A mind once stretched by a new idea never regains its original dimensions.
— Oliver Wendell Holmes American physician, poet, and humorist
One of the overarching goals of this book is to stretch your thinking and invite you to perceive your organization through new eyes. New perspectives bring fresh insights you can use to resolve mundane, as well as dramatic, unconventional challenges.
This book introduces a framework that functions like the operating system of a computer. The operating system is the most important software on your computer. It connects and communicates with hardware and other software, and while it operates quietly in the background, it makes your experience seamless. Once you know the ground rules, the operations they facilitate become routine. When your operating system malfunctions, you may experience interruptions, delays, or worse—a crash.
Similarly, the Interconnectivity, Flow, and Balance Model (IFB) is an operating system that functions in the background of your organization. Like computer operating systems, IFB is ever present, not always perceived, and prolific. It arranges your organization’s internal ecosystem around inherent rules of behavioral and other systems that guide daily activities, meaningful change, and innovation. When IFB malfunctions, the organization can still operate but there can be disruptions, unintended results, or delays.
The IFB Model is an evolving, multipurpose tool that can stimulate the growth of your organization and give it the flexibility it needs to succeed in increasingly uncertain times. It is a model that takes the whole organization into consideration, balancing the development of leaders and teams with strategic needs. The model better equips leaders to enhance collaboration, improve internal communication, strengthen performance, and inspire innovation.
Another invaluable use of the IFB Model is to improve engagement. The 2017 Gallup State of the American Workplace report found that 67 percent of American workers are either not engaged or are actively disengaged. Internationally, 87 percent of workers fall within these two categories.
Click Follow to receive emails when this author adds content on Bublish