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email feedback to bghay@aldenleadership.com Section 8: Managing Implementation at a Systemic Level It is one thing to develop a sound model - one that begins to bring clarity, congruence and consistency. It is wholly another thing to implement such a model in a way that recognizes the nature of organizations and the difficulty in breaking old pattern of operating. Even the best and brightest models are difficult to implement. The model for all its virtues is battling the entrenched, often unwritten rules of the road. In many cases the real values of the organization - not the ones hanging in the lobby but the real values - are in direct opposition to new ways of doing things. For all these reasons, and more - the subject of implementation is as important as the model being implemented. In a nutshell, what good is a model if it is not implemented well. Is a sound model poorly implemented more effective than a shaky model well implemented? If a sound model well implemented but without any means of systematic feedback to monitor its performance, how do you know how well implemented it is? In piloting a test model across several organizations with the hope of validating its effectiveness, it is especially important to gain control over the implementation process. As difficult as it is to evaluate models like this, inconsistent, arbitrary or sporadic implementation makes the task of interpreting results, or of attributing those results to the model, almost impossible. This section will address the ways in which we are managing the systematic and systemic implementation and integration of this model.
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