From Life Cycle to Ecocycle

Hurst, David; Zimmerman, Brenda J.

doi:10.1177/105649269434008

Cited by 20 publications

(13 citation statements)

References 22 publications

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“…C. S. Hollings [35] has modelled in its adaptive cycle the birth of growth to maturity followed by a phase of deconstruction. Hurst and Zimmerman [28] apply this to organizational management, and show the four types of management of the four quadrants, in their 'eco-cycle'.…”

Section: Ecocycle and Panarchymentioning

confidence: 99%

“…In other words, it went from a group of people being told from the outside what to do, to a team designing its future with and for its environment, i.e. switching from an external Locus of Control (LOC) 28 to an internal LOC.…”

mentioning

confidence: 99%

“…Level 3 is about identity 15 , deeper motivations, foundational needs. We later mapped the Bateson Level to Dilts, and other authors dealing with Level of change Dilts [26], Beck and Cowan [27], Hollings/Hurst & Zimmerman (Ecocycle)[28] and two other ladders we created the ladder of Creation and the Organizational Change-Level Levels of Changes.…”

mentioning

confidence: 99%

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Agile Transformation as an Adaptive System

Taesch¹,

Rochefolle²,

Touirat³

et al. 2020

Preprint

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Most mature companies have started some kind of “transformation”, either digital, or agile transformations, to cope with changes in the environment, yet most fail, ending up delivering nothing or just one more reorganization. We postulate that considering the Organization as a self-aware Complex Adaptative System (CAS) is paramount, as the common conception (Industrial: mechanistic and predictive) results in bringing the systems in a frozen or defensive mode. Stimulating the system enables us to use its adaptative power to develop new capabilities, and all layers should be tackled simultaneously, to prevent the system from collapsing back into its original state. To ensure this, it is necessary to create a seed per level, and a mechanism to propagate the transformation, with a focus on development instead of growth, that is qualitative change rather than quantitative. A common vocabulary should also be provided, so conversations can occur at every level. Finally, changing mindsets is key, and both concepts and techniques should be provided as enablers to the adequate mindset level. We detail one such transformation that resulted in distributed leadership and more intrinsic motivation, providing both an account of the transformation itself and a model to read it.

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Section: Ecocycle and Panarchymentioning

confidence: 99%

mentioning

confidence: 99%

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Agile Transformation as an Adaptive System

Taesch¹,

Rochefolle²,

Touirat³

et al. 2020

Preprint

View full text Add to dashboard Cite

show abstract

“…The Ecocycle model suggests that the long-term sustainability of adaptive organizations requires that elements of those organizations undergo periodic, natural processes of destruction and renewal. Ecocycle mapping engages participants in building a visual depiction of where on the Ecocycle different initiatives, programs, or parts of an organization are currently operating, and in identifying risks, challenges, and areas to free space and resources to invest in new work (Hurst & Zimmerman, 1994). We knew that building skills and designating roles would not be enough to shift Community Health toward strategic learning.…”

Section: Ecocycle Mappingmentioning

confidence: 99%

“…In both the national office and Community Health's Northwest Region, teams have adopted a regular practice of using Ecocycle mapping (Hurst & Zimmerman, 1994). The activity provides teams with a visual depiction of the different stages of the adaptive cycle -birth, maturity, creative destruction, and renewal -in which different programs have been operating.…”

Section: Examplementioning

confidence: 99%