The Visual Organization

Introduction

The title “The Visual Organization” may seem odd originating from one who is blind. However, there is merit in letting one who can’t actually see, guide you in an unforgettable process of “Seeing Beyond” the obvious. Please join in the journey through the visual organization; where you will uncover much undiscovered organizational wealth.

On your journey, you will be introduced to the increasing visual dominance and dependency overtaking our organizations and our lives; while guiding you on a path of Organizational transformation in the pursuit of excellence. Along the way you will learn successful intervention strategies to address this visual dilemma. As well as a highly effective NEW VAT (Visual, Auditory, and Tactile) Transformation model which can take any organization to new heights, including being number one.

Why is this transformation model any different then the rest? The VAT Transformation model is simple, easy to implement and it delivers exceptional results! However one must first become aware of the Visual Trap and break free. Only then can you experience the incredible riches buried within the VAT Transformation model. In addition, you will have taken your first steps in the pursuit of “SEEING BEYOND”.

This is meant to be a thought provoking read. Hopefully, there are some meaningful connections within this work in which any employee, manager, executive, Human Resource or organizational change professional can enjoy. The purpose of this information is to provide knowledge transfer; stimulate thinking, research and discussion in the areas of visualization and organizational transformation. This is meant to be a living e.knowledge document which will continually be updated as new ideas and opinions are integrated.

Prologue

I am blind, therefore I see.

Chapter 1 - Visual Trap

Awareness

Today’s organizations want to transform themselves to be #1. They want to be best in class. They want to be leaders in their industry. How can these organizations be the leaders when they are caught in the destructive and ever present trap?

Organizations are plummeting into an invisible trap; one that snares them. Binds them and has them locked up with chains; with no keys in sight! It’s happening very slowly. It sneaks up on an organization. They can’t hear it. They can’t feel it. They can’t taste it. They can’t smell it. They will see it too late when they are locked in the frightening Visual Trap.

This Visual Trap revolves around one of our human senses which require the least amount of effort to utilize. It’s very natural. It overrides the other senses, both at a conscious and unconscious level. Due to its effortless use we as humans have a tendency to gravitate to the visual mode of receiving and sending communications; when we are in a hurry or under any type of stress or anxiety. So what’s our world full of? With the fast paced, pressure packed world we’re living in. Guess what? We as a society are becoming more and more reliant on the visual sense verses our other natural senses. Compounded with this is the majority of new technologies in recent decades are geared to the utilization and stimulation of the visual sense. This visual dominance with regard to our modes of communication then has major negative ramifications on our natural thought processes, emotions and ultimately our actions.

A very simple test one can utilize to determine the degree to which the Visual Trap is prevalent is to intently listen to the words that are used in the work place. If the predominant words utilized are visual words to describe work. Did you see, let me show you, we’re focused on, it looks like tough times ahead; than the Visual Trap is very prevalent. These phrases used to be balanced with more listening words, sensing words or even on a lesser scale, smell or taste words. The shift has been subtle but significant over time. There are the obvious sociological and psychological issues which visual dependency generates. But there are serious organization effectiveness issues that are arising from this dilemma as well.

We think our growing visual dependency is all in the name of progress. However, there is a personal cost to all individuals. There is a heavy organizational cost as well. We’ll all have to determine our own personal cost for the visual trap. Organization’s of today need to decide their price. There is a way out of this trap. But it’s time to start changing our modes of communication and resulting thought processes, emotions and actions. If done effectively we can still enjoy the wonderful progress that we have made to date and attain new heights for our organizations; without paying the heavy price for being in the visual trap.

The process of breaking the Visual Trap and the model for the transforming of an organization has been linked in this work. The principles utilized in breaking the Visual Trap become cornerstones for the transformation undertaking. In all situations, once the Visual Trap is broken there is a freedom, desire and energy to relook at the organization in a dramatically different way. Totally new visions and strategies are created. The Visual Trap limits an organization and breaking free opens up endless possibilities. As well experiencing the transformation model introduced in chapter 4 is the second critical step for any individual in the pursuit of the invaluable skill of Seeing Beyond which is discussed in the final chapter. Many new found treasures wait from a personal and organizational perspective.

Methods

A new methodology for tackling these engagements where an organization has fallen into the Visual Trap and then guiding the subsequent transformation is unveiled. It is called GEM. (General Engagement Methodology) It involves 4 phases: Assessment and Diagnosis; Design and Development; Implementation and Integration; and Support and Evaluation. (Figure 1.1) GEM is utilized as an iterative process rather than a linear one. It is used as a guide through the transformation for the overall undertaking, as well as the individual change levers. Every project is very different however a sound and flexible methodology or guidelines can make a world of difference.

Figure 1.1 GEM – General Engagement Methodology

One must work collaboratively with all organizational levels to understand the current state, build a desired future state and most importantly is the transition state. The VAT (Visual, Auditory and Tactile) Transformation Model helps guide the process between states. It has nine solid change levers that are tried and true. Again the General Engagement Methodology is a real handy guide in the building of the project plans for each of the nine change levers in the VAT model.

A key part of the early intervention concerning the Visual Trap revolves around the senior leadership team. Understanding the behavior profile of the individual executives and the team as a whole is critical. These behavior profiles affect the type of intervention selected for the visual dependency issue. That’s why the majority of the early activities of the intervention are carried out on a one-on-one basis. However, later in the process group activities are the key.

Early in the project is the big ego time. Most executive team members are attempting to figure out which way the wind is blowing; either openly or silently laughing at the concept of the Visual Trap. They can be very status, power and control conscious and try to maintain the status quo. They are cautious if they are worried about losing power or face. That garbage hopefully breaks down quickly. Regardless, there is a process to start moving the organization forward.

On most occasions the breaking of the Visual Trap takes approximately one to two months. This has to occur before executives, managers and employees are ready for some serious strategic planning or transformation activities. There are a lot of mind shifts that need to take place otherwise the strategies and action plans developed will be sorely lacking. This is what I refer to as the initial unfreezing of the current state, in order to have the right mind sets to develop an effective future state. I liked the word unfreeze. I know it is not really a word but it is what is really happening in the organizations. Besides when I say “unfreeze” I feel like an American president.

Too many organizations dive into strategic planning and core transformation work without laying the proper foundation. We need to loosen up the current state a little, before moving to future state discussions otherwise inertia will make the transformation fail. That is why we begin the process of breaking the Visual Trap primarily focusing on communications and thinking.


Chapter 2 - Visual Communications

The communications web

The next step is to truly get to know the executives. This is accomplished through one-on-one interviews. The problem with group sessions is that some will just grandstand and others will not say what they really think. The one-on-ones give the opportunity to gain much further depth on the current state of the organization and in particular who was part of the problem and who would be part of the solution. Also can establish the amount of guidance and transformation that each will personally require. It’s a great chance to check out their communication styles.

The posturing in these one-on-one sessions is predictable, however, session by session; the current state will crystallize. One must spend quality time reviewing the various internal and external communication processes utilized. The media focused on and the plans for the future. The internal and external communications makes up the organization communications. This is the first of the three key components of the overall communications web.

The team or group communication is the second component. We need to understand the various aspects and effectiveness of that area. Start with the senior leadership or executive team. As I have discovered over the years in most organizations, the manner in which the top team interacts in a group is the manner in which the majority of the other teams in that particular organization interact. It is amazing, like father, like son.

Individual communications is the third component to unscramble. One will want to understand the general process of how the individual communications are functioning. Fascinating behaviour patterns develop unique to every organization with respect to one-on-one interaction. Today’s focus on email often damages effective communications if not used correctly.

Finally, formulate all three into a holistic perspective. All individual, team, and organization communications are inter-related. It is a complex web. (Figure 2.1) However one very worth understanding, as effective communications is critical to breaking the Visual Trap and having a successful transformation. One needs to focus at the individual level in the early stages.

Figure 2.1 Components of Communications Web 

Individual Communications’

Before talking to any executives about communications one should have a chat with the senior leader’s Executive Assistant. Executive communications from the individual perspective are so driven by believe it or not, the CEO’s or President’s executive assistant. It is amazing the power this individual seems to garner in many organizations.

One must also implement a process where each of the executive team will log all their major communications for one week, which includes cell time, one-on-one sessions, staff and customer meetings, etc. Then consolidate all the data and an enlightening summary report can be generated for each executive. At that point each executive can be met with one-on-one to discuss the findings. Through this the process of building their individualized development plans in the area of communications will commence.

The process of bringing a natural balance now begins. Many leaders and professional’s natural communications are out of balance. This means the visual, auditory and tactile modes of communication are not being effectively utilized. We spend an inordinate amount of time in front of screens of many sizes. Whether blackberries, computer, presentation slides, etc. We do listen but it’s at a surface level. The expression; “we all can hear but is anyone listening?” holds so true in today’s world. Individuals have become so visual in our organizations that there are few listening and almost no one can sense what is taking place around them. Too much of the communication is one-way and often misinterpreted.

I am constantly amazed when I am sitting in someone’s office and they will be staring at a visual aid of some kind. They will begin speaking to the screen or paper claiming that they can not function without a picture in front of them. When I explain I am blind and could they describe the picture? The words do not come particularly easy. I ask them to just use their own words to describe the concept. There are generally a few brief words utilized, unless they happen to have a rehearse dialogue for the diagram and those memorized pitches are so apparent.

The skill to reasonably articulate a simple concept through the use of words is dramatically diminishing; never mind the skill to actually listen and comprehend those simple concepts and ideas. Think about how we are streamlining words through abbreviations and acronyms. All this is to make it easier to communicate more rapidly. However the concept being communicated verbally gets simpler. Complexity does not occur in an abbreviated phrase as much as the media would have us believe that.

When asked how they feel about their diagram or a related issue, concept, strategy or problem. The words usually do not flow and the tactile or sensory dialogue is non-existent. The feeling or sensory words are like pulling teeth. This is not just that males are having difficulties expressing feelings concerning some sensitive issue. This is a business discussion where our feelings drive our intuition; which subsequently assists in driving our creativity and strategic perspective. This is not just a male issue around expressing business feelings. It is sorely lacking with both genders.

Is there any wonder our lack of creativity, innovation and strategic perspective is at an all time low in many of our existing organizations? Once again our ability too feel or sense business concepts, issues and strategies is a diminishing skill. Where would our true entrepreneurs be without this skill? How can business transform in time to changing work forces, marketplaces and realities?

As one works through the first wave of one-on-one communication development sessions with each executive; the executives will always have a wide variety of communication styles. They will all have strengths and weaknesses; clear areas for improvement. Most will have one thing in common, a strong bias to the visual mode of communication; a few to lesser degrees. But almost all will be in the Visual Trap.

Despite the usual obstacles thrown up by one or two executives; a tailored communication plan is developed for each of them. It must be tailored for success. This individual communication plan is focused on strategies each will utilize to balance the communication modes. As well as associated methods they could follow to become much more effective communicators with individuals, within teams and within the organization.

All through this process one should ensure the Human Resource team and any Communication team are fully kept in the loop to ensure alignment. One must train individuals from these areas on the specialized individual communications process. Then the leaders at the next levels will begin receiving the needed development under the guidance of the newly trained individuals. 

Even the President must construct their individual development plan in the communications area. We must have them focus heavily on improving their listening skills. In one or two of their sessions they must be blindfolded. Then have them carry on with the discussion. They are lost at first but will begin to adjust relatively quickly. Also encourage these Presidents to tap into what their intuition is telling them. Ask them to use it where appropriate. They don’t have to live by it but understand its signals.

Group Communications

One will spend massive amounts of time with the executives and managers on a one-on-one basis. Subsequently you are invited to attend many of the team and group meetings. These meetings are very similar in all organizations. What is happening out there in meeting land today? Organizations want high performance teams and that is difficult to accomplish when there are so many highly ineffective team meetings.    

It’s another typical day in the work world. The proliferation of meetings is set up for all to enjoy. There is the engaging face-to-face get togethers. There are the audio conferences and the stifling video conferences. The picture does not change whether we are looking in the corporate world, mid sized firms, government halls, and non-profit agencies or to a lesser extent the smaller entities. The energetic employees have all come prepared to show their stuff. In those stimulating face-to-face meetings the lap tops are set up. The slide shows are ready. The dual begins. Who has the prettiest slides? Who has the coolest colors and who can have the latest techno geek frill that gets everyone envious? Oh, and lets not forget who gets the badge of honor for having the longest presentation. If you can’t go over 100 slides, well, you are not even in the game! Oh and I forgot one important point, who can have the slide with the most information on it. Typically a spread sheet that gives everyone eye strain and has them leaning forward in their chairs.

This is not any sour grapes on my part because I can’t see these visual aids. I would love to; however it is a case where I was able to listen to many meetings or sessions being taken in a totally dysfunctional direction. This due to the fact the visual aids began driving the meeting, not the team or the leader. Please shut your eyes in the next meeting you are in and really listen. Focus all your energy on truly listening. You will be fascinated as to what’s happening and how dependent some individuals and some teams have become from a visual perspective.

Then let’s talk about the audio conference with tools such as net meeting; the 150 polished slides in a deck that was hurriedly emailed out 2 minutes before the meeting started. It’s much the same as the face-to-face show; just now someone controls the curser on the screen. The presentations become even more detailed and let’s throw multiple Excel spreadsheets with a few hundred lines of data on each to dazzle the crowd.

But of course, we would not be a time effective professional if we weren’t checking our emails and text messages while the audio conference is going on. That’s one of the reasons why audio conferences are dysfunctional as everyone can get away with checking emails or whatever. In some cases not actually being on the other end but have the phone line live while the meeting is taking place. Then coming in with that insightful question that makes it appear they were there all the time. Of course, many face-to-face meetings are totally dysfunctional as each individual spends more time checking their emails while the session proceeds. They just have to be a little more subtle about the fact then in the audio conference.

There is no doubt the level of concentration and quality of discussion in the audio conference is very questionable. It helps if the participants have some slides to focus on. However, a straight audio conference with no visual tools leaves those visual dominant individuals unconnected. There are a number of people dropping off the call using flimsy excuses, working on unrelated activities or are totally bored or just doing some good old fashion day dreaming. It’s truly amazing what goes on in some of these audio conferences.

Now let’s look in on that video conference. Has that equipment ever really worked? Of course it does, some times. What a stiff crowd, those cameras moving around sure promotes spirited dialogue. There is definitely a reduction in the slide show length, sometimes! They may as well have those meetings without any sound, well I’ve attended a few that were held that way. These are some of the most uncomfortable meetings that I have attended. Stilted tones, dead air and that was when the technology was working well. Everyone dresses nice. Got to look good; after all we are on camera. No matter how often people participate in these video conferences, the connection between people during them is very limited. They have a purpose. We need to find the most effective use for them. We must realize that they are only tools. We need to use them and the technology effectively.

Excellence in meetings requires someone to lead them, follow an agenda, narrow down the presentations to primarily exception information, make decisions and formulate and document action items with individuals assigned as responsible. These action items need to be followed up on in subsequent meetings. And most importantly, the participants need to connect. One-way communication especially visual greatly reduces organizational effectiveness and increases stress.

This one way visual communication is so prevalent in executive and manager presentations these days. Standard comments after many presentations are not flattering. We are missing the boat and connecting with a fraction of the groups. It’s time to wake up! 

  At every opportunity one must promote the awareness of the natural modes of communication and its impact on groups; as awareness is step one. The process of individual communication plans for executives and managers will address a portion of this issue for groups. Also a series of lively sessions on conducting effective meetings, group dynamics and giving natural presentations is critical. Training internal Human Resource and Communication staff to conduct the sessions is another must for long term viability.

Organization Communications

These days, pretty well every type of media available to humans is thrown at the employees, certainly emails, web casts,  websites, audio conferences, video conferences, the monthly and quarterly large scale meetings which are face-to-face, there are many forms and channels to tune into. The concern is not the amount of organization communications as the highway is usually full of it. Then why do employees continually complain about the lack of communications? Is it the medium? Is it the quality? Is there too much? We’re sending the message but employees aren’t listening. What’s changed in employee land? First off, it comes down to trust. Secondly it comes back to the over use of the visual sense in our organization communications.

Let’s deal with trust. Organization communication can only be effective if there is at least conditional trust. Maybe one day the employees will move to unconditional trust. This can be a foundation for bringing back some of the trust and loyalty that organizations have relinquished over the recent decades. The trust continuum illustrated in Figure 2.2 indicates the relationship between distrust, conditional trust and unconditional trust. Beginning the process of moving right on the continuum is critical to attaining effective communications.

Figure 2.2 Trust Continuum

Now let’s deal with the over stimulation of the visual sense. If we took all the organization communications delivered in one organization; the largest percentage is delivered relying on vision. The media utilized has relatively little use for auditory and even less for tactile. Leaders spend hours attempting to get the look just right; ensuring all the latest visual tricks are integrated. They will also throw in a couple of bells and whistles as well. Guess what, it may help, but the mark is missed one more time. Manipulation can be spotted, what ever the media. We connect with people primarily through the use of tactile and then through listening. The words and tone are critical. Figure 2.3 indicates the human Connection Chain illustrating the importance of touch, listening and sight in the process.

Figure 2.3 Connection Chain

Most communication media utilized do not allow the words and tone to be effective. When actual words and tone are used; it is so sad to listen to the quality of speakers in today’s organization. They are slaves to their technology. The slides, charts, etc. dominate the show. The visual aids become the centre point, seldom the speaker. There is so much time put into the visual aspect and so little focus on the auditory and the tactile. Messages are lost.

Then there are those big important presentations where they are script it down to the last detail; even words and tone. The genuineness is planned. Artificial runs rampid through the presentation. The manipulation is felt by many. Leaders applaud themselves. Limited connections are made.

Certainly from a media perspective the most effective is that face-to-face communication. Many surveys have concluded that employees consider face-to-face two way communications to be the most effective and preferably with their direct manager/supervisor. This will always be the most credible and effective way to truly connect with employees. It breaks the trust barrier. If the communications can be delivered one-on-one, that is the ideal. With the face-to-face medium the trust barrier can be shattered much quicker and tailored communication modes can be utilized to gain optimum effectiveness. However if it must be conducted in groups, whether large or small, then utilize a balance of all three communication modes to ensure optimum effectiveness among as many attendants as possible.

I will not delve into concepts found in most effective communication courses. However a balanced approach is most effective. Visual presentations are becoming the foundation for many communication plans. Do not become slaves to your slides and multi media shows. It is ruining more presentations these days and organization’s futures are depending on this effective communications. If we can start focusing on using a few media very well rather than a proliferation of media with negative returns than the results will be much improved.

This is so typical in many organizations. The amount of information and the frequency is fine, if not too much in some cases. The adage that you can’t over communicate is not true. In today’s world, it is a definite problem of some communication departments and leaders. If leaders realized how many times employees say “not another communication”. It’s gone, as they hit the delete button. This trust issue runs rampant. We have no chance until we take step one and that is to focus on a more natural communications style as a cornerstone for the organization’s overall communications plan and process. 

Natural Communications and Trust

One must consistently promote the utilization of the non visual senses in all interventions. Striving to break the executives, managers and employees of their visual dependency behavior patterns and move right on that trust continuum. Organizations that predominately focus on the visual will never go beyond distrust. If the organization can focus only on the visual and listening, then the organization will have a chance at progressing to conditional trust. However if the organization could find the natural balance of the three modes of communications; they have a great chance of one day attaining unconditional trust and that ever so rare loyalty. (Figure 2.4)

Figure 2.4 Trust and the Modes of Communications

The tactile is so critical to real trust. How many individuals, teams and organizations are screaming there is no trust out there. That no one is trustworthy. Everyone is so shady. A person’s word or hand shake use to truly mean something. All these things are being said while they are staring at their screens.

Yes, the trust game has been mastered but only to a certain extent. In today’s organization some people have sure learned to fake the trust look. They can fake the trust speak. However, they can not fake the trust feeling. Why do lie detectors work so well; because their based on the tactile.

So by focusing on some of the activities so far in the process; the organization will have improved their overall communications and are progressing on the trust continuum as a whole. But there is more to do in the area of trust and communications. It starts with the senior leadership team. They have progressed as individuals and now are ready to progress as a team in the trust area. The tactile and other non-visual senses are a key part of this step. The senior leadership team must be moved to conditional trust in order to lead the organization out of the Visual Trap.

Of course, the whole organization will continue to focus on trust as they proceed threw the breaking of the Visual Trap and right on through to the transformation process. As trust is one of the 9 levers in the VAT Transformation model. But at this early point the leaders must set the tone and lead the charge.

Therefore, it is time for a gut wrenching trust session. These sessions have to be carefully organized with all the senses stimulated. The appropriate physical setting, comfortable seating arrangements, mood music, the right aromas, tasty food and refreshments are essential. Even the right lighting and that means some of the session is conducted in the dark. All of the elements are critical.

There are a number of effective exercises which bring out the trust issues. These novel exercises involve the use of the non-visual senses. For example: one leader catching another leader while they are falling backwards,  leaders guiding each other while one is blindfolded and holding meetings where everyone or a portion of the team are blindfolded And so on. All bring out the real trust issues. Put all the issues on the table and solve them. Then have a team funeral.

Having a real burial where the root cause issues are properly dealt with and forgotten then moving forward with a new energy and respect is the key. These trust retreats are critical and very successful. They become a true turning point for senior leadership Teams and moments they look back upon with sincere fondness. Additional trust retreats can be held for other teams as the process unfolds. But the senior leadership has to have their retreat and must be in that conditional trust zone early in the process. Only then is the senior leadership team truly ready to move forward and ready to lead the entire organization into making natural connections.

Natural Communication Connections

A number of years ago one could spend time with a group and anticipate that our natural balance with respect to communications would occur. One could expect approximately 40% of individuals would have a primary mode of communication that is visual, verses auditory and tactile. There was a slight bias to the visual however nothing compared to today’s bias.

With the explosion of technologies such as the TV and then the emergence of personal computers through the 1980’s and 1990’s; those with visual as their primary mode of communications had increased to approximately 60%. It has gotten progressively worse and will continue to as we become slaves to our technology. With the absolute explosion of computers, PDA’s, etc. That visual ratio I find is now approximately 80%. We have become even more dependent on technical tools. The majority require a high degree of visual focus from an early age. (Table 2.1) 

Table 2.1 Evolution of Communication Modes
(In percentages)

Our passion for more and faster communications is driving us to use highly visual techniques and approaches in many cases. We are focusing on the efficiency of communications, rather than the effectiveness of the communications. Granted the one exception is in the use of the cell phone. It has grown rapidly. It would not be considered a visual tool. However, the amount of active listening taking place is suspect with many cell conversations. The overall quality is lacking but the quantity certainly does not. As well with the explosion of text messaging, inter net access and camera capabilities; cell phones are turning into as much a visual tool as an auditory tool. Outside of the cell the majority of technological advances  are visually oriented and have driven up the use of our visual communication mode; in order to be effective at utilizing these innovations; everything from the T.V and all its associated technologies. To the computer, including desk tops, lab tops and all personal devices. The inter net and email themselves are one of the greatest visual tools we live and die by. With the proliferation of slide shows and multi media packages there is no end to the visual stimulus we are being hit with. As well; the associated lack of quality auditory stimulus and almost non-existent tactile stimulus. Is there any wonder our quality of human communications has diminished, while the speed of that communications has sky rocketed?

So what’s the problem? If we are all becoming more visual, let’s just communicate with more visual tools and most will get the message. The problem then is that we are missing the keys to innovative and creative thought; strategic and tactical thinking; and real natural connections. It will leave us with more emptiness and ineptness then we have ever experienced. We need all those senses.

So let’s cover all the natural senses which need to be stimulated. Auditory is sound perception and hearing. A big part of this involves words. Words have incredible power to create and build. But also can damage and destroy. They are symbols, alone they mean little. Put together in a meaningful way they can effectively communicate thoughts, feelings and build human connections. Many times, words can even sort out the confusion that surrounds us.

We definitely are hearing the sounds and words in our world, yet is anyone really listening? It’s amazing how many questions are answered, “Please just look at the slides” or “you will see my point in a minute”. How many presentations today have all sorts of music, interesting noises and one or two word scripts through out the slide show? There great attention getters and filler, But little substance. Less real words spoken and little opportunity to utilized tone. Few conversations occur where all those active listening techniques are actually utilized. Real concentration is required to listen. We are either talking or thinking about ourselves or what we are going to say next. We have two ears and one mouth for a reason.

A simple test is to put up a number on a slide with a group. Later ask that group to recall the number. Then with the same group, say aloud a different number. Have the group try to recall both numbers. The group will always recall the number on the slide much quicker then what was spoken. The result is exactly the same when done on an individual basis for the majority of people. Obviously, those individuals who have a primary communication mode of visual will recall the visual number first. That is where currently 80% of people would be in that category. This percentage will continue to rise unless we find our natural communication balance again.

Let’s go to the one mode of communication for humans that is dying faster than an iceberg in the desert; the tactile method. Touch connects humans quicker then any other mode of communications. It is the most intimate of the senses. That is great! But has its draw backs. It brings humans together when words will have broken down or failed us. The visual mode has the least ability to connect human beings; of the three modes of natural communications.

The sense of touch is becoming an unfashionable method from a variety of perspectives. First, with the uncomfortableness brought about by the sexual harassment issue. It has made individuals cautious about a simple hug or pat on the shoulder. Second, with the threat of global diseases even a simple hand shake or getting too close to someone is frowned upon. Third, being able to take the time to truly listen is becoming less frequent. When we actively listen we focus on words and tone. These are so critical to understanding what a person is really communicating. The inflection and pitch in the voice takes real concentration to clue in on to gain a true understanding of what someone is saying. When we are so enraptured with the visual stimulus being presented and the non quality sounds or filler words and sounds being thrown out at us; to truly concentrate becomes extremely difficult in many fast paced cultures.

Yes, the tactile sense or sense of touch is very important to an individual who is blind. Unfortunately, valuing the tactile sense would be seen as being a wimp in certain macho organization cultures. Why do we love email? How much tactile stimulus do we receive from email? Minuscule amounts! We spell it out. We cut off our tactile and when that occurs; we eliminate our intuition and that’s where those creative solutions, visions, strategies and plans originate from. As well, with the fear of harassment for both genders and the global disease craze; it will pretty well kill the little touching that would stimulate any meaningful connection and might spark much needed creativity. The other magic of touch is that when there are differences between the logic and/or emotion of two people, touch can begin the process of connecting the two quicker then the other senses.

One advantage I did have in being blind was the fact that many wonderful people guided me by having me hold on to their elbow and walking beside them. I would make a human connection so much quicker when this process would occur. It was magical. Just having that contact was amazing in forming a bond sparking some rewarding conversations and creative thoughts. My wife and I come up with some of our most creative ideas or solutions to any problems; while out walking and her guiding me. Also when one of my children has a serious issue they need to discuss. We’ll go for a walk and sure the walk itself helps. But the fact we are joined, my hand holding their elbow, we come together and almost always are closer at the end of the walk. The same theory has worked for me in the work environment, again and again. It brings any two people further along the trust continuum. I never had the privilege of this when I had sight; as touching and hugging were not something most cultures partake of to any degree relative to the other senses. One of the great gifts my blindness gave me.

Obviously, the next 2 human senses would not rank up there with sight, hearing or touch, for usefulness in the organization world. However they can still play a role; gestation or “taste”. If food or refreshments are served in most group meetings; there is very little that stimulates the taste buds from a culinary perspective. Most of the food and refreshments served is very effective at killing our taste buds. It does little to spark and sustained the effective thought process. I’m not saying that gourmet food has to be served or any food at all. But there may be a time to take note of what has been served to the group. Is it any wonder some deals are closed over a dinner meeting? It’s because more than one sense is being utilized and the tasty food is assisting in the stimulation of the thinking, the creativity and the connection.

Now for the forgotten sense that we as humans have practically lost any functional use of, olfaction, or the sense of smell. Why do we have a nose; for as much as we utilize it. However, the sense of smell can stimulate the memory quicker then any other sense when activated. Would that get the executives in the organization upset if someone set a bouquet of sweetly scented flowers in the board room. How about some incense or any other thought provoking aroma? It would be a real accomplishment to attain the total balance by utilizing the forgotten sense and completing the circle of senses. That would certainly stimulate creative thinking and strategic thought. 

All senses connect to the brain. What are senses, but the psychological method of perception? It may seem obvious but if we analyzed the definitions of each of the senses. (Table 2.2) All senses have a link to some aspect of our nervous system and our brain affecting our thought process and memory in many different ways. So we know that the brain is stimulated by all five of our individual senses to varying degrees. If properly stimulated or utilized in a more natural manner, we can optimize our incredible thought processes. We are becoming a knowledge economy. That does not mean we stop thinking and acting effectively. We are not, when we primarily use one sense in our organizations. We must become Thinking and Acting organizations.

Table 2.2   Definition of Human Senses

 
Senses are the psychological methods of perception.

Sight or Vision describes the ability to detect electromagnetic waves within the visible range by the eye and the brain to interpret the image as sight.

Hearing or Audition is the sense of sound perception and results from tiny hair fibers in the inner ear detecting the motion of a membrane which vibrates in response to changes in the pressures exerted by atmospheric particles within a range of 9 to 22,000 Hz, however this changes for each individual.

Touch or Taxation is the sense of pressure perception, generally in the skin.

Taste or Gestation is one of the two main chemical senses. There are at least 4 types of taste “bud” (receptor) on the tongue; each conveying information to a slightly different region of the brain.

Smell or Olfaction is the other chemical sense. Hundreds of olfactory receptors each binding to a particular molecular feature; combination of features of our molecule makes up what we perceive as the molecule smell. In the brain it is processed by the olfactory system.    

Chapter 3 - Visual Thinking 

Seeing is Knowing

A startling revelation is that in today’s world of visual organizations seeing is just not believing; seeing is knowing. Having knowledge or intelligence is linked directly to the visual sense. Expressions such as “We’re flying blind on this one” or “We have a blind spot on this issue” or “ it’s like the blind leading the blind”. These are just a few examples that have been utilized in numerous executive meetings I have attended in recent years. The speaker was specifically referring to the group and/or an individual not knowing or not having the required knowledge or appropriate level of intelligence. This is wide spread. It is not just a choice of inappropriate words, there has developed a mind set that if I can not see it, it is not true. If one is unable to show it to me visually then the individual does not have adequate knowledge on the particular subject; or is just unintelligent. It’s unspoken. However something I was able to pick up first hand over the years.

There’s no doubt that vision has been a part of our thought process for generations. After all, the word idea is derived from the Greek word, to see. However, it is the extremity of the degree prevalent in our organizations which has become the major concern.

It was humorous when executives insisted I use power point slides when presenting to their group; even though I could not see the slides. They just had to see what I was saying or it would not sink in. They were much more likely to believe what I was communicating if the slide was there. No, I was a relatively good speaker. That was not the issue. Also, I had a high degree of credibility within the organizations. It was simply that seeing was knowing. It got so over the last few years I utilized slides for most presentations, especially if the group had any younger individuals as they required the visual stimulus to achieve any level of comprehension, retention and believability. It made for novel presentations where ever I went, the blind person who used slides. To say my memory had to be sharp to present in this manner is an understatement. I experimented with using visual aids and not using those visual aids. The response from crowds was amazing. The connection between visual knowledge and intelligence is extremely strong. Visual knowledge is king in many organizations today. 

One will require the senior leaders’ full co-operation on the first step within the visual thinking area. It is an approach that is fairly dramatic. However, it is very necessary in order to capture the executive’s attention

concerning their Visual Thinking and creativity. The executives will think it is drastic but it is not particularly. It is more of a symbolic gesture. However it does send out a strong message. Communications heads this Visual Busting parade. Second in line is to spark the thinking process. The best place to start is by having the senior leader put out a decree for the executive team. No slides or multi media shows in any area of their work for at least two weeks. It will be frustrating for all at first. The positive effect it will have on everyone’s strategic and creative thinking will be astonishing.

Most executives will snap back; “what about the customer, they need to see our slides.” And they will claim their Sales and Marketing leaders can’t operate without the visual shows. They will insist their customers require it. However they do not. They just think they do. Many times one of our real problems in sales and marketing is that we are not listening and are bombarding the customers with images. This will help organizations to really listen. And I mean really listen to what their current and potential customers are saying.

Knowledge or Wisdom

Certain skill development can be greatly enhanced when primarily conducted one-on-one; such as communications. The next step in the visual thinking process is one-on-one sessions involving strategic thinking, creativity and decision-making.

It’s a touchy subject for some executives and managers; as there are a couple of big egos on every leadership team. However, this is critical to breaking the trap. We can’t ignore it just because we may slightly bruise a couple of over inflated egos.

One must carefully coach the leaders through this process. Utilizing a similar format to the individual communication plans; now we add a component on strategic/creative thinking and decision-making. We hold a kick off workshop to cover common points but the rest is very individualistic.

The workshop positions the one-on-one work that will be carried out later. We will tailor those to each executive and manager and obviously use a similar philosophy to ensure consistency. They need the individual attention or some of them will not move forward. One must continue to meet with each of them on communications. Now you meet a little longer. You are their leadership coach. It takes a lot of time. But it’s definitely worth it. Also, some executives may take the suggestions for improvement as an insult to their leadership skills, their knowledge or to their intelligence. We need to be patient. Listening and talking them through the process.

Many of our organizations are gaining knowledge but losing their wisdom. In a poem by T.S. Eliot, called “The Rock” there is a line; “All our knowledge brings us closer to our ignorance.” This may apply to many organizations to a greater degree then ever. We are valuing this thing we call knowledge; that is primarily communicated through these visual stimulus. But where is true wisdom that takes all senses to receive and transmit? Our wisdom is getting lost in our knowledge. It’s time to start bringing the two into alignment. Let’s remember True knowledge is not in the knowing; but in the seeking. And true wisdom has few answers but the answers they have are profound. Always be suspicious of the person who has the answer to every question. Who can pull up a slide or flaunt their knowledge on every issue. They may be lacking true wisdom.

This is absolutely no reflection on anyone’s individual intelligence. What I am trying to help us understand is that to truly tap into our creative minds. To truly build a new future for our organizations that will elevate us to new heights. We’ll be required to think differently. Excuse the cliché but we will have to think out of the box. That does not just happen over night. We have to start the process. The removal of the visual tools such as slides is one of the most effective creativity generating shock treatments that can stimulate leadership teams and organizations. We each have over 600,000 thoughts in a day and it would be great to stimulate a few thousand of those down a completely new channel. Then watch the organization take off.

Let’s refer to the seven types of intelligence and illustrate that in reality there are varying degrees of visual sense required for each of them. In particular musical intelligence, there is very little visual sense required to show a high degree of intelligence in that area. On the other hand in the spatial intelligence area a high degree of visual sense is required to show superior intelligence in this area. Table 3.1 indicates the degree of the human sense required to achieve high degrees of intelligence in each area. Once leaders realize we are attempting to optimize their intelligence as individuals and as a group they jump on side more readily. We carry this out by having them optimize the use of their senses and thus their intelligence in the various areas.

Table 3.1  Intelligence Types verses Communication modes

 
All of the human communication modes contribute to each of the various types of intelligence; some just contribute more than others. We are leaving out so much potential in each of us by becoming so visually dominated and directly equating intelligence with seeing and intelligence with visual knowledge. We are not optimizing our real intelligence in specific areas due to our over use of one communication mode. Thereby, attaining true wisdom becomes impossible as attaining true wisdom comes from gaining intelligence in a number of these areas. Figure 3.1 indicates the connection among knowledge, intelligence and wisdom.

Figure 3.1   The  Wisdom Flow

 
Why is this happening? How much time does the average individual look while working or in leisure? How many hours do children spend in front of video games, computers, personal devices, TV’s, etc. They are so visually stimulated that marketers can almost exclusively focus on this sense. Go to a movie today. How many words are spoken in that movie? Now watch a movie from 25 years ago. There will most likely be many more words in that script. So, of course we are catering to this visual world. But is it truly optimizing our overall intelligence and wisdom when we make it primarily a knowledge world acquired visually?  

I myself am not a balanced communicator and thinker. I wish I could be. Just can’t see. I can’t find the balance between the communication modes. I end up leaving the visual a little lacking to say the least. I try to visualize in my head to help with the balance but it doesn’t make up for my lack of visual perspective. Its a common challenge with blind folks. However I am still able to utilize the tactile sense that ensures the all important human connection is made.

Human Contact and Wisdom

Why is there such a limiting connection among leadership teams? It is a huge problem among so many leadership teams these days. They can fake the look and they can fake the speak without a genuine connection. Some leaders are genuine. Some leaders don’t want to and are just playing the game. And then others just don’t know how to connect.

Many professions revolve around spending hours in front of a computer or some electronic device.
We are in a culture that puts less and less importance on personal intimacy. We love our technology. Then we hate it. Then we love our tech toys again. It takes us to the limits of our imagination. Then leaves us there feeling more isolated than ever. Those leaders and professionals that are spending hours being managed entertained and disciplined by their technology are leaving themselves on an island. Their limited human interactions are confined to coffee, lunch breaks and a few words around the water cooler. A strong feeling of alienation can definitely occur. We are social beings despite how our technology is affecting the quality of the human connection.

Will organizations begin to understand the human side of this? Absenteeism increases, medical leaves, burn out reduced productivity and creativity. We need each other. No substitute for the encouraging face-to-face words, the warming smile or human touch. The values of a pat on the back or heaven forbid a hug. Need others to appreciate us and encourage our creativity. No matter how much we substitute our fancy technology for each other, we cannot fight the inevitable. That all the bytes flowing across the network cannot give us a true connection.

We will continue to gain knowledge without this human contact even though we may have a human isolation challenge in many organizations. We can continue to gain some degree of progress in one of the specific areas of intelligence. However to gain true wisdom which organizations require more then ever; we will need to heighten the human connection among people in those organizations. We’ll have to reverse the trend of only connecting at the visual level to any degree. As that is one of the lesser human connecting senses except when it comes to the smile.

The smile has a powerful effect in the initial stages of the human connection process. However, generally speaking if we want organization wisdom then we may have to use a few less slides. Leave time to actually engage in active listening and talking. Maybe that series of 12 emails back and forth with no resolution could be sorted out with a face-to-face discussion where a persons tone and words can really be absorbed. Actual smiles can be exchanged. We may want to go for a walk and even guide a blind person some day. Begin brainstorming some ideas to solve a business problem. You might be surprised what the walk and the human contact will do to your logical and creative side. Individuals and organizations will begin realizing the incredible untapped wisdom berried inside each of us.

There is also a dangerous trend that is occurring primarily in some of our youth. It is where individuals can not be alone. It’s the extreme opposite of the isolation challenge. However these social dependents are only connecting with large numbers of people but primarily at the visual level. They are only surface connections! These individuals have to physically see people. Be talking to people but the depth of human interaction is suspect. Little wisdom and intelligence is gained from these surface level communication activities. Our current technology easily supports this form of interaction. Again it comes down to the balance of human connections and modes of communication. These are so critical to building our individual wisdom.

By this time in the process the workshops on strategic/creative thinking and decision-making for at least the executive team, many of the managers and some of the employees have been held. It is always an overwhelming success. Insights are gained into strategic thinking and creativity that are precious. The thought provoking exercises are enlightening to all. Connections are made with the concepts and most importantly, an even deeper connection occurs within the senior leadership group, management teams, as well as with many managers and their staff. The teams are usually ready and generally excited except for the odd individual, about forging ahead. Their individual and team wisdom is growing. The entity is continuing to acquire more and more organization sense.

Organization Sense

Organization sense is critical to the effectiveness of any organization. Organization sense is made up of strategic, innovative and common sense. (Figure 3.2) All are critical to any organizations success. Strategic sense is the ability of the individuals and organization to think and act in a manner that gives breadth and depth on the future of the organization.

Figure 3.2 Organization Sense

Organization sense tends to be more prevalent in a few members within any team at any level of the organization. It must be especially prevalent in the senior leadership team. The more we can grow this in every individual and in all team; the more effective the organization is as a whole. It becomes a real strategic and competitive advantage over the long run. Providing they do not plummet down the Visual Spiral.

What is a visual spiral? It is where a group starts out thinking at the strategic level. Since the majority of the group is in the Visual Trap; focus only stays on visual and a token attempt at truly listening. No other senses utilized. The group ends up functioning at an operational level before the group has ever sorted out the strategic and/or the tactical levels. The solutions to their immediate and long term challenges and problems are sorely lacking. Narrow options are chosen. The slides take the group down dark tunnels, like a pack of moles, buried in their narrow little world. But the group feels energized and charged when that earth shattering decision is made. It’s so sad. The opportunities left on the table. The wrong problems that they think they’ve solved. Until a later meeting when it is realized and apparently a mistake was made. The circle of moles begins again. The rapid fall into the Visual Spiral is repeated one more time. (Figure 3.3) 

Figure 3.3 Visual Spiral

The group can’t see the opportunities as they are staring too hard at the narrow little tunnel. The lack of strategic dialogue which is generated from a group having such a narrow focus is frightening. The group feeds off each other. With one sense being dominant a form of group think takes place.

The second component of organization sense is innovative sense. This is the ability to foster creativity in problem solving, tackling challenges and developing short and long term plans for the future. It is critical at the strategic, tactical and operational levels. This art or science is in serious jeopardy with the manner in which organizations are functioning today.
The lack of innovative or creative sense that is generated from a group that has such a narrow focus is frightening. With one human sense being dominant the mind is not being optimized. There is such a limited creative energy generated in the majority of meetings where it is required. Try to hold a true brain storming session these days. I personally am horrified as the group turns to analytic five minutes into a brainstorming or strategic discussion and the spiral begins. Few challenge, fewer are heard. it is frightening when a group is in the Visual Trap and they will attack an individual who is not in the trap but is being creative. The person not in the trap must stand their ground even though it can be a challenge.

The final component of the organization sense package is common sense. This is that practical knowledge that is so critical in running any operation. In the corporate world it would have aspects of what might be called business sense. Of the three components, common sense in many cases, especially in the corporate world, is reasonably strong. The business sense is permeates through many organizations. However, other aspects of common sense are not as prevalent. Such as common sense in dealing with long term customer loyalty, employee productivity, community relations, etc.   

Why do we lack organization sense? It’s how we are communicating. To have organization sense, we need organization intelligence and wisdom. We can not optimize these if we do not get our thinking and communication modes back in balance. We suffer in the strategies being developed. The innovation and creativity demonstrated and consistently make repeatable errors in judgment and mistakes. Then cover it up by using the old phrase; “that’s how we learn by making mistakes” or “we gave it the old college try.” The astonishing revelation is the organization has made the same mistakes over and over and has not learned from the experience. We have the ability to greatly improve all three components of organization sense with some simple changes in how we receive and send communications with individuals and groups throughout our organizations. It sounds simple. It’s not. It has wide spread implications and ramifications.    

When done successfully the treasures awaiting us are limitless. The thing that truly sets us apart is our strategic, innovative and common sense. There is a reason that common sense is referred to as the sixth sense. I propose we have a seventh and eighth sense, strategic and innovative. We have all at our finger tips; all we have to do is effectively utilize those incredibly powerful human senses that most people have been blessed with.

By this milestone in the process; Visual Communications and Visual Thinking have been effectively addressed. A short wrap up session should be held to verify the progress of the senior team and clarify future steps. One should be continually evaluating progress with the entire organization by utilizing some of the simple tests recommended. This way you will have a great idea of progress by the time one walks into the wrap up meeting. This wrap up meeting is also very useful for setting the stage for the next phase which is usually a transformation.

A quick reference checklist of activities which must be completed in order to break the Visual Trap is provided. (Table 3.2) This is merely some of the highlights and is not exhaustive, nor do these activities have to be performed in the exact order. We now have all three components of organization sense which means we are well on our way to attaining organization wisdom. When there is organization sense and wisdom there is much less destructive politics. But most importantly when we have organization sense and wisdom we have broken the Visual Trap. That means new dreams can be forged with new paths taken reaching new heights. And the organization is now ready for a Transformation.

Table 3.2 Quick reference Checklist for Breaking the Visual Trap

Current state assessment, interviews, documents and behavior profiles
Executive awareness session on Visual Trap includes Individual behavioral profile for executives
Executive One-on-one current state interviews
Awareness sessions on Visual Trap for groups
Communication logging
Individual development plans for communications
One-on-one coaching sessions on communications
Train the trainer sessions
Group training on effective meetings, group dynamics and natural presentations
Team trust sessions
Revise overall communications plan and process
Removal of visual aids for defined time period
Group training on strategic/creative thinking and decision making
Individual development plans on strategic/creative thinking and decision-making
Individual coaching sessions on strategic/creative thinking and decision-making
Continual monitoring of Visual Trap progress
Wrap up session with executives to confirm progress

 
Chapter 4 - Visual Transformation 

Transformation Startup

This chapter highlights some basic concepts on transformation. It connects it to the visual dependency issue where appropriate. It is not exhaustive by any means and only a few basic points are highlighted. For example each of the 9 levers in the VAT Transformation Model could be a chapter or book on their own. The 9 levers are covered in more detail in other works in this series.

Every transformation needs a methodology and effective models. The General Engagement Methodology and VAT Transformation Model is a guideline that gives an excellent framework. One can alter and change depending on the engagement. With most engagements there is a core team focused on the subsequent transformation. Core to this transformation team is a very credible overall leader. Having a strong Human Resource representative on the team is always critical; as well as a very credible financial representative and solid leadership from any operational areas.

The typical structure for the transformation project is as follows:

Executive Sponsor
Executive Team
Steering Committee
Project Manager (Director)
Core (Development) Team
Specialty Teams

Through this approach one is able to engage multiple levels of the organization which is the key to a successful transformation.

There is always plenty of preliminary work to be completed in the process. It’s that pre-transformation work which is so critical. One must ensure the right core team is selected, trained and many logistical issues are dealt with such as having a solid project management system operating. Push hard on the gathering of solid baseline measurement information. Obtaining the Current State information through surveys, documents, and interviews is vital. In particular establishing the readiness for change is a key step as well as selecting an effective process management methodology and tools. We must rigorously train individuals to become the process re-designers as they are essential when the organization processes are ready to be re-engineered. Many other pre-transformation activities which can make or break a successful transformation must be completed.

One must constantly be removing roadblocks through the process. It is also critical to determine early in the process, one or two key change levers which are obvious areas requiring intervention and begin moving on them. It is a little like the early landing party on a military mission. Hate using military and sports analogies but some times they just fit. These early interventions will get the inertia moving in the right direction. This enables the more significant levers or actions to have a greater affect when they are implemented. These early interventions are a bit of a gamble as one is many times selecting them without all the information one would ordinarily require. However, this is where relying on one’s intuition is important.

In spite of all this use of methodology (GEM) and models (VAT) it is working closely with the individuals and teams within the organization that gives us the most valuable information. Learn to love getting right in there at all levels. That’s where the gold is and where you discover real gems of information. Then late one night it will all come clear; the new idea or solution that was way out of the box. It is synthesizing all the information and then as a team coming up with the winning solution that takes the organization to the next level. It is amazing how creative people can be when free of the Visual Trap. Next is working with the organization and growing the solution followed by a successful implementation. Relish listening to everyone developing and taking themselves further than they ever dreamed.

Carefully planning the official kick off of the transformation team is an important step. By now much of the pre-transformation work is well on its way establishing logistics to run a first class program. Top notch methodologies selected and team members trained. High level draft project plans are well on their way. The transformation team now requires a meaningful vision and solid strategies from the organization. That is step one in the VAT Transformation model. But let’s cover some basics first.

The basics on Change and Transformation 

Organization change and transformation is not that dissimilar to personal change. Most people have a tremendous amount of experience in handling personal change. The pace and the degree of change may be different for each person and how we handle it. However we all live it on a day to day basis. There are two things we as humans can count on: the fact that we will face death and the second, that change is a major part of our life. It’s a Key component within the circle of life whether we want to admit it or not. If we don’t change we don’t grow. Healthy people change. In many cases we change or die. Most change can be stimulating and accelerating. As long as humans have intelligence, there will be change. If humans have wisdom then the majority of change is approached optimistically and turned into a positive experience.

Any organization is the same. We have to unfreeze the current state a little first. Then we can build the future state and perform major unfreezing of the current state. We will take the organization through a transition state, right on to the future or desired state. Finally we need to go into a monitoring state. This is to ensure that we do not slip back as this is a natural tendency. We also need to put in place a continuous improvement process in order to become a learning organization.

Figure 4.1 illustrates the concept. These states within the process of change look and sound so easy. However to progress it requires major effort.


Figure 4.1 States of Organizational Change 

The pace, depth, breadth and sustainability of change is then managed to optimize the effectiveness of each situation; whether it is for an individual or an organization. For our personal lives, we make decisions on the pace of change. Depth we’ll go to. Breadth will take on and finally, how sustainable the change will be, will it be a short, mid or long term change? In an organization the decision on the pace, depth, breadth and sustainability go along way to determining the approach. As in our personal life being realistic is critical in tackling any intervention. Figure 4.2 illustrates an overview of a change model utilizing the earth as an analogy indicating the four key options for interventions. 

Figure 4.2 Intervention Options 

I was losing my vision gradually through my work years. I was continually adapting and adjusting to decreasing eye sight and the associated changes to be productive. At first it was a thicker pair of glasses. Then it was some new technological aid to assist me in seeing further or make the words on the page larger. As my vision continued to decrease I continued to find new technologies to assist me at work and at home. I also started using Braille, white canes, talking watches, talking everything. Was I making decisions in regards to my pace of change, depth, breadth and sustainability on a periodic basis? At times feeling as if there were too many unknowns and I was a little out of control. It was continuous change. It was a bit frustrating at times but it was invigorating. It had me living the stages of change in real time. Was I nervous and scared on different occasions? You bet! Did I find new and rewarding experiences and memories? Absolutely! Did I realize what incredible gifts and treasures my other senses held and learn to appreciate those gifts and treasures? Most definitely!

Do I think the human capacity for change is amazing? Yes! It continues to amaze me how individuals teams and organizations will make effective transformation and change, without any information sessions, team building sessions, strategy sessions, change agents, impact assessments, stakeholder analysis, etc. These transformation methods and tools have their place however must connect with the natural human process of change.

The way we respond to change is very dependent on whether we perceive it as a positive or negative change. If the change is perceived as negative we tend to go through the following responses or phases. We start with perceived stability in our life or work environment. Then we proceed to immobilization where we simply are unable to do certain things. Next is denial where we believe that it is not going to happen or affect us. Then comes to anger when we start to react with: why is this happening to me or why are they doing this to me. The next phase is bargaining when we try getting ourselves out of the situation. Followed by depression where we simply feel down about the change. Then comes testing where we kind of try on the change and finally comes acceptance where we are ready to live with the change. (Figure 4.3)

Figure 4.3 Stages of Negative Change

If we initially perceive the change as positive, then we tend to respond as follows. We tend to start with uninformed optimism or certainty where we believe that the change will be good for us. Next we have informed pessimism or doubt where we are no longer sure that the change is so positive for us based on additional information received. Then we have hopeful realism or hope where we start to believe in the positive of the change. Next comes informed optimism or confidence where we start to embrace the change and finally comes complete satisfaction where we are happy with the change. (Figure 4.4)

Figure 4.4 Stages of Positive Change

If the human connection and modes of communications are front and centre, the chance of success is extremely high. Even if all the change frills are not in place. If we only have the change frills and no use of the natural modes of communication; the change process is a disaster. Having both is ideal.

Many change consultants are way over their heads. They are running sessions and promoting slick methodologies that actually make the transformation and change worse. The organization would be better off with out that ineffective intervention. One can tell by interacting with the change consultants and determining what modes of communications are utilized. They are usually biased very heavily to the visual. There’s little balance and little awareness of what’s required. In the end, there’s little chance to get past surface change, if that.

What can result from the majority of these inappropriate interventions is what is called “manipulated change”. It’s stilted, awkward, massive amounts of distrust and the negative resistance is extremely prevalent. The change or transformation is a painful and unsuccessful undertaking. All the methods, tools templates and change facilitators in the world will not help. In fact, it usually hurts. People feel like they are being manipulated when the natural modes of communications are not being utilized in an effective manner.

Here is how we ensure success. Understanding the natural balance of communications and it’s relevance to intervention success is the real key. Figure 4.5 illustrates the effectiveness of the modes of communication in relation to the depth of intervention. It’s the overview of the VAT Transformation Model. The visual will not take an organization past the surface or outer layer. Add on real listening, and it can take the organization to the inner layer. Finally, add on effective tactile connections and an organization can penetrate all the way to the core reaching the heart or the centre.

Figure 4.5 Overview of VAT Transformation Model 

So what happens if we just deal at the visual or surface level due to the fact we can not afford to go deeper? It will definitely cost a lot more in the long run. The organization will end up fixing minor issues. They will not deal with the serious root cause problems. There is limited depth and breadth to the intervention and no sustainability to the change or transformation.

At some point, every organization will have to get serious about real change, whether it is of a transformation nature or in a continuous improvement manner. Normally without more fundamental change at regular intervals in a company’s life it will start falling behind in the marketplace. This is not only triggered by changes in technology but also changes in customer demand. We often miss this one because we stop connecting in a meaningful way with our customers or become too arrogant. The one that is most often overlooked is the changes in our own workforce and meaningfully connecting with our own employees. 

Transformation and Continuous Improvement

There has certainly been a lot made of the difference between the transformation of an organization and the continuous improvement which occurs within entities. The major difference is the degree and speed of change being implemented. Greater degrees of change in the transformation projects with  defined end points. Continuous improvement is an ongoing process of change. Many times it follows a large transformation initiative. However many of the route cause problems that occur in transformation projects do occur in the continuous improvement programs. They both involve leading organization change and they all struggle with getting past surface or outer layer change. This lack of depth issue is the route of the failure of most organization change. Being able to penetrate into the inner layer and into the core is where the gold lies within any transformation and Continuous improvement program.  

Whether one agrees with it and there are many who do not! Keeping pace with the changing global economy, the rapid technological changes and ever changing consumer demands means a greater depth, at a faster pace of transformation is critical. However we are kidding ourselves if we think we have the process of change required in most organizations to execute this major change successfully. We can make improvements. We can make surface level changes. We can not make the profound changes truly required. Organizations are not getting past the basic or surface technology and process changes. The depth of intervention is at about 15 on a scale of 1 to 100 in most transformation projects today.

Why is this? It all comes back to the use of limited senses and not truly tapping in to our human potential. Optimizing those senses means the creation of organization sense and wisdom. Until we tackle this issue the strategic thought falls short and this is essential in tackling transformation. The creativity and innovation so essential for this exercise barely gets off the ground. Common sense, well without the first 2 components of organization sense; it really does not matter a great deal.

For starters it would be great if we could get to the point where we are just taking organizations to the satisfying level. Satisfying is taking an organization as far as the people with in the entity can change. The level of change matches their current capacity. A well run continuous improvement program may achieve this level. I believe in most organizations we do not even get close to the satisfying level. Let’s start there.

It is amazing how many executives claim they can’t motivate their employees to change. After further investigation one realizes the transformation being presented or the future state being imposed, only really addresses a fraction of the real issues and opportunities. Is there any wonder there is reluctance to turn the place up side down by the employees with marginal gains received in the end? Then there are other senior leaders who will rave about the gains and refer to their so called “transformation project” as a major overall. Three to six months later when those same senior leaders poke their heads out of the hole and look around. They are again asking; “why are we just not competitive? Our employees just don’t get it”.

Once again, if we were to engage as many members of an organization in utilizing their human communication modes more effectively we could expand this satisfying level; as well as the employee’s future capacity for transformation. The new future state would actually be something worth while. Not a large, poorly run, continuous improvement program. That’s what the majority of transformation undertakings are in today’s organizations. Nothing wrong with continuous improvement it’s great, but it’s not enough in many cases.

The problem sometimes with continuous improvement is that it might not keep pace with changing technology, customer demand or workforce culture and skill set. We might be left with a business that is no longer viable or a business unit that is a drain on the overall organization.

Think of continuous improvement as making changes to processes, products and training. Think of transformation as dropping some current products and venturing into new product lines and services. Developing brand new market areas and changing or outsourcing some of the workforce including some senior managers. Look at a quantum leap as developing a new product or service ahead of the competition. While astonishing the customer and a fundamental change in the organizational structure as in moving to an upside down pyramid or a virtual workforce. After breaking the Visual Trap most organizations are thirsting for a full scale transformation.

Detailed VAT Transformation Model

We are now at the point in the process where each change lever is utilized to varying degrees. Project plans are built for each. The heavy lifting now takes place. This can take anywhere from three months to two years depending on the specific organization. Do not want to minimize this phase but the complexity and length required to do justice to this is beyond this work. However, let’s very briefly cover the highlights of the model.

Surface changes take minimal sense usage. Visual and a little listening can achieve basic technology and process change. To attain deeper transformational change, it requires diving into the interpersonal aspects of change. These are the listening inner layer, and touching the core levels. That’s where the gold is. Very few go there. The more visual we become; the less chance we have for true penetration at the required depths. The organization that dares to venture beyond the surface level has a much greater chance of reaching these golden depths and achieving real transformation. They will be the leaders in the new economy. Subsequently, able to follow up with harvesting the additional gold, through a well run continuous improvement program that can operate at all depths of change.

Figure 4.6 illustrates the organizational change dimensions related to each mode of communications. This is a diagram of the Detailed VAT Transformation Model. It was an organizational change model utilized in many successful interventions. It was developed over time. The model will continue to evolve just like a healthy organization. 

 
Figure 4.6 Detailed VAT Transformation Model  

The Detailed VAT Model has the 9 key change dimensions or levers which are associated with one of the layers: surface, inner and core. There are 3 dimensions or levers under each layer. The surface or outer layer has the levers that are very obvious; the strategy, structure and of course processes and systems. These are extremely easy to see and most transformation or change undertakings do not penetrate past the surface or this outer layer.

The next layer is the inner layer. Now, this inner layer is the listening zone. We have to start utilizing our active listening skills to a much greater degree, then in the surface or visual layer. Here’s where performance management and rewards come into play; skills and capabilities; and the focus on sharing of information. That is information not data. These are very important dimensions or levers for change. Some of the good transformation initiatives attain this level. It’s not easy.

If any organization wants to be number one, then they have to reach the core. They need to touch the core. They have to feel the meaning and identity of their organization. Feel the trust and loyalty of employees. Feel empowerment and the decisiveness and wisdom in the decision making process within their organization. It’s a challenge but very doable. It starts with the executives, managers and then the majority of employees. You will never touch all the employees or management. The key is the majority. Here is where we start changing the culture of the organization.

The degree of sustainability required for a change does have an effect on the depth of intervention. Let’s say we just wanted the change for a short term, then staying at the surface may be okay. However, if we wanted the change to be sustained for the long term, then getting to the core is critical. Sustainability can be a key factor. Each intervention has its unique issues and challenges, as well as a surprising amount of similarities. That’s where the VAT Transformation Model is a real asset.

The formula has evolved. These nine dimensions or levers have stayed much the same. One sometimes will focus on some change levers to a greater extent depending on the situation. But in the end, it is fundamentally the same. None of the interventions are a cake walk. There will be a lot of sweat and tears on many individuals’ parts. Many times one will be quite well positioned to make a great run. But the politics begins to get in the way.

Any time you have a group of people; you have politics. It’s just the degree and intent which varies. It can destroy what an organization is attempting to accomplish. Do not underestimate the power of both constructive and destructive politics. There is no doubt, the number one reason why most change efforts fail is destructive politics. It limits a group from penetrating past surface level change. Destructive politics is extremely dangerous. However there is effective ways to manage it if you have the true support of the leaders. And most importantly the organization sense and wisdom gained in breaking the Visual Trap will quickly defuse any political storms developing.

We are now at the point where the organization has successfully completed an extensive transformation. They have kept many of the principles in place discovered in breaking the Visual Trap. The organization is truly ready to move on. Can they sustain this level of performance? Yes, but only if they develop their ability to See Beyond.

Chapter 5 - Seeing Beyond

The Future

Are organizations going to wake up to the visual trap? Or is it one of those situations where they can not see the challenges as they are looking too hard? As with many things we do not realize that we are in trouble until we are in a crisis or truly become desperate.

As long as organizations are performing at an acceptable level due to many factors Such as; the economy is booming around them and they are not aware of or do not have to deal with a serious issue. However, when things become more difficult for the organization such as an industry slow down; then they will need to dig a little deeper. Many organizations are performing at a sub optimal level and are leaving a lot of money on the table while customer and employee satisfaction is far from ideal. All this since they might see but not sense.

We do not have to wait for the organizations to start changing. The individuals who realize the visual trap exists can start making the change in their own methods of communications and thinking. They will be much further ahead in both their personal and work lives. An individual may just be a single wind of change at first. However over time there will form small groups within organizations which begin to change and move in the right direction. Once there are enough quiet winds of change blowing, it’ll grow into a larger gust of wind which will right the ship.

For our organizations, so much of breaking the Visual Trap will hinge on the leaders. A few have figured it out. However with many leaders and organizations it is a up hill battle. With the way the world is becoming more visually dominated; the visual trap will most likely become worse before it gets better. For our leaders of the future our educational system and parents will have to resist the visual trap. In our society as a whole, I am hopeful that as awareness begins to grow a ground swell will occur. There are glimmers of hope as very slowly the sparks of awareness take hold.   

First Steps to Seeing Beyond

Leaders and professionals have an exciting opportunity to master the science of Seeing Beyond. First they must break the Visual Trap. Then experience the power and success of the VAT Transformation Model. Experiencing the model more than once has real benefits. Finally they will be ready to take the first steps in Seeing Beyond. (Figure 5.1)

Figure 5.1 Process of Seeing Beyond
 

When leaders and professionals are ready to begin the process of Seeing Beyond and are given the secret. They are usually disappointed at first to hear its simplicity. It is easy to do. However it’s extremely difficult to master.

Seeing Beyond means shutting your eyes

Learning to shut one’s eyes is simple but, to know when and how to shut them is a challenge. To shut them and gain real meaning is what it’s all about. To shut them when totally relaxed with an intensity and focus takes real strength. One must let the other senses take over completely. It is amazing the visions, strategies and creative ideas one will develop in that manner. An organization will be lucky to have leaders and professionals with this gift. The organization will want to grow many more individuals to hold this precious gift as well.

So Seeing Beyond starts with just shutting your eyes and effectively carrying this out as an individual and in teams. It seems so easy but it takes practice to become a true master. The exciting process of mastering this skill is an extremely rewarding personal and organizational journey. When it is finally mastered the treasure chest is waiting to be opened for you and your organization.

Epilogue

Being without my sight blessed me with more insight into the visual dilemma facing us today.