We use the vibrancy framework extensively in our transformation work to help clients build a culture of innovation and collaboration. This page contains several interviews with the creator of the vibrancy framework. We believe one key to successful transformation is listening to thought leaders and “positive deviants” or the best people in a given field. Our Voice America series, Innovative Leaders Driving Thriving Organizations is designed to present genuine conversations with successful leaders across a broad spectrum of fields. This resource is intended to offer unique, high value conversations and research.
These conversations are often accompanied by blog posts from those interviewed.
We are familiar with the positive experience of places we love to go, homes we enjoy visiting, conversations we relish. We call this experience of vitality “exuberance and flourishing harmonic vibrancy.” People feel it and seek greater vibrancy, whether consciously or subconsciously, to guide their interactions with others. To enable organizations to attract and retain the best talent, and engage in the most effective business practices, Jim Ritchie-Dunham, Founder and CEO of the Institute for Strategic Clarity and adjunct researcher at Harvard, created a study to identify key factors that help us improve our overall vibrancy and outcomes. You can use the survey findings to guide your actions in improving your organizational vibrancy. The individual survey is free of charge Please take it and see how different organizations in your life test.
By understanding where your organization excels and where it falls short, you will be able to address challenges and build on your strengths to create more vibrancy and greater success. Our goal is to create organizations that attract and retain the best talent and accomplish their missions and visions. These organizations are the foundation for thriving communities that renew themselves for the next 100 years and beyond.
Questions This Raises.
If people care about their experience in an organization, and it is an attractor for business and talent, what are the characteristics? Can people discern higher and lower levels of it? What is the role of leadership in the experience of vibrancy in a group? Do all groups within an organization have access to this higher vibrancy or does it depend on the resources the group has? Does this higher vibrancy lead to strong, more sustainable outcomes?
What We See.
Jim Ritchie-Dunham and the research team from the Institute for Strategic Clarity, including leaders from diverse disciplines, have surveyed over 1,500 in 95 countries. Participants told us that in the groups where they experienced greater vibrancy, they also experienced a higher quality in the group’s leadership and they experienced a greater connection to five key elements:
- the group
- process innovation
- source of creativity
The interesting and counter-intuitive finding was that these relationships are experienced at similar levels of health: when any relationship is strong, the others are also relatively strong, and when any relationship is weak, the other relationships are also relatively weak. The term harmonic vibrancy is drawn from the idea that to be truly vibrant, all relationships need to be vibrant (or in harmony with one another).
These findings go directly in the face of prevailing theories of economics, where one relationship (e.g., the self, the other, the group, innovation, creativity) prevails over all relationships. If there are indeed groups where people experience a deeper vibrancy, and these groups seem to have similar characteristics; that means we as an organization can use this framework to determine how we can engage in groups more effectively. We, as an organization, identify these characteristics and organizations that have them. We can share the best practices with other groups within to the community to raise the overall community vibrancy measure, national vibrancy and international vibrancy.
To help you learn more about vibrancy, please explore the resources below.