Conditional Leadership and Positive Change

We built the Integrated Business Framework to cause high-performing systems. More recently, we focused on organizational development (OD) and change management (OCM) to find an antidote to the emotional detachment ─often addressed as alienation─ caused by Taylorism.

This most recent quest led to the creation of the Lifecycle of Positive Change™. But the big challenge was connecting the two frameworks while incorporating our perception of Conditional Leadership™.

We’re thrilled to share the result with you!




On the left-hand side of the diagram, you’ll see a top-level schematic of ROUNDMAP. This perspective is what we call the Conditional Leadership Model™. It contains three structural pillars:

  1. Progression – How well are we doing? What have we learned?
  2. Positioning – Where do we care to play, and how do we plan to win?
  3. Positive Core – What strengths help us succeed in the positioning game?

On the right-hand side of the diagram, you’ll find a schematic of the Lifecycle of Positive Change™. This section of ROUNDMAP consists of three stages:

  1. Change Onward™ – What performs? (Delivery – Integrating – Leveraging Strengths)
  2. Change Inward™ – What gives life? (Discover/Dream – Discerning – Exploring Strengths)
  3. Change Upward™ – What elevates? (Design – Elevating – Aligning Strengths)

The Lifecycle of Positive Change™ incorporates techniques taken from Appreciative Inquiry (AI), first introduced in 1987 by David Cooperrider c.s.

What is AI?

Contrary to traditional deficit-based change programs that focus on what went wrong (deficiencies, failures, gaps, constraints, and problems), AI is a strength-based approach, focusing on what gives life to the organization by exploring and valuing what went right.

This approach to organizational change is consistent with Peter Drucker’s most insightful words on organizational development and change:


Cause for Change

We may need to respond quickly when conditions, expectations, or aspirations shift. For instance, if we want to attract cohorts of conscious customers and investors, we may need to work harder on our interpretation of environmental, social, or governance (ESG) issues, particularly given the recent ESG investing trends.

But where to start, and what (interrelationships and interdependencies) should we consider before coming up with a solution?

The Lifecycle of Positive Change™ follows three straightforward steps, emphasizing what worked in the past and how to align our strengths in a way to meet the challenge:

  1. Exploring Strengths (co-intelligence),
  2. Aligning Strengths (co-design),
  3. Leveraging Strengths (co-creation).

After involving the whole system in exploring the organization’s strengths, we coach a cross-section of the organization to make sense of the exploration. Next, we collectively design an alignment of combined strengths to elevate the organization. And finally, we coach the Advisory Team and Leadership Team to integrate the alignment of strengths into the existing operation to meet the challenge at hand.


The great thing about ROUNDMAP™ is that discoveries in one framework augment the other. For instance,

  • By asking, “What is changing?” and “What’s the best future you can imagine?” we’re collectively creating the Vision;
  • By asking, “What do I value most?” we’re building a shared sense of Purpose;
  • By asking, “What will it take to get us there?” we are strategizing our way toward the desired future;
  • We appreciate the current Mission by asking, “What led me here?” and “What is my high point?”.

Feel free to contact us for more information. We’re here to help.

Edwin Korver

Edwin Korver

Architect of ROUNDMAP™ - Advancing Grandmastership of Business™ ✪ Business Model Matrix™ ✪ Polymath ✪ Generalist ✪ Systems Thinker ✪ Board Member, CEO CROSS-SILO BV

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