WORLD BUSINESS ACADEMY Perspectives, September 1989
Meta-Business: An Emergence of New Consciousness
by John Renesch
In the world of business, there are changes in the wind that will be more far reaching than technology, style, or form. There will be fundamental shifts in the way business is done worldwide. These differences will reflect many of the contextual changes that have been experienced by millions of individuals since the 1960’s. It is impossible to describe how the new business organization will look, or exactly what values it will represent. That’s because it is evolving, and evolution cannot be predicted or stopped to have its picture taken as a fixed model. Some have referred to this emerging phenomenon as the “new paradigm in business.”
It is possible, with astute observation, to witness some of the early signs of this evolutionary shift and describe what can been seen and what can be reasonably predicted based on this changing “texture.”
In an attempt to clarify this evolution, some characteristics of the conventional or traditional ways of doing business have been compared with some characteristics of what has been observed as emerging new ways. A partial list of these characteristics is compiled below, received from numerous sources.
The Evolving Business Organization
Some characteristics of the Traditional and Emerging Contexts for Business
Traditional Ways Emerging New Trends
A. LEADERSHIP
Controlling, dogmatic, masculine Evoking, allowing, more feminine
Use of willpower Use of time and space
Domination (power over) Dominion (power with)
Power-driven Vision-driven
Power in money, status, information Power in conscious awareness
Defined methodology Unknown territory
Leadership = A Person Leadership = A “Space”
The leader as a status-filled role The leader as a service-filled role
Competitive/Secretive Competitive/Cooperative
Dealing with conditions Discovering context
Economics rule Individual empowerment
Seeking usefulness Seeking value
B. ATTITUDE/CULTURE
Solving problems Creating opportunities
Progress by increments Progress by leaps
Blame for failures Support for continuous effort
Short term focus Long term considerations
Machine/capital based People based
Linear/logical, continuous Creative, discontinuous
Analyzing Synthesizing
Knowing, rigid, “rightness” Learning, exploring, open
Boredom Wonder, awe
Calculating, manipulative Unfolding
Conservative, traditional Evolutionary
Exploitive Socially responsible
C. STRUCTURE
Hierarchy of unequals Voluntary association of equals
Vertical structure Horizontal, organic structure
Past regimen reinforced Creativity and freedom nurtured
Centralized offices, with controls Less centralized; more home offices
Hourly approach to performance Results approach to performance
“Leaders” given power Individuals empowered
Rigid structure, resists change Flexible structure, open to change
Form for sake of form Form flows from purpose
Denied spirit; mind rules Spirit endowed; mind serves spirit
D. MANAGEMENT
Supervise, intimidate employees Inspire, care for teammates
Motivate through fear/security Support individuals in their growth
Secrecy Openness
Focus on organizational needs Focus on customer and stakeholder needs
Politics played No politics
Co-dependency/dependency Inter-dependency
Alignment by agreement/edict “Natural” alignment
Focus on job performance Focus on individuals’ well-being
Individuals should “play it safe” Individual-s encouraged to take risks
People valued for “productivity” People valued because they are people
Individuals restricted, confined Individuals free within agreed limits
Dispassionate Compassionate
“Management by Objectives” Management by “Sixth Sense”
Valuation on corporate identity Valuation on diversity
E. INDIVIDUAL
Loyal/obligated to organization Loyal to self, one’s own purpose
Driven by survival needs Driven by desire to grow
Fearful and insecure Trusting and secure
Financially motivated Personal satisfaction motivates
Outer acknowledgement needed Acknowledgement comes from self
Individual “specialness,” heroics Individual uniqueness
Adversarial thinking Team thinking
Goals are to get ahead, “succeed” Goals are to be kind, honest; have fun
Feelings unexpressed Okay to express feelings
Blame directed towards others Personal responsibility
“Owing” the company “Owning” the company; there by choice
John Renesch invites feedback on these characteristics from members and fellows of the Academy. Please write to him at Renesch & Associates, 1000 Chestnut Street, San Francisco, CA 94109.
John Renesch has been consulting entrepreneurs since 1968, when he first founded Renesch & Associates, Inc He has served as founding CEO and Managing Director for many of his clients, as well as his own ventures. He is the author of Setting Goals, and a member of the World Business Academy.