It always ends with the human

… or is it?

The other day I was at a discussion on organizational design and development and we had some very interesting insights. Talked about a case study where the organization was deeply, transformed, the presenters were very comprehensive in outlining the reasons for changing the structures and the way of working.

At the end, a psychologist, as he introduced himself, took the floor and summarized from his point of view: in the end, it’s always about people.

What was meant was that the various types of restructuring are always used with some kind of repair kit. By repair kit, I mean: but the key thing is how you take people and impact their mindset or attitude.

I don’t buy that.

If you always end up with the problem of how to take people along, then maybe that also just means that you can’t think of anything else to influence the possibility space of those very people. Then the scope for design narrows down to.appeals and gamification.

On Key

The VSM Quick Guide: the model

The introduction to the series on Jon Walker’s VSM quick guide. It describes the simplified VSM vocabulary as used in the rest of the steps.