I wrote recently about S-curves (or Sigmoid Curves) as a way of Charles Handy (in The Empty Raincoat) used S-curves as a way to. Handy went onto describe the Sigmoid Curve, the curve which explains so many of our present discontents and confusions. The curve describes the ups and. the sigmoid curve, here is one of the best management models on managing It was developed by Charles Handy, the Irish-born management guru who.
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Actually this is what we are doing here with FLIGBY — we are helping leaders to — beside getting to know ghe better — understand how they can build a flow promoting environment that enhances the flourishing of individual skills.
Organizations have opportunities to renew themselves, to innovate their services and products, to change their business model, and to gain a new lease on life.
Encouraging people to be dissatisfied with the way things are today gives them permission to push the boundaries and develop new ways of working — whether this is improving and making more efficient work processes or developing disruptive products and services. The curve is basically a stretched out S shape lying on its side, and can be thought of as having three sections, each of which corresponds to a phase of growth.
Our relationships, our family life and our career all follow cycles, and so do the lives of the institutions, companies and organizations to which we belong. But under the surface, something is happening. Going Up Instead of Down The Sigmoid Curve is named after “sigmoid”, the Greek word for the letter “s” and represents the curve of a new life cycle emerging from an existing one, much like an “S” on its side.
These roles can be related to money, duties and passion. Teresa initially joined as a deputy headteacher when the school reopened, before becoming headteacher. Another Sigmoid moment Teresa talked about was when the senior leadership team with governors started thinking about succession planning.
Schools around the country….
The second curve – Leadership & Flow
Morale and energy dip, revenues decline, the empire starts to crumble. You may also face increasing resistance — in the form of active resistance or of apathy — that disrupt your efforts to introduce needed changes.
Ask your friends, executives, coworkers: In a life, it is birth, growing up, maturity and death. Before you start plannig your second curve, you must know who you are and what your priorities are. Leaders also need to be able to hold the paradox of embracing their business model or strategic planbeing fully committed to implementing it in all its details, while at the same time questioning whether this model needs to be replaced by a new focus.
Many businesses, careers and other ventures fail in this first phase because it is so hard to keep going with no tangible reward.
The first curve can give money and stability till the 2nd curve starts kicking in. When all is well and you are at the top of your game, then you know it is time to plan your exit. Almost all organizations end up closing their doors — some do this in a planned and graceful manner, some do it through managed mergers and acquisitions, and some do it abruptly and without much notice.
It is the story of the British Empire and the Soviet Union aigmoid of all empires, always. The junction between sogmoid first and second is not easy or clean.
They might see your golden seed, your special talent that you should nourish. We see things in terms of separate chunks of beginnings and ends: Of companies studied over 18 years by Peters and Waterman, only 3 lasted the course of the whole 18 years. The Sigmoid curve is a mathematical concept which has been widely used to model the natural life cycle of many things, from biological organisms, to schools and companies, marriages and careers.
Whatever happens to the school next, I am sure its Sigmoid moments continue to ensure the school reinvents itself as and when it needs to, thereby ensuring its future success. How managers hanry behave? Revenues increase, relationships mature, promotions occur easily, and organizations become much larger. Tweet LinkedIn Share Share.
Future-proofing your school: do you need your own ‘Sigmoid moment’?
Measure how much money is enough for you for a reasonable good life — it can give you freedom. Please enter your name here. This phase can be frustrating because so much effort is being expended with so little apparent result. It was developed by Charles Handy, the Irish-born management guru who suggested that, to survive and grow, all individuals and organisations must plot the point on their present life cycle and then plan and implement transformational change.
Rather than the lifespan of an organization looking like a bell curve, this renewal brings about renewed growth and performance — this creates the shape of an S curve, known to mathematicians as a Sigmoid Curve. Subscribe to Our Feed! Please enter your comment! Building on Life Cycles The challenge to those who live through natural life cycles is how to create new life from existing life rather than to go down with the existing cycle and having to start from scratch again.
I happened to be fortunate enough to attend at a public speech held by Charles Handy and listen to a short summary of his book: