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Understanding the importance of VUCA
and its context

Old ways of leadership have to give way to newer mental models in order to deal with complexity, chaos and constant change

Leading & Managing Change in VUCA

WHAT VUCA MEANS FOR YOU

VUCA is short for volatility, uncertainty, complexity, and ambiguity. If you want to improve your results and perform at the next level of scale in the context of VUCA, then you must expand your capacities in four quadrants simultaneously. 

AQUAL model - Team Leadership Coaching
I - Consciousness

  • Inner Self

  • Values, Beliefs, Attitude Insights, Intuition, Desire, Purpose

  • Aspirations, Feelings, Motivations

  • Intra-personal skills

  • Cognitive – Emotional Capacity

  • Self-awareness

  • Mental Constructs

Pain

Cognitive complexity, ego self, competing commitments

SUBJECTIVE
BEING How and what we think
INTERIOR
ABSTRACT
Intangible, Invisible, Feminine
IT - Leadership Competencies

  • Outer Self

  • Inter-personal skills

  • Experience, Knowledge, Skills

  • Leadership Behaviours

  • Job Performance

  • Learning

  • Accountability, Decision Making

Pain

Organisational Role and Task Complexity, lack of productivity, efficiencies

OBJECTIVE
DOING How we act
EXTERIOR
CONCRETE
Tangible, Visible, Masculine
WE - Culture

  • Organizational Culture

  • Informal systems

  • Team norms

  • Unwritten rules, collective beliefs

  • Politics, Power Dynamics

  • Employee Morale

  • Purpose/Vision

  • Myths and Legends

Pain

Political Behaviour, trust, elephant in the room, team performance cycle

ITS - Systems

  • Organizational structure and design

  • Lean processes, Operating technologies

  • Reporting lines

  • Policies, rules, regulations Rewards, Measures, KPIs

  • Stated Values

  • Strategies

Pain

VUCA external market, strategic miss-alignment

Adapted from Wilber's Integral Model

Leadership decision
making in VUCA 

In order to navigate the complexity of this VUCA world and its wicked problems, it is difficult to adapt to the rigidity, certainty and predetermined linear outcomes, as uncertainty is the new norm.

 

My twelve years in the trenches designing and delivering team coaching services have led me to conclude that the AQAL Integral Framework developed by Ken Wilber is, by far, the most precise map currently available for my “articulated” theory of change within a systemic team coaching context.

AQAL itself stands for “All Quadrants, All Levels,” which is short for “All Quadrants, All Levels, All Lines, All States and all Types,” which are the five dimensions or elements that Wilber uses to define reality. 

 

The AQAL map ensures that you are utilizing the full range of resources for any situation, with the greater likelihood of success because all experiences have both interior and exterior components in singular and collective forms.

Our mission is to partner and support organizations overcoming their behavioural limitations that hinder innovation most.

CLIENT REFERENCES

What our clients say

We in the management team of Nox Medical have enjoyed coaching of Bernard Chanliau over the last few months. He has proven to be resourceful and analytically thinking, reading the skills, strengths, and weaknesses of the team members correctly along with the dynamic of the team. He is direct and straight to the point and provided us with feedback that triggered both organizational and structural improvements that has made our management team stronger and the company better.

Sven.jpg

Sveinbjorn Hoskuldsson

Chief Technology Officer at Nox Medical

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