi said "be the change you want to see in the world". This pathway recognises the danger of repeating the same behaviours over and over again and looks for ways of moving in a new direction or new sources of energy. Having observed our ontology in step one, we engage in social learning to shift us out of our automatic assumptions and behaviours.

Gandhi led nationwide campaigns for the alleviation of poverty, for the liberation of women, for brotherhood amongst differing religions and ethnicities. From this orientation you become aware of the tensions between individual actions and context to establish the rules of engagement between self and others. You have the social skills to use a range of persuasive tactics, maintain a web of working relationships and bolster the abilities of others through feedback and guidance

Seeing is believing (top-down pathway)

This is where you gain a perspective that sees yourself and the world as a whole and you are able to transcend the world of opposites, conflict and paradox to create a coherent vision for change. Genghis Khan expected unwavering loyalty from his generals, and granted them a great deal of autonomy in making command decisions. This pathway enables you to get in touch with all sources of knowledge, experience, energy and intelligence for change. .

In this state we move from the personal to a universal orientation where it is possible to create a vision of oneness and as observers we are not affected by the changes we have to make. Genghis refused to divide his troops into different units based on ethnicity, instead he mixed tribesmen from conquered groups, like the Tatars and Keraits, which fostered a sense of unity and loyalty by reducing the effects of the old tribal affiliations He saw opposites are just part of the larger whole which had to be incorporated into his vision for control.

From this orientation you are able to observe their thoughts, emotions and language in different situations and not identify with any of them because the core of who you are remains essentially unchanged. You then have the ability to take charge and inspire with a compelling vision to take others in a new direction. You are driven by standards of excellence.

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