Spandan 3 D Process
While human beings are incredible, there are complexities that come in the way of the basic goodness being deployed on a regular basis in one’s life. The nature and extent of awareness or otherwise of these qualities varies from person to person, time to time and place to place.
It requires hard work and tremendous levels of introspection in a world that is trying to configure the person to do otherwise. The journey is a continuous one and individuals cross multiple thresholds in living these values, but never arrive at a final destination. This is because these values are infinite in depth and intensity.
Individuals (and therefore organizations and institutions) require some degree of structure to make the transition to stage four and to utilize the knowledge, skill and attitude to transform themselves and their environment.
This structure is provided through the Spandan Spectrum of Values and the Spandan 3 D process.
The Spandan Spectrum of Values provides a starting point for the individuals and organizations to introspect. This list has evolved over a period of time and continues to evolve. Organizations can also add other values depending on the relevance to their context.
The Spandan 3 D process enables this transition and transformation to happen. The Process refers to the method, modus operandi, of achieving the given objective. The approach focuses on ‘what’, while the process refers to ‘how’.
The three Ds stand for Diagnosis, Discovery and Development .These three Ds represent the three phases of inculcation of select human values in a given organization.
Diagnosis involves the organization identifying suitable human values perceived to be of help in enabling it achieve its Mission Statement more effectively.
Discovery relates to the organization assessing itself. This is with reference to the extent of adherence to the human values thus identified at various levels.
Development refers to the organization evolving suitable ways and means for improving upon the existing extent of adherence, so that the mission of the organization is achieved better.
Organization, in this context, is represented through the Core Group formed as an internal change agent.
Experiential Learning consisting of Introspection and Feedback is the plank for discussions, deliberations and decision making in diagnosis, discovery and development.
Obtaining and maintaining optimal balance between Results and Relations is the index of an effective inculcation of human values in the given organization. Evolving a Functionally Humane Organization is the result expected over a period of time.
Key Success Factors
People play various roles in the process of propagation and inculcation of human values. These roles come in the form of evangelists, role models, mentors, coaches, etc. Every individual needs help at some point or time in this journey. This help is required for building knowledge, skill and internalizing the attitude that leads to higher consciousness.
Various roles become critical in this journey when an organization prepares to transform itself to inculcate these values. Some of these are:
Role of Top management
The role of the top management is very critical since inculcation of values has to:
• Envelop the entire organization
• Be a continuous process
• Be anchored to the mission statement
• Be integrated with HRD and other policies and practices
Top management has to strive for a balance that creates conducive environment. While lack of top management support is a limitation, too much support is also equally to be avoided.
In other words, various stakeholders need to perceive and experience the support of top management. They also need to experience space and trust from top management to enable them to own the process and feel part of it. This paradox has to be managed by the senior leadership in an organization.
Top management will need to involve in the initial process of value orientation. They will, later, need to set aside time for interactive sessions with the core group and the rest of the organization.
Role of Core Group
The ‘Core Group’ plays a very critical role in the process. A small, committed and competent group of functionaries representing the different segments of the organization constitute the core group.
Top management will need to make the change process as a ‘key performance objective’ for members of the core group. This is to ensure that they are able to dedicate the required time and energy to the process. This is required to sustain the momentum that would have been gained during the initial period. Core group members may feel that Spandan is a ‘nice to do’ activity, in the absence of Spandan being a key performance objective for them.
An associated challenge in this process is to create and maintain team spirit among the core group members and harness the same for the achievement of the stated objective of the odyssey, viz. creating an optimal balance between results and relations.
The core group, with the support of top management, will need to involve the entire organization in this journey. This can happen through various meetings, training programs and workshops.
The major factors in ensuring internalization of the concepts across the organization lies in top management and the core group practising what they articulate about Spandan. The rank and file need to experience this change in a sustained manner. The probability of their demonstrating such behavior increases when they are recipients of positive vibrations.
The ‘3 D Process’ enables an organization to deploy a structured mechanism to facilitate their journey of achieving the quest of Spandan. The organization will also need to be realistic about creating and adopting practices that suit existing culture. People may be skeptical about the process. The success lies in persistence and dialogue along with sustained action.