User:Bsieh/Vibrant Thinking

Vibrant thinking was developed by Koen Hazewinkel, Prof. Dr. Utho Creusen and Anna-Leena Haarkamp. It represents a way of thinking about and a way of organizing companies and institutions. The starting points of vibrant thinking are in line with the dynamic evolutionary perspective that emerged in physics and biology at the beginning of the twentieth century. The application of vibrant thinking to organizations leads to a strong dynamization of core organizational phenomena such as Strategy, Organizational Development and Leadership. In this sense, it is an alternative to the management and organizational models that are dominant in the business literature and can be traced back to the ideas of Scientific Management of Frederick Winslow Taylor (1911).

The basis of vibrant thinking
Vibrant thinking finds its starting points in the ideas that originated within Physics at the beginning of the twentieth century. Werner Heisenberg, Erwin Schrödinger and Niels Bohr, after years of research, concluded that the principles that had dictated the view of the world for two hundred and fifty years no longer applied or were only valid to a limited extent. Thus developed the insight that the world is not stable and predictable, but fundamentally unpredictable and dynamic. Therefore, the name: the uncertainty principle of Heisenberg. And this applied not only the level of the smallest particles, the core of matter, but also on the scale of the universe. Albert Einstein postulated that all phenomena are relative. There is no absolute truth there is only dependence. Once again, the name speaks volumes: The Theory of Relativity. And with that it became clear that the dominant characteristic of our world is not stability, but that dynamism or motion is the fundamental characteristic of our world.

An addition to the basic principles of Heisenberg cum suis developed in the seventies of the last century in the form of systems theory and complexity theory. Ludwig von Bertalanffy, Ilya Prigogine , and Edward Lorenz are the founders of this theory. Complexity theory perceives systems as complex and adaptive. Complex because they consist of many equivalent actors whose behavior cannot be controlled in detail, adaptive because the interaction between actors leads to constant adaptation or development of the system. Development and interaction are the essential characteristics of complex adaptive systems. As such Complexity theory provides insight into the unpredictability of system behavior. There is a clear pattern in behavior, but we can never predict with certainty the next step. Just think of the flight behavior of a large flock of birds. They fly as a clear group (system), their flight has a clear pattern that is not broken (the swarm does not fall apart) but what the next turn or ascent exactly looks like cannot be predicted. Even more so, this complex behavior occurs without a clear "leader" of the swarm being recognizable. There is no bird that determines the direction and pattern.

Vibrant thinking considers our world and the phenomena within it as a complex adaptive system in which interaction, development and probability are the essential characteristics. Within this dynamic perspective we assume a permanently evolving moving world, permanently evolving moving processes. And concepts such as uncertainty, probability, interdependence and movement are the most essential characteristics. The system is not static but fundamentally dynamic.

The value of vibrant thinking
The value of vibrant thinking proves itself in relation to the complexity of today's world. This complexity seems to increase every day. Experiencing speed, mobility, interdependency, unpredictability every day as we realize how complex our modern world has become. And all this in the space of a few decades. This increasing complexity can be traced back to a number of structural developments.

First and foremost, the globalization of the economy and our worldly lives. Not only are national economies embedded in the dynamics of international world trade, the financial system underlying our international trade flows is global. And that financial trading system is once again embedded in global asset markets that function and operate entirely across borders. The globalization of our world, both business and private, has been accelerated and intensified over the past decade by the digitization of our society. Everything is accessible and can be found, read, ordered and experienced at the touch of a button. Not only has this made our world smaller, the digitization also leads to a high degree of connectedness. Not in the social sense but in the sense of a network in which matters and actors are increasingly connected and interdependent. Without these dependencies being visible or visible by definition. As a result of digitization, the world is becoming a complex network and is therefore increasingly behaving like a complex system.

Finally, the complexity of our global system is influenced by changes in population (size, composition and age structure) and a shift in underlying asset patterns. Increasing population numbers, ever better educated (average in the world), a stronger awareness of what is important and what matters, and increased autonomy at an early age further contributes to the complexity of our world.

In short, we live in a world characterized by: volatility, uncertainty, complexity, and ambiguity. A world that is highly dynamic and complex. In which things develop rapidly and change seems to be a constant. A world that demands a different view on organizations and companies. Because our management practice, our current concepts of control and strategy are based on issues such as malleability, reductionism, certainty and predictability. This is where vibrant thinking proves its added value.

The Application to Businesses
Vibrant thinking's philosophy is based on a dynamic evolutionary world view. Vibrant thinking approaches organizations as complex adaptive systems. This has major consequences for the way in which three important pillars of business operations perceived: Strategy, Organization Development and Leadership.

Vibrant Strategy
Vibrant thinking approaches as dynamic co-existence. Many parties in a shared context who all try to contribute to that context. Adding value. The driving force behind vibrant strategy is not so much competitiveness but an Inner Purpose. A deeply rooted motive from which the organization acts. A thought regarding its purpose in life. The contribution it wants to make to and for the market. Compare it to the inspiration of an entrepreneur. Ask him or her about his or her drive and you will certainly get an answer in terms an inner conviction. Something that one believes in, is convinced of and wants to work on day and night. The goal is to add relevance to the market to people. Not winning a contest. For many entrepreneurs, continuous improvement and building an organization that matters and that will still be there in ten years' time are many more relevant goals than defeating an imaginary enemy. At the end of the day, vibrant strategy is all about Long-Lasting Perspective.

Vibrant Organisational Development
Within vibrant thinking constant adaptation, permanent change and development of an organization are central concepts. Vibrant thinking offers a development perspective and development tools. Within the dynamic perspective, we regard the organization as a complex adaptive system. A system of many actors that develop in constant interaction. The point of reference or focal point here is a Tempting Perspective which is called strategy. The basis of this complex system is Trust. Trust in the intelligence and good will of the autonomous actors, employees, in the system. This is based on the self-organized ability of people and teams, and there is room for things and initiatives to emerge naturally, also known as autopoiesis. All this is aimed at constant development. You could also say improvement. In that sense, the steering frameworks within the dynamic perspective are exactly what the word framework implies: a frame within which you work. Steering is therefore not prescribing, but facilitating (more about this under the heading Leadership). Ultimately, it is all about constant evolution. Head, heart and hands are the essential instruments. Head as the knowledge of employees, people within the complex system, regardless of role or position. Heart as the emotional commitment, the emotional involvement with the inner goal of the organization. And hands as the craftsmanship required to do your job well. They form an inseparable trinity.

Vibrant Leadership
Vibrant leadership perceives the Leader as Coach. He or she facilitates the process within autonomous teams in a complex system. His or her role is not prescriptive, but providing direction and options, creating possibilities and space. In this way, the dynamic Leader is more coach than boss. He or she facilitates the process within autonomous teams in the complex system. His or her role is not prescriptive, but provides direction and options, facilitating possibilities and space. In this sense, the Leader does not work from formal Power but from Informal Authority. In the dynamic perspective there is more powerlessness than power. The great challenge of Leaders within the complex system is to provide direction and perspective from a basis of Informal Authority rather Formal. To stimulate progress and improvement. Informal authority versus formal power. This requires a high degree of humanity and empathy. Knowing how to place oneself in the other’s perspective and the ability to let others get the best out of themselves. Servant Leadership, empathic Leadership there are several concepts under which this role is often times presented.

Vibrant thinking sets new priorities when it comes to three essential aspects of business operations. Vibrant organizations describes organisations that are based on and work from this perspective. Organizations that vibrate from pure dynamics and energy. Strongly driven from an "Inner Purpose", in constant interaction with their environment and constantly changing form and structure and with leaders at all levels who serve and facilitate this continuous development process.