Becoming an attractor organization
“Many things that organizations produce for their customers as well as their employees, just piss people off. What if we delighted people instead? ”
The mindsets people have when starting an organization or initiating large scale change, have over-arching, long-term effects on the future of the organization. Decisions made earlier in the organization’s life over-determine what choices will be made over the course of the organization’s life, because they set patterns that build habits and persistent structural grooves in possibility landscapes. They create “probability basins” which pull culture and performance toward the context held in the mindset, rather than toward contexts that are relevant and salient and evolve. You don’t want to start with creating a business plan, or developing a business model — because you simply don’t have the right contexts at the beginning to determine “hard” organizational structures. Becoming an attractor organization first means becoming self-aware of your mindset.
This protocol redirects our energies away from applying a particular mindset to planning or modelling, to thinking in terms of first principles and applying them to visioning practices. In fact, the concentrator codes are themselves examples of working with principles (“deep code, source code, protocols).