Experiential Growth Method framework

Chapter 2 - EGM

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Welcome to the Experiential Growth Method® framework

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Introduction to the EGM® framework

The core of the Experiential Growth Method® is that it incorporates your own AND your stakeholders point of view in relation to each other and in relation to the context.

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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' (its context).

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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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The third dimension

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

INTERESTS
VALUES
GOALS

.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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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.

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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.

EGM® 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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3 Dimensions in detail

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

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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.


Read more about
Hidden layers

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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)


Read more about
3 Change rates

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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


Read more about
Outer focus
Other focus
Inner focus

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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


Read more about
Action fields

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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

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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

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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


Read more about
3 perspectives

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