Developing great organisations ...
 ... in a sea of change

The change that has to occur is from ‘sage on the stage’ to ‘guide on the side’.

The days of top-down-driven change, and telling people how to behave are long since gone - if the desire is for successful changes processes.  Successful change depends on engaging with many people, developing a shared, positive vision of the future, and releasing the latent talents and energy that lie hidden within all organisations.

This requires a shift in style from the still much loved (strange, because of all the evidence that it does not work) command and control model, to one of facilitating and enabling people to maximise their contributions to a successful business.

The methodologies encapsulated in Magus Networker and the OrgScan, are highly innovative and leading edge.  They do, however, need expert and highly skilled support if they are to deliver to their maximum potential.  Through skilled practitioners, they deliver change interventions that conform to specific criteria.

These include:

  • They are fast - when the world of business is turbulent, there is no place for long, drawn-out discovery and change processes.
  • Valid information is generated describing the issues underlying the need for and the actions required to enable change itself  - the political responses and data contamination that are killers of validity are excluded.
  • The change processes are driven by the people who will be on the receiving end of the consequences of the changes
  • People are given good information in an environment that is safe for them to review the information, work out causes, both superficial and root, and decide what action to take to tackle the causes.

All of the people who are accredited to work with Magus Networker and the supporting tools in the Toolbox are signed up to delivering problem resolution and performance improvement assignments that use Magus Networker methodology and conform to the criteria noted above.

Here is one illustration of the philosophy that underpins the application of the Magus Networker:

David Sun and his partner John Tu, have built a company in which the implementation of knowledge is fairly easy and automatic - Kingston Technology.

That is because David Sun believes “If you do it, then you will know”.

This means that “If managers ask for input and feedback from employees, over time, they will learn what management practices to implement, alter or discard”.  David Sun believes that his management practices are effective because his employees, in large part, were responsible for their design and / or fine tuning.

As David Sun says, “Just do what they tell you they need and want.”

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