Advanced Dynamics

Foundations

Because Advanced Dynamics is formed around the concept of the learning cycle, our approach is constantly evolving and developing. Our focus is not on applying any particular tool or approach but to build tangible, visible results – we do not subscribe to management fads. We are comfortable and capable of working with a wide variety of models and theories, as long as they bring concrete benefits and are applicable to the needs and challenges of the organisation with which we are working.

Nevertheless, we have developed a few principles that underpin the way we work with organisations and leaders:

Advanced Dynamics’ approaches organisational systems as a whole, rather than attempting to deal with any part of them in isolation.  We do this by using systems thinking techniques to discover and work on the underlying dynamics of problems – a process of synthesis rather than analysis. This makes it possible to build integrated, consistent underlying principles that can be extended across the entire organisation, applying to areas as diverse as structure, leadership, processes and human resource management.

We look at organisations as complex human systems, which have to be understood as a dynamic whole, in the context of their environment and broader society. Improved performance comes from building deeper understanding of how the organisation can create more value for its clients, and how to influence the complex and interconnected mix of technical and human aspects of the organisation to achieve change. Many of the models we use are based on Systems Leadership Theory and concepts of Requsite Organisation.

Advanced Dynamics does not try to fit ready-made solutions to organisational problems.  Every situation is different and opportunities for systemic improvement have to be identified on a case-by-case basis.  Contextually appropriate and supportive learning environments are created for the leaders we work with.  Advanced Dynamics’ approach matches the design of any intervention to the current context, working collaboratively with leaders to manage the dynamics that occur when status quo is disrupted.

Wherever possible, we work on the real-life issues facing organisations and their people, creating relevant learning through action. As work is done, there is a continuing process of re-diagnosis and review, of "learning through doing" , which informs decision making.  Learning and tangible outputs from change build the ongoing capability of the organisation to improve. Our approach also means that those in the organisation own the change purpose and process – a prerequisite for sustainable improvement. This is at the heart of the Participative Leadership framework.

We are flexible meeting client needs, and our preferred approach is to define up-front what value we expect to create and for what fee.  Because of this, it is possible to focus on achieving results, not on the hours worked.  In the arrangement, if the conditions for success are not there, we say so.