Ever since my colleagues and I realized that we had identified “high vibrancy” groups as an emerging phenomenon, where people were experiencing sustainably strong outcomes and experiences by living in abundance-based agreements, people continuously ask us, “What is different, specifically, about these groups?”
We can use the four lenses of the Agreements Evidence Map to be very specific about what we have found so far. Our dataset includes survey responses from 2,500 descriptions of groups in 93 countries and longitudinal field work with 92 groups in 10 countries in the past 5 years. The four lenses include the economic, political, cultural, and social perspectives.
To be clear, we started with the group’s outcomes, and found their experience. We have identified thousands of groups, large and small, that sustainably achieve far-beyond-normal outcomes, often for decades. They are able to catalyze far more of the potential energy latent in their interactions with each other. When looking into what made them so strong, we found that they all described energizing human interactions. They are much more vibrant, which is why they became know as “high vibrancy” groups.
Economic resource lens. How are the “high vibrancy” groups different? Through the economic lens of resources, we see that these groups have completely different resources than most groups. When high vibrancy groups look at their community, they have an abundance of resources. From the perspective of the three levels of perceived reality, they see great potential energy in the latent resources they have in the potential of the people, their relationships, and their creativity, potential energy that is just waiting to be released. They see kinetic energy in the dynamic development of capacities and relationships, as they consciously choose to release the latent energy. They see huge resources in the currently available capacities throughout the community. The resources they have are almost infinite, and they account for all of these resources, because they are strategic. Compare that abundance of resources with groups that only perceive the tangible resources they have right now. What is the relative perceived valuation of a company with 10X more resource available for the same cost? This is the economic resource part that differentiates higher vibrancy groups.
Political allocation lens. We find in our field research and in the research of others pointing at the same phenomenon, that high vibrancy groups distribute decision authority and responsibility to all five primary relationships (self, other, group, nature, spirit), giving each relationship the power for decision-making enforcement, throughout the organization. When decisions are made by each primary relationship where most appropriate (e.g., me for myself, in support of the other, towards a unique contribution to the group, manifesting possibilities, through constant creativity), then a higher percentage of the organization is highly engaged. Compare that decision making authority, power, and engagement with groups that centralize all decision authority in one primary relationship. What is the relative value to an organization of highly engaged people versus disengaged people? This is the political decision and enforcement part that differentiates high vibrancy groups.
Cultural value lens. Our long-term work within many of these high vibrancy groups shows that they experience far more of the value available within the five primary relationships on a daily basis. They experience the integration of the value of high vibrancy relationships to self, other, group, nature, and spirit every day, in living into the latent potential, dynamic development, and constant realization of their aspirations and outcomes. Compare that with groups that say they value human potential, development, and learning, while they simultaneously shut down or minimize the expression of potential and development in one’s relationship to self, other, group, nature, and spirit — “Do that on your own time; here we have work to do.” This is the cultural value part that differentiates high vibrancy groups.
Sociological organization lens. In the high vibrancy groups we have met, human interactions are organized to integrate adaptive and hierarchical designs for collaboration. There are clear structures for processing information throughout the organization, and resilient, dynamic processes for adapting mindfully to new information, perspectives, and categories. They are both adaptive and hierarchical, integrating the best of both, to maximize the unique, hjgh-value harmonic available when people synergize their interactions. Compare that experience of human interactions with groups that primarily focus on formal, hierarchical structures that funnel people into functional silos. This is the sociological organization part that differentiates high vibrancy groups.
Costs of scarcity. From these four lenses, we can begin to see what differentiates high vibrancy groups from everyone else. They are completely different: economically, politically, culturally, and socially. Because of all of these differences, they tend to win more in the short term, because they offer and invite much more value in the moment of the exchange, and they are more sustainable over the long term, because they are more resilient and able to catalyze the latent value already available. What is the cost of not doing this, the cost of scarcity? Are the benefits of abundance, of releasing the latent energy at least as great as the costs of not releasing it?