Experiential Growth Method framework

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Chapter 3 - Experiential Growth Method®


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Welcome to the Experiential Growth Method® framework page

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This page and its subordinate pages provids you information about the structure and relationships within the framework of your enterprise.

The next (Action fields) page is where you'll find more practical information, guiding you further in your understanding of the topics.

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EGM - Dim - Framework - ENG.jpg

Why a framework?

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

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The relational system you experience within your enterprise.

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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.

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Relations are challenging to see, but you can experience them. They create ways of working, habits and structures in your organisational and business reality.

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The Experiential Growth Method® offers you insight into this structure – the scaffolding – on which the relational system thrives so that you get more sense and tools to get started.

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Introduction to the EGM® framework

The uniqueness of the the Experiential Growth Method® is that it incorporates:

  • your own point of view (about interests, values, goal)

In relation to

  • your stakeholders point of view (about interest, values, goals)

In relation to

  • the context (seen fram a inner-, other- or outer focus)


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Your point of view is 'The first dimension'

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

  • INTERESTS
  • VALUES
  • GOALS

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

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Your stakeholders point of view is 'The second dimension'

The other 'entities' with which you enter into a relationship 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:

  • INTERESTS
  • VALUES
  • GOALS

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

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Context is 'The third dimension'

The context itself, the situation you are in, the market, the society, ... have their own:

  • INTERESTS
  • VALUES
  • GOALS

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In summary:

  • The first dimension of the framework consists of the proper entity's interests, values and goals.
  • The second dimension consists of those of your stakeholders.
  • In this mutual relationship, they create layers of experiences that cumulate into a third dimension of an inner-, other- and outer focus.

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Sense-making by triangulation

The EGM framework is often criticized for being an analytical view of reality, but this is a misconception. It's not just about focusing on a specific topic, but about understanding the broader connections through triangulation (your point of view, the stakeholders' point of view, and the influence of the context). In this way, it serves as a powerful tool for sense-making.

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Example

The general idea of strategy is first about the proper interest versus your stakeholders' interest. But its practice changes fundamentally to:

  • 'long-term thinking' in your inner focus,
  • 'ethical decision-making' in your other focus,
  • and 'operational strategy' in your outer focus.

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Deep dive

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3 Dimensions in detail

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The first two dimensions (yours and your stakeholders point of view)

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.

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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

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The third dimension: levels of focus & change

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.

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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

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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)

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The 3 dimensional relationship results in 3 x 3 x 3 = 27 action fields

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OUTER FOCUS - (Mostly CHRONOS change rates)
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

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OTHER FOCUS - (Mostly KAIROS change rates)
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

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INNER FOCUS - (Mostly AEON change rates)
Long term strategy Leadership Operations & innovation Quality Commercial
Supporting
Collaboration Managing
Long term thinking Leading Steering
Motivation Governance
Appreciation

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Next page: Dynamic forces


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