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Coordination

Coordination is the final sub-blade of the Process blade in the Windmill Theory of Powered By Change (PBC). It is really about ensuring there is interlinking between all parts of all the blades. In essence, it’s a consideration of how effectively the Purpose, People, Product and Process blades interact. For instance, does the company understand how existing processes either propel or impede the ability of the people to deliver a product that helps the company achieve its purpose. Ultimately the benefit or reason for doing this is to ensure that all parts of the Windmill are operating effectively and complement each other. If this is not the case then issues will arise that cause inefficiency and reduced productivity both of which lower profitability.   

If we look at any part of any sub-blade they should all be able to link together in any way. That is what allows the Windmill to be powered by change. Within the PBC platform, there is an activity that is undertaken which probes whether or not this is the case. Questions are asked around how well the sub-blades interact and this makes it possible to identify areas in which the company is performing well, and those which could be improved.

Coordination is more of a difficult concept to grasp. In order to better illustrate how this works, some examples are provided below.

Looking at the skill and will distribution of people we can link the level of willingness to elevate to the company’s highest version of what it’s actually doing to the skill and will of its people. From this it is possible to identify the people with the skill and will, or those who just have the will (the learners), who can work on the elevation perspective then apply that to say a new product that could be a candle or a mirror type. In this example, the skill and will from the people blade has been linked into elevation from the purpose blade and finally to candle versus mirror from the product blade. 

As another example, it is equally possible to take specification from the purpose blade and look at how specific the company is in terms of identifying its elevated main thing and applying that specified view to any form of mess that it can find in the market (from the product blade) and then transpose other business models, from any industry to the mess identified and match that to the company’s specified and elevated main thing.  

A final example is, taking productive paranoia from the view of whether or not the company actually has a level of productive paranoia or more paralytic paranoia (where it’s not actually doing anything) and apply that to whether or not it is being productively paranoid about the information that is coming from inside and outside the organisation. This is essentially taking productive paranoia from the people blade and linking it to filtration within the process blade and looking at that in terms of how the integration of purpose needs to be tweaked, to ensure the specified and elevated purpose infiltrates the rest of the organisation better to enable the company to be increasingly productive in its paranoia rather than paralytic in our paranoia. Doing this will enable better decision, or in fact decision at all, to be made. 

There are countless examples of how this can be done to improve overall performance. Within the PBC platform there are tools available to help do this effectively. 

Key Takeaways:

  1. Coordination is about ensuring there is interlinking between all parts of all the blades.
  2. The coordination exercise helps to identify if a blade is not operating effectively which allows remedial actions to be taken. Failure to take such remedial actions can lead to reduced productivity and inefficiency which negatively impacts profitability.
  3. Where all the Windmill blades are operating effectively together the company can effectively be powered by change.

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