Guest blog by Christoph Hinske, ISC Senior Fellow
In this series of 4 posts, I will share initial insights from research with 17 groups in Europe. Covering seemingly different sectors (5 in business, 7 in civil society, 4 in global networks, 1 in academia), I find similar underlying patterns, innovations and dynamics in all of them. My main diagnostic tool was the “Ecosynomics Survey of Harmonic Vibrancy” from the Institute for Strategic Clarity. I was able to follow up on the survey with some of the groups, interviewing individuals, observing group processes, and offering workshops with selected members. To protect their confidentiality, I changed the names of the groups. While they are not all high-vibrancy groups, they all present interesting insights from an Ecosynomic perspective.
Figure 1 shows the general level of perceived Harmonic Vibrancy in each of the 17 different groups, using a scale of 1 to 5 for seven dimensions – the five primary relationships, the quality of leadership, and the group’s overall outcomes (group well-being). These ratings are outputs from the 57-item Ecosynomics Survey of Harmonic Vibrancy, which you can take for free online.
As captured in Figure 1, some of the groups describe their reality as very vibrant and collaborative (depicted by the outer lines). Others describe their reality as more scarce and competitive (depicted by the inner lines). While the results might seem very similar, since the lines are all very close and no group has very low levels of harmonic vibrancy, the practices, agreements, and outcomes are very different between low and high vibrancy groups.
In the early stage of this research, the similarities I have found have led to three initial insights:
1) Similar outcomes and experiences
While the groups come from different sectors and cultures, they describe similar experiences and outcomes in their work. When describing experiences of low harmonic vibrancy, the group members showed how the outcomes of their value-creation processes mostly met the industry standards. And, when describing experiences of high levels of harmonic vibrancy, they showed how their value-creation processes led to outcomes that exceeded industry standards.
2) Similar processes and structures
I started to find and identify reoccurring practices in groups describing similar levels of harmonic vibrancy. They range from having a radically different understanding of recruiting to innovative ways of organizing to letting go of standard leadership models, as well as structures that engage customers and employees at a very high rate.
3) Similar fundamental assumptions
Finally, I found that groups with higher levels of harmonic vibrancy start their interactions from a different set of fundamental assumptions. A friend and colleague of mine just teased me and said, “So do you propose that they are better or more advanced human beings? You know you should be careful with such an assumption, especially in the German context.” No, I am not proposing that. What I observe is that they are ordinary people, like you and me, doing very ordinary things – like writing project proposals to get funding. And, I observed that they start from assumptions of possibility and abundance rather than from scarcity and limitation.
I will frame each of these three insights and illustrate them with one of these cases in my subsequent blog posts.