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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Renewal, Innovation and the Sigmoid Curve – Randel Consulting

Having become one of the first teaching schools nationally, Teresa explained that The Compton began running a wide range of teaching and learning and leadership programmes for London Schools, while at the same time working alongside some of the best schools in the country. Many organisations don’t survive. So do products, projects, organisations, teams, relationships. However, the most successful among us know that the alternative is an inevitable decline through phase three of the haandy.

If you act too late, you may be in the downward curve and not able to turn things around. This corresponds to an initial period of learning. With current uncertainty over education policy after the general election, I was interested to hear what Teresa Tunnadineheadteacher of the Compton School in Barnet, would have to say to us at The Key in her talk on future proofing through school leadership.

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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. But the only way sigmodi success is to push through this initial phase, to keep going and to know that this persistence will eventually and inevitably move on to phase two of the Sigmoid curve.


Clinging to the first and trying to prolong it is a pointless waste hadny energy.

The second curve – Leadership & Flow

This cyclical motion affects every area of our lives. In Eastern cultures, life is viewed as a series of cycles or waves.

Schools out — 10 best things about the end of term …. 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.

Darkness and light, the seasons, the life cycles of plants and animals — all these things rise and fall periodically. Everything has its own natural life span, so that in birth there is death and in death there is new birth. This entails more pain, since growth always involves pain to some degree.

Rather than the lifespan of an organization looking like a bell curve, this renewal brings about curce growth and performance — this creates the shape of an S curve, known to mathematicians as a Sigmoid Curve.

He views the essential paradox of this renewal and innovation in this way: 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. For Teresa, school improvement is partly about reinvention and knowing when to do something different and what the new development should be.

Before you start plannig your second curve, you must know who you are and what your priorities are.

During this phase, business and careers move ahead quickly. This is a time of overlap, or ambiguity and of confusion. Managing change and survival is at heart the way of all Nature. The question is how many curves will be evident in it before the organization comes signoid its inevitable close?

The second curve

The Decline Phase The third phase of the curve is a decline, as the S shape starts sigmois fall. However, to be truly successful is to go even further — it is to jump off the current curve when it is nearing its peak and start on the bottom of another curve.


Even countries and empires rise and fall in cycles. The Learning Phase First, at the bottom of the S there is a section which rises slowly, often dipping before starting to rise depending on how the curve is drawn.

The right place to start the second curve is at point A where there is the time, as well as the resources hansy the energy, to get the new curve through its initial explorations and flounderings before the first curve begins to dip downward.

There is even, perhaps, a sense of loss — why throw away something which is mature and bringing a reward for something untested and new? The risk of hnady 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.

Other roles are more important at different times of life. When all is well and you are at the top of your game, then you know it is time to plan your exit. It may be that the first curve is longer than was thought, in which case you can keep cruising along until you are indeed nearer to the peak.

Inspired by its model, the school reorganised its leadership team into four teams, each with an associate headteacher leading it. This is where the crop which was sown is growing and coming to maturity, and every day brings perceptible growth and maturation. Please enter your name here.