Cycles of change 1

Understanding the cycles of change using TIPS (Part 1)

Imagine a time machine brought you a few hundred years back in time to a feudal principality in the agricultural age. Upon your arrival, you’re randomly assigned to join one of three traditional social groups: farmers, clerics or warriors. You have to perform the duties associated with your newly assigned role. If you’re lucky, you feel a natural connection with your class, and perform well in your new role. But what if not? Today and in two weeks time, we’re going to explore the societal classes that preserve the traditional order and those that drive change — and how this struggle between stasis and progress perpetually drives the cycles of change in society and business.

Introducing the traditional fabrics of society

For centuries, the three social groups described in our imaginative scenario could be found in most countries:

  • The nobility was the first class. They owned and ruled the land. They paid for a standing force of loyal warriors who defended the lands against external enemies, kept the social order and collected taxes.
  • The noblemen also sponsored the second class: the clergy and scholars, who provided the nobles with knowledge and counsel, and also gave spiritual consolation to commoners to keep them docile.
  • Finally, commoners with many duties and hardly any rights formed the third class. These farmers and craftsmen did all of the menial work and paid taxes to the nobility in lieu of getting security.

Together, these three groups formed a stable, traditional societal system. In every era, we can find similar social groups — for example, had you traveled back only a hundred years to the industrial age, you would see three similar groups: workers, academics, and policemen or soldiers.

Fortunately, the feudal days are long gone, and the industrial age has ended, too. We have passed through the information age and are now entering the innovation economy. This raises an interesting question: What forces have led to the demise of each of the traditional societal models that dominated past centuries? Let’s answer that with the help of TIPS, Thinkergy’s innovation people profiling method.

Introducing the four TIPS bases

Most established personality profiling instruments exclusively use constructs to profile differences in people’s preferred cognitive styles. TIPS adds a new layer on top of these purely cognitive dimensions: the TIPS bases, which can capture both the dynamic, cyclical nature of business and social change, and people’s responses to these changes.

TIPS distinguishes four bases: Theories, Ideas, People and Systems. We are all attracted to one or more of these fundamental base orientations. For example, the entrepreneur and inventor Elon Musk plays exclusively on the ideas base with his bold new ventures, while investment legend Warren Buffet’s success rests equally on two bases: theories and systems.

The three traditional social classes mentioned above relate to the three TIPS bases systems (the nobilities and their warrior class), theories (the clergy and scholars), and people (common farmers and workers). But what if you were forced to work in a role that does not align with your natural base?

Introducing the driving force of change

Let’s expand on our introductory scenario: Imagine you didn’t go back in time alone, but in a group that included Elon Musk and Warren Buffet, both of whom were randomly assigned to work as farmers. What a waste of talent, you may think. Now, while Warren Buffet may accept his fate, Elon Musk will be a troublemaker. Why is that?

There is a fourth social group that complements the three traditional ones. Depending on the historical context, we may call this fourth group merchants, voyagers, capitalists, entrepreneurs, creators, inventors, or pioneers. Elon Musk is one of them. The rebellious people belonging to this fourth group love to shake up the traditional way of doing things. In TIPS, these progressives  associate with the fourth base, ideas.
Ideas people have high energy levels, as if change and progress were programmed into their DNA:

  • They take up new research and technological progress created at the theories base, and use it to create bold ideas and progressive change in the form of new social ideas or new products and ventures.
  • They know how to convince some people from the traditional bases to provide funds for their new ventures, or even better, they have already succeeded before with an earlier venture so that they can fund themselves.
  • Finally, they know how to enchant the people base to join their work force and consume their buy their products, earning them with their labour.

In short, people aligned to the ideas base recognize opportunities to transform emerging new technologies into innovative products that they then introduce to the markets. They drive the cycles of change.

Interim conclusion and outlook: In our TIPS Innovation Profiling Workshop, we bring the introductory scenario to life by enacting a game that allows people to experience what it means being assigned one’s right social role — or being stuck in the wrong one.

So how about you? Do you play on a base that feels home for you? Do you see yourself as more of a smart intellectual, progressive entrepreneur, collegial worker, or rule-enforcing cop? Are you someone who stimulates, creates, enjoys or resists change? Come back in two weeks time, when I give you more insights into how to ride the cycles of change in society and business by looking at the four TIPS bases through another lens: the evolutionary macroeconomic concepts of Joseph Schumpeter.

And if you’re curious to learn more about our new innovation people profiling method TIPS, then check out this video — and contact us if you want to be informed of the launch of our new online profiling platform in a few weeks from now.

© Dr. Detlef Reis 2016. This article was published in parallel in the Bangkok Post under the same title on 29 September 2016.