Vision will usually be set by senior management but the greater the involvement of the whole organisation in its creation, the more effective it is likely to be. Supportive structures Supportive structures Structures cannot create organisational change but they can certainly hinder it. The model offers a selection of structural considerations which need to be looked and adjusted as appropriate. Adaptive strategy Strategy needs to be appropriate to self-organising transformation. The emphasis will be upon ecosystem scanning, exploring possibility spaces by means of approaches such as scenarios, and learning rather than predicting.
Good communication is essential, of course.
But it also needs to be appropriate. Telling is fine for boundary setting and information giving but participative inqwuiry is needed to sustain self-organisation. Any adaptive organisation needs good feedback. Reporting structures Excessive hierarchy or inappropriate exercise of power will inhibit emergent change. The role of managers must change to become facilitative and enabling.