INTEGRAL CHANGE EQUATION

							INTEGRAL
CHANGE
EQUATION

MAKING SENSE OUT OF THE
CONVERSATIONS ON
CHANGE.

A Sequential Check-List for Determining
the Nature of Change and the Multiple
Variations Available to Decision-Makers.


                        Copyright NVC, Inc. l999
WHO?
                             (Circle one or more)


                           You as a person.
                           Another person.
                           Other people.
                           Specific functions.
                           Specific processes.
                           Specific conditions.
                           Total organization.
                            Parts of society.
                            All of society.

Be specific by describing the individuals, groups,
or systems that, in your view, are the entities you
have in mind when you think of change.
_________________________________________________________________________________________


_________________________________________________________________________________________


_________________________________________________________________________________________


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                                                                 Integral Change Equation
(Who?)


Should or Should Not.             (circle one)

(Think why……………………………………………..)

Can or Can not.          (circle one)

(Think why…………………………………………….)

Will or Will Not           (circle one)

(Think why…………………………………………….)



CHANGE?
But what does the word “change” mean? Certainly it does not mean
the same thing to everyone. It may not have the identical meaning even
to you when you use it at different times in your life. So, rather than
assume that everybody means the same thing by the word “change” –
or that you have the same meaning at all times – we intend to lay out
for you what we call a list of change variations or CVs. These will fall
into two broad categories – Change of the 1st Order and Change of the
2nd Order.

                                                       Integral Change Equation
Change Variations of the 1st Order. . . .

In this case change occurs within a system which, itself, remains
unchanged. The same givens exist; they are not altered. The
worldviews and vMEME codes will be constant, even if some of the
modes of expression are altered. The home base beliefs remain
constant, thus serving as anchors to stabilize and insure predictability.


CV-1 Fine Tune or Trim the Tabs
Make simple adjustment in the system or procedure to simply tweak it
so it fits the function or produces the results in the
intended manner. Nothing new is added to the task.

CV-2 Reform or Reshuffle the Deck
The same elements, people, givens, or components are
preserved yet are realigned, reshuffled, or reformed to
meet the objectives. In some cases the old content of the
belief structure is replaced with new content…but the way of thinking
or process of production remains the same.

CV-3 Up Grade or Improve on Givens
The new and improved model, the up-graded software
package, or the new version of the older process or product
are introduced. The basic operating assumptions remain as is.
CV-4 Down-Stretch or Regress to Cope
One returns to an earlier system, a simpler solution, or a
previous perspective to respond to a specific problem or
situation. Once the danger is past or the problem is solved,
one snaps back to the home position. There is no permanent
change as such, only a period of adjustment.

CV-5 Up-Stretch or Progress to Deal
In this case the home base system is temporarily “stretched”
to a more complex expression as the “envelop is pushed” to
achieve a specific, temporary objective. Because this is not
a natural position, the snap-back will occur to the base
belief structures and habitual ways of behaving.

Change Variations of the 2nd Order. . .
This form of change requires a major over haul of the total
system or way of thinking, from alpha to omega. Nothing
remains “the same” unless it fits within the new set of givens.
This is “systemic” change in its finest expression. There are
new operating assumptions; everything is cast into a different
light; the new wine has new wineskins.

CV-6 Break-Out/Attack the Barriers
Elements of the old order must now be confronted, and
defeated. The rigid positions, the retaining barriers, and
the serious blockages must now be removed. In the soft
version people are move out or released, whole operating
functions are eliminated, or certain pieces are removed
from the scene. In the more aggressive version, the entities
that block the pathway are vanquished. This is revolutionary
rather than evolutionary change.

CV-7 Up-Shift/Morph to the Next
Here is the change to the next order of complexity. The
process is more evolutionary than revolutionary. The older
order(s) is subsumed into the newer rendition such as
the Russian dolls where there is a doll within a doll
within a doll. Old things are past away, behold, all things
are made new. Disney’s Enchanted Kingdom morphs
into Disney’s Global Enterprise.

CV-8 Quantum Change of Epoch Proportions
In some historic circumstance there is massive change, in many
variations, across the entire society. These produce such ages
as the Bronze, the Iron, the Industrial, the Informational etc.
These are also the great empires that become the holy
crusades but then the materialistic enterprises. Here is the
premodern, modern, and postmodern dispensations in culture.
We may well be experiencing such a CV-8 condition as we experience
the turbulence during the post-cold war, millennial turn.
(Who   should Change. . .)


FROM WHAT TO WHAT?
The “From What” ---- The current state, condition,
relationship, program, operation, givens, and manifestations. Here lies
the “AS IS” situation. This is what has become intolerable,
ineffective and inefficient, out-of-date, a hindrance, no longer of
use, a waste, irrelevant, counter productive, and archaic.

Now, the critical question that must be answered with clarity
and precision is the “TO WHAT?” What is the objective of the
change? How will this make things better? What is the new
situation – the “TO BE?” Sketch in the properties, contours,
characteristics, or what this new condition will look like. What
in the “From What” should be preserved and protected?
What can be envisioned in the “TO BE” that is superior?

FOR WHEN?
Is the targeted change to be instantaneous, immediate, by tomorrow,
or even next week? Or, is there a much longer time fuse? Are there
specific steps and stages along a time-line that should be specified
as the “AS IS” transforms itself into the “TO BE?” If so, what are
they? Are they realistic? Are they supported? Are they “A bridge
too far” – too soon?
                                                 Integral Change Equation
HOW?
Now you must begin to connect the MeshWORKS in the change
equation. Go back to the WHO? What do you know about the
entity that you are suggesting should “change?” What are the
value systems, the vMEMETIC codes, the resistant equations,
the self-interest indicators? Each change sequence will require
a unique description of the precise change forces that will work
in such a specific situation. Throw away simplistic change
prescriptions. Close down the one-cleaning-fits-all-car-wash.
Craft an indigenous and natural change flow that wraps
around the people, circumstances, and conditions. Give it
the best shot possible, but one that is designed with the total
dynamics involved.

FOR WHAT REASONS?
Now we are getting down to brass tacks. You must avoid selecting
YOUR reasons for the change; rather, carefully figure-out the
other person’s reasons, or how a function will benefit, or what
will be in it for certain other population segments. There is no
need for sophistry in this case, or unethical manipulation. Authenticity
must rein supreme. Straight talk helps, as does
genuine caring. Make yourself a list of the motives:
1. ________________________________
2. ________________________________
3. ________________________________
WHAT ARE THE CONSEQUENCES?
If the Change FROM WHAT TO WHAT does not take place,
  what will happen?
   Who will suffer? What will be lost? What will be impaired?
   Who will benefit most? What new problems will arise? What
   will be the unexpected consequences? The Wild Cards?

If the Change FROM WHAT TO WHAT does take place,

    What will be the manifestations? The ramifications?
    The new problems created by the transition or
    transformation? What are the possible dangers ahead?
    How can they best be understood and dealt withh
      ahead of time? Any Wild Cards on the horizon?
SUMMARY STATEMENT OF CHANGE EQUATION

WHO? Self? Other? Other People? Functions? Processes?
       Conditions? Total Org? Parts of Society? All of
        Society? Other Entities?
Should or Should Not; Can or Cannot? Will or Will Not
Change?

FROM WHAT TO WHAT?
EIGHT CHANGE VARIATIONS - CHANGE OF THE FIRST ORDER
CV-1 FINE TUNE/TRIM THE TABS
CV-2 REFORM/RESHUFFLE THE DECK
CV-3 UP-GRADE/IMPROVE ON THE GIVENS
CV-4 DOWN STRETCH/REGRESS TO COPE
CV-5 UP STRETCH/PROGRESS TO DEAL

EIGHT CHANGE VARIATIONS – CHANGE OF THE SECOND ORDER

CV-6 BREAK OUT/ATTACK THE BARRIERS
CV-7 UP SHIFT/MORPH TO THE NEXT
CV-8 QUANTUM CHANGE OF EPOCH PROPORTIONS

WHEN? HOW? FORWHAT REASONS?
CONSEQUENCES? If Changing, then what?
              If Not Changing, then what?