Experiential Growth Method framework

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Why a framework

As a framework the Experiential Growth Method® gives you insight into what is invisible:

the relational system you experience within your enterprise.

This knowledge makes relational thinking for you:

  • more accessible,
  • makes what your business can do better,
  • and facilitates your organisation learning for what your organisation is not yet able to do.

In order to make clear to you what you cannot see but can experience,

EGM® offers you insight into the structure – the scaffolding – on which the relational system thrives.

Understanding the relationships

The core of the Experiential Growth Method® is that it incorporates your own AND your stakeholders point of view.

Your own 'entity' or 'Inner focus' can be yourself, your team, your department, your company, your ... and is driven by:

but is also related to other 'entities' (its context).

The other 'entities' with which you enter into a relationship through an 'Other- or Outer focus' can be your team, but also (parts of) your company, your customers, your suppliers, ... i.e. all your stakeholders.

These 'entities' are also driven by:

and are related to all other "entities" in their context, of which you are one.

3 Dimensions

The first two dimensions

We spontaneously think of the three obvious fields where the interests, values and goals of yourself and your stakeholders come together. But we often forget the six other fields that are equally important.

Some examples.

  • Just think of the field where your interests - making a profit - is not related to the interest of your customers - searching the lowest price - (resulting in OE), but to their values - getting the best service from you. Hopefully this results in binding customers to you: CX.
  • Or the action field where your business value 'flexibility' - working late - is not related to the values of your woman employees, but to their interests: getting their childers on time home from childcare.
  • Or the action field where your business interest, selling stuff, is not in sinck with your customers goals, looking for other type of products.

You can certainly think of other examples now.

Long term strategy Leadership Operations & innovation Quality Commercial
Stakeholders' goals

Own interests

Stakeholders' values

Own interests

Stakeholders' goals

Own values

Stakeholders' interests

Own interests

Stakeholders' values

Own values

Stakeholders' goals

Own goals

Stakeholders' Interests

Own values

Stakeholders' values

Own goals

Stakeholders' interests

Own goals

The third dimension: levels of change & focus

The intersection between you and your stakeholders leads to a two-dimensional grid with nine relational fields (see above). In addition, as humans, we can enhance our world with the third dimension of hidden layers. Three of a vast amount we call, within the Experiential Growth Method®, the inner-, other- and outer focus. They are closely related to the change (as the basis of time) we experience.


3 change (time) rates: Aeon - Kairos - Chronos

CHANGE RATES
Focus Time
Outer focus Chronos means the sequence and duration between two events (clock time)
Other focus Kairos means the right time to get something done (sense of timing – decision time)
Inner focus Aeon means "life", "being", "forever" or “eternity" (fore-all-time)

Dig deeper into the content of the 3 change rates.


3 focuslevels: Inner - Other - Outer focus

FOCUS LEVELS
Focus View
Outer focus The outside-in view from customer to organisation and back
Other focus The broad view from the organisational level
Inner focus The inside-out view from an entrepreneurial level

Dig deeper into the content of the 3 focus levels.


The 3 dimensional relationship results in 3 x 3 x 3 action fields

OUTER FOCUS - CHRONOS
Long term strategy Leadership Operations & innovation Quality Commercial
Financial management
Requisite organisation Activa- & enablers management
Operational strategy Agility Commercial management
Human capital Compliance management
Business model
OTHER FOCUS - KAIROS
Long term strategy Leadership Operations & innovation Quality Commercial
Performance
Learning organisation Process management
Ethical decision making Values Operational management
Talent development HR management
Organisational structure
INNER FOCUS - AEON
Long term strategy Leadership Operations & innovation Quality Commercial
Supporting
Collaboration Managing
Long term thinking Leading Steering
Motivation Governance
Appreciation

Dig deeper in the content of the action fields.

3 Perspectives

The commercial perpective is about how your organisation manages to meet the expectations of all stakeholders.

THE COMMERCIAL PERSPECTIVE
Long term strategy Leadership Operations & innovation Quality Commercial
Financial management

Performance

Supporting

Requisite organisation

Learning organistion

Collaboration

Activa- & enablers management

Process management

Managing

Operational strategy

Ethical decision making

Long term thinking

Agility

Values

Leading

Commercial management

Operational management

Steering

Human capital

Talent development

Motivation

Compliance management

HR management

Governance

Busines model

Organisational structure

Appreciation


The organisational perpective is about the opportunities your organisation creates for itself to generate value for your customers.

THE ORGANISATIONAL PERSPECTIVE
Long term strategy Leadership Operations & innovation Quality Commercial
Financial management

Performance

Supporting

Requisite organisation

Learning organistion

Collaboration

Activa- & enablers management

Process management

Managing

Operational strategy

Ethical decision making

Long term thinking

Agility

Values

Leading

Commercial management

Operational management

Steering

Human capital

Talent development

Motivation

Compliance management

HR management

Governance

Busines model

Organisational structure

Appreciation


The leadership perpective is about your company, entrepreneurship and how you establish and maintain the relationships with all other elements.

THE LEADERSHIP PERSPECTIVE
Long term strategy Leadership Operations & innovation Quality Commercial
Financial management

Performance

Supporting

Requisite organisation

Learning organistion

Collaboration

Activa- & enablers management

Process management

Managing

Operational strategy

Ethical decision making

Long term thinking

Agility

Values

Leading

Commercial management

Operational management

Steering

Human capital

Talent development

Motivation

Compliance management

HR management

Governance

Busines model

Organisational structure

Appreciation


Dig deeper into the content of the 3 perspectives.