To be successful, any organization needs the ability to adapt to changing circumstances. And especially in times in which changes can come quickly and unexpectantly, this capability to adapt needs to be fast and efficient.
In this research project, we first studied which elements are necessary for creating a truly learning organization. Then we designed and tested a completely new human management concept, allowing a company to update and adjust the knowledge and skill level of its employees continuously. Making this a natural part of their everyday work, instead of disrupting their workflow with repeated training and courses.

Research Phase:
Our consultants have worked for many businesses and government institutions, aiming to be or to become learning organizations. Nevertheless, when course changes at an organizational level or an upgrade of employee skills are necessary, implementing these usually takes way more time than expected. And all too often – especially in large organizations – making the necessary changes in time just turns out to be simply impossible.
Analysing the insights we gathered in our many years of consultancy, combined with interviews we held with business leaders, we identified five obstacles preventing an organization from being a fast learner or adapter:

1. The Management-Employee Gap
Even though it is often unintended, in many organizations there exists a wide gap between upper management and lower-level employees. Whereas these employees are actually the organization’s eyes and ears. Their experiences can contain essential information, although they themselves usually don’t have the expertise to distinguish the important from the unimportant – or gto fully gras its strategic meaning.

2. One-way Information Flow
In most organizations, policies and strategies are determined at the executive level, often based upon information received from experts, consultants or business peers. These are then handed down to the operational staff via new instructions or training courses. Even where ‘feedback sessions’ are organized, the information flow is 90% top-down. Often leading to a widening of the Gap, as employees complain that their instructions don’t match their everyday experiences, and management complains about employees resisting their policies.

3. Problem Invisibility
In the situations mentioned above, a strong disinclination to report problems or failures can be observed among employees. This can hardly be avoided, as management will motivate and ‘push’ the employees by emphasizing the importance of the new policies. Often implying that failure will reflect badly on them. Almost unavoidably, important information about imperfections in the new policies will then not reach management.

4. A Set Course
Problem reports are crucial for making course corrections in new policies, and for fine tuning them. Without this, any policy or strategy will be like a gunshot; as soon as the bullet has been fired it becomes impossible to change its course. And when it turns out to be a miss nothing can be done about it, except firing a new shot in a different direction.

5. Slow Response Time
Because of all of the above, the response time of many organizations to changing circumstances is far slower than necessary – or needed. By the time it takes to implement new policies and to provide every last employee with the knowledge and the skills they need, the situation may have changed again. Causing the whole process to start over. We have observed this process in a great many different companies, impairing their ability to react quickly enough to attain success or prevent failure.

Design Phase
Our own interest in this research project, came from the fact that we continuously adjust our methods to the latest scientific knowledge available. Which means that we aim to update the knowledge of our Evolae Experts on a regular basis – far more frequent than can be done by traditional means like courses or meetings. Next to that, we also require continuous feedback; which of these new insights are actually applicable in the field, and which are the most effective?
As our knowledge advantage is one of Evolae’s main strengths, we wanted to invest in methods to maintain and expand it.

To achieve this, we first designed a workflow containing a continuous information flow between our core experts and field operatives. Using specially designed adaptive protocols, this enabled us to analyse the field experiences to determine the effect of every single intervention applied. As this feedback is used immediately to adjust and fine-tune our protocols, the field operatives are provided with the most up-to-date knowledge and strategies on a daily basis. This Information Loop not only closes the gap between management and lower level employees, but it also allows us to monitor the effectiveness of both out employees and our interventions in real-time. Giving is far more control, and ensuring that every action performed is always the most effective possible and up to standard with the most recent knowledge.

Testing Phase
We used our own coaching division Evolae Life as a testing ground for this new management system. For this, we had a new version of our online platform the Evosphere © built, updated with the features necessary for implementing this method.
During the testing phase, we found this new method to be very successful, providing insights in the effectiveness of both our employees and the applied interventions on a level we had not experienced before. This workflow has now become a permanent part of our Life Division, and has been integrated into our training programs for Mentors and Consultants.
Recently, we have made this knowledge available to our client organizations as well. Assisting them in upgrading their own management systems and information flows, using the methods tested in this research project. More detailed information about the techniques and principles used are provided in our workshops and presentations on Organic Organizations, as available through Evolae Institute.

Our partner in this research project:
Ministerie van Sociale Zaken en Werkgelegenheid, Nederland
Ministry of Social Affairs and Employment, the Netherlands