The Antimatter Model
For me, the power of any model lies in its predictive ability – that’s to say, in its ability to help us predict what might happen when we intervene in the domains, or systems, to which it applies.
“Essentially, all models are wrong, but some are useful.”
~ George Box
For example, the Dreyfus Model helps us predict the impact and outcomes of training initiatives and interventions; the Marshall Model helps us predict the outcomes of our organisational change efforts and interventions.
The Antimatter Principle
The Antimatter Principle is a principle, not a model.
“Principle: a fundamental truth or proposition that serves as the foundation for a system of belief or behaviour or for a chain of reasoning.”
The Antimatter Principle proposes a single course of action (namely, attending to folks’ needs) is sufficient as a means to create a climate – or environment – that will lead to groups, teams and entire organisations becoming more effective at collaborative knowledge work.
The Antimatter Transformation Model
Confusingly perhaps (and my apologies for that) I wrote recently about the Antimatter Transformation Model. I’m rueing my calling it a model at all now, seeing as how it seems ill-suited to be labelled as such (having no real predictive element). Let’s set that aside and get on…
The Antimatter Model
In this post I present the Antimatter Model. This model serves to improve our understanding of how the Antimatter Principle works, to help share that understanding with others, and to allow us to predict the outcomes from applying the Antimatter Principle within e.g. collaborative knowledge work organisations.
The Antimatter Principle basically proposes a collection of positive feedback loops, akin to Peter Senge’s “Virtuous Spiral” systems archetype.
Virtuous Spiral 1
As people attend to others’ needs, they find joy in doing so. This is a typical human response to helping others, being part of our innate nature as social animals (cf Lieberman). This feeling of joy tends to encourage these same people to invest more effort into attending to others’ needs, increasing both the frequency and reach of such activities. And by doing it more often, they are likely to become more practiced, and thus more capable (skilful).
Virtuous Spiral 2
As those other folks see their needs attended to, they will likely feel an increased sense of wellbeing. Not least because they sense people, and the “organisation” more generally, cares for them. This is compounded by a further increase in their sensation of wellbeing as they see their needs actually met. This increased sense of wellbeing also contributes to an increased sense of community, and positive feeling about their social relationships – another key driver for us human social animals.
Virtuous Spiral 3
And as these other folks feel their wellbeing and social connections improve, our strong and innate sense of fairness raises individual cognitive dissonance levels, such that some might choose to reciprocate and attend to the needs of others, in turn. In other words, folks sense they are on the receiving end of something beneficial, and find themselves wishing to see others similarly blessed. And with the Antimatter Principle, they are automatically well-placed to act on this social imperative.
Virtuous Spiral 4
Further, the same sense of dissonance may encourage people to attend more closely, perhaps for the first time, to their own needs.
And the Bottom Line
And, finally, beyond the dynamics of the Virtuous Spirals improving the climate/environment of the workplace and organisation, actually meeting folks’ needs (customers, managers, shareholders, employees, wider society) with effective products and services is what successful business is all about.
The Antimatter Model predicts the following beneficial outcomes
- Folks discovering pleasure and delight in seeing others’ needs met – we often call this sensation “joy”.
- Improved interpersonal relationships and social cohesion – we often call this “community”.
- Improved self-knowledge and self-image.
- Reduced distress.
- Increased eustress.
- A progressively more and more effective organisation, business or company.
- Reducing levels of waste and increasing flow of value (i.e. needs being met).
- Increasing throughput (revenues), reducing costs and improving profits (trends).
I have yet to write about the risks implicit in the Antimatter Model. These include:
I will be writing about these risks – and ways to mitigate them – in a future post.
As folks start to attend to folks’ needs, social cohesion and the sense of community rises, folks find joy in attending to others’ needs – and in seeing others’ needs attended-to. Those actively and joyfully engaged want to do more, and those not (yet) actively engaged become curious and then, often, keen to participate themselves. Thus more people choose to engage, more needs get met, social relationships improve, and yet more folks may choose to participate. And so on.
And all the while, the needs of all involved – including those of the business – are getting better and better (more effectively) met, too.