Experiential Growth Method framework
Back to Experiential Growth Method
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 |
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| Stakeholders' values
Own interests |
Stakeholders' goals
Own values |
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| Stakeholders' interests
Own interests |
Stakeholders' values
Own values |
Stakeholders' goals
Own goals | ||
| Stakeholders' Interests
Own values |
Stakeholders' values
Own goals |
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| 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
| 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 | 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
| 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 |
| 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 |
| 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.
| 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.
| 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.
| 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.