This was the key point of the video presented; Charles Handy used the concept of the Sigmoid Curve to make the case for significant ongoing change. 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. 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.

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Why school leader wellbeing must be made a priority. How managers should behave? If you continue to use this site we will assume that you are sigmoif with it. Charles Handy goes further.

The second curve

He used short stories and metaphores in helping us to get a deeper understanding of his philosophy. Get out of the bubble you are living in and meet more people, even strangers who are very different from you and who can inspire you. Not only companies should start planning their next product, service, new market while the first curve is still moving upwards but we, individuals as well. Schools out — 10 best things about the end of term …. Managing change and survival is at heart the way of all Nature.

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: 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.

You also should write down your three most important roles in your life. The risk of waiting too long to introduce a new approach, and to scale down and abandon an old approach, is that resources whether of money or energy are reduced on the decline. Reblogged this on splozza 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.


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. In a life, it is birth, growing up, maturity and death.

In Eastern cultures, life is viewed as a series of cycles or waves. So do products, projects, organisations, teams, relationships. In Western culture, life is seen as a long line starting on the left and going to the right. And one of the most helpful models in doing this is the Sigmoid Curve.

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. And this focus needs to be continued — the job is never done.

Schools should be designed as Socrates has imagined them hundreds of years ago: In a similar fashion, companies have the possibility and the opportunity to launch new growth curves — but they have to do so before they reach the tipping point that leads to decline.

For many of you, there are just a handful of days left of this school…. Of companies studied over 18 years by Peters and Waterman, only 3 lasted the course of the whole 18 years. What it means in practice: It is against the natural order to embrace change when all is going well but, when you plan it right, it is the best possible time because you have time, resources, and morale on your side.

Measure how much money is enough for you for a reasonable good life — it can give you freedom. This helped the school to manage an increase in pupil numbers, ensuring calm breaks and lunchtimes, and therefore, calmer lessons afterwards. And across a decade or so each aspect of the lesson has been dissected and improved.

This is why leaders need to be questioning their assumptions about what is making them successful, and what will continue to drive success in the future. Companies can expect to die — unless they innovate! The last few years have seen schools place a growing emphasis on pupil well-being. Having already made such huge improvements to the Compton School, it somehow seems obvious the next step would be to broaden out to supporting other schools.


This diagram illustrates how management thinking and practice has evolved over time, as the changes in technology and markets meant that older modes of management would have resulted in the decline and close of the original companies.

Other members of the team due to retire in the next few years have a similar arrangement.

Renewal, Innovation and the Sigmoid Curve – Randel Consulting

The question is how many curves will be evident in it before the organization comes to its inevitable close? At the same time, they decided to restructure the school day by staggering lunch breaks into five sessions.

We start slowly, experimentally, and falteringly; we wax and then we wane. Most had not maintained their position; some had gone under. Everything is linked and connected. Learning to facilitate — one step at a time.

Teresa said the next Sigmoid moment came when the school began sigmmoid work beyond its own boundaries supporting other schools and colleagues. So what is the solution to beating the inevitability of the life cycle? 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.

Everything has its own natural life span, so that in birth there is death and in death there is new birth. Let children find their own answers and solutions while working on projects instead of telling them the answers for already solved problems. Did you get that?

Similarly, Teresa makes sure middle leaders have the opportunity for career development in the school, so they can potentially move up to senior leadership roles when the time is right.