Climbing in a spiral. Theory and practice of reforming organizations. Rozin M.

The prototype of this model, which systematically describes management and corporate culture, I found in 2003, getting acquainted with the theory called “Spiral Dynamics”. At first glance, it seemed that there was a lot of philosophy in it, but a clear concept of organizational evolution, which underlies the model, was visible. Since that time, my team and my team have done a lot to conduct additional research and make this model more practical: we created diagnostic tools, identified levers that allow you to translate the organization from one stage to another, studied the causes of destructive development scenarios and tested the model in practice. Today I am ready to say: we have a full -fledged model of organizational development that offers a coordinate system in which you can set the current and target state of the organization, as well as a set of tools for conscious targeted organizational changes. For many years I used this model during counseling and strategic sessions, but it was not published. (Existing books on spiral dynamics, firstly, describe a different version of the model that is largely different from the one that is used in EcoPSI, and secondly, they capture a wider philosophical context, but do not give clear changes to conduct changes.) It's time to open our model and give managers the opportunity to independently use it to reform organizations.