WHAT IS FROM TRAIN TO HABITAT?
‘From Train to Habitat’ defines the polar opposites in our evolution from the old systemic value set (which served us during the Industrial Age) to the systemic value set we now need in our modern age. It takes into account what has changed in our thinking and how we need to now support ourselves so we don’t slow or even block our own good intentions.
From Train to Habitat visually compares two fundamentally different ways of operating:
It uses this visual comparison to explain how a systemic environment affects our motivation and behaviours in our work.
Let’s consider two businesses, one based on the Train model, the other a Habitat...
From Train to Habitat visually compares two fundamentally different ways of operating:
- From hierarchical control to collaborative group function.
- From the linear to the exponential.
- From being focused on self-serving targets in competition with others to being focused on a responsible central purpose which serves others.
- From being competitive to being supportive.
- From dealing with predictable streams of information to having to deal with whatever direction, volume or type of information is relevant.
- From being compartmentalised to being an integrated whole.
It uses this visual comparison to explain how a systemic environment affects our motivation and behaviours in our work.
Let’s consider two businesses, one based on the Train model, the other a Habitat...
THE TRAIN:
In the Train model, each person is assigned to a particular carriage, which defines their responsibility level and influence. If they spend enough time in that carriage and increase in their required skill level, plus are deemed to be a good fit with the next carriage up, they may be chosen to move up along the train. As they move up, they increase in their value and status and therefore also their influence. Communication on the train tends to follow this hierarchical path, with ideas and instruction passed largely down the train and reporting passed up the train.
In the front carriage, the train leaders can see the track they have chosen and on that track, the milestones they want to reach. They become narrow- focused on achieving those self-imposed targets and feel justified in this, since it is necessary for the survival of the train, particularly in its race against other trains. Those who assist in achieving these targets, are particularly successful in their progression on the train. Profitability is the end game and is achieved through individual excellence, which is celebrated and rewarded. Competitive behaviours abound.
Fundamentally, the Train favours selective connectivity in interaction and information sharing, following pre-set paths. Change is seen as something disruptive, since it impacts negatively on efficiency and the milestones set by the Train.
In the front carriage, the train leaders can see the track they have chosen and on that track, the milestones they want to reach. They become narrow- focused on achieving those self-imposed targets and feel justified in this, since it is necessary for the survival of the train, particularly in its race against other trains. Those who assist in achieving these targets, are particularly successful in their progression on the train. Profitability is the end game and is achieved through individual excellence, which is celebrated and rewarded. Competitive behaviours abound.
Fundamentally, the Train favours selective connectivity in interaction and information sharing, following pre-set paths. Change is seen as something disruptive, since it impacts negatively on efficiency and the milestones set by the Train.
THE HABITAT
In the Habitat, people are organised around a central meaningful purpose, visible from every angle. The people in the Habitat, care about two things: how well their habitat functions and the impact it has on the world around it. It is a creative, innovative space where ideas are shared and all are encouraged to contribute. Yet it is not chaotic, because leadership is enacted through carefully maintained information channels and communication frameworks, which ensures effective filtering and nurturing of ideas when they will aid the central purpose.
Profitability is seen as a means to an end, i.e. providing resources for a well-functioning habitat. All in the habitat are therefore focused on efficiency, they will seek support when it is needed and are easily engaged in personal and general internal developments.
Fundamentally, the Habitat uses unbiased connectivity in interaction and information sharing, following needs-based flows. Change is seen as a necessary and welcome component, since it ensures continued efficiency and the continued relevance of the Habitat's purpose (with the latter potentially changing over time to suit external needs).
Profitability is seen as a means to an end, i.e. providing resources for a well-functioning habitat. All in the habitat are therefore focused on efficiency, they will seek support when it is needed and are easily engaged in personal and general internal developments.
Fundamentally, the Habitat uses unbiased connectivity in interaction and information sharing, following needs-based flows. Change is seen as a necessary and welcome component, since it ensures continued efficiency and the continued relevance of the Habitat's purpose (with the latter potentially changing over time to suit external needs).