Spiral Ascent: Theory and Practice of Organizational Reform

The prototype of the current model, systematically describing management and corporate culture, I discovered in 2003 when I became acquainted with a 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 underlying the model was apparent. Since then, my team and I have done quite a bit to conduct further research and make this model more practical: we created diagnostic tools, identified levers that allow an organization to move from one stage to another, studied the causes of destructive development scenarios, and tested the model in practice. Today, I am ready to assert: we have a full-fledged model of organizational development that offers a coordinate system in which one can set the current and target state of the organization, as well as a set of tools for conscious, goal-oriented organizational changes. For many years, I used this model during consulting and strategic sessions, but it had not been published. (The existing books on spiral dynamics, firstly, describe a different version of the model, which is largely different from the one used in 'ECOPSY,' and secondly, they encompass a broader philosophical context but do not provide clear instructions for implementing changes.) The time has come to reveal our model and give leaders the opportunity to use it independently for the reform of organizations.