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SECTION A

A manual a natural power manager can use
in a group in an organization to facilitate a fundamental process of
learning, personal development and business growth.

Everybody is a natural power manager in essence.

Acting Now
Acting now, you (i.e. the customer or end-user) find and connect with more people in your organization who are truly interested in participating in the process of fundamental change management by communicating with them using this web site. Then, you actively support the re-creating of real management communication in a group in your organization by clarifying, establishing and building on common ground using CHANGE MANAGEMENT FACILITATION: A Complete Manual, 2000, to facilitate the essential process.

Creating Added Value
A natural power manager connecting with any one of the models as described in the manual can use the complete model (as described in the manual) to make connections with another and so take an holistic business approach to the process of re-inventing his entire organization. Or in other words, a natural power manager working in a group in an organization can use the manual openly:-

• to facilitate and speed up the process of transforming an organization through the re-invention of itself

• to facilitate and speed up the process of re-inventing a complete business service that is delivered simply and with added value and in an organization that works in alignment with its purpose and goals.

• to facilitate and speed up the process of becoming clear about the literal nature and use of:-

• the act of re-creating simply in the 'here and now', the essence of the experience of change management facilitation - see diagram in Fig. A.
• our common purpose and goals.
• learning, personal development and business growth.
• real management communication.
• key areas in essence:-

• communication
• language
• management
• organization
• reality
• transformation.

• to facilitate and speed up the process of becoming clear about a source of a culture in an organization:-

• a source of a fundamentally 'value-based culture' in an organization is, a literal use of natural/essential (i.e. rational/intellectual, with emotional) intelligence, i.e. natural power management making complete sense of the present experience through a use of synthetical language structure.

• a source of a fundamentally 'survival-based culture' in an organization is, an attachment to a literal use of rational/intellectual intelligence, i.e. rational/intellectual power management making partial sense of the present experience through an attachment to a use of analytical language structure.

• to facilitate and speed up the process of reaching a real understanding of the literal nature and use of a complete linguistic model and its constituents. A common desire of natural power managers for a single, radical and comprehensive work about the literal nature and use of the act of taking an holistic business approach in an organization has already been satisfied through a use of this manual, a lasting and supportive material foundation - potentially ‘a standard work’.

• to facilitate and speed up the process of finding, connecting, communicating and growing with more natural power managers, i.e. with more people who already hold and express fundamental values – truth, trust, integrity, creativity.

• as a guide to locating value-based business management information, i.e. as a business management tool to assist in seeing through the business management information smog and on to business management tools that can be used creatively to facilitate a fundamental process of learning, personal development and business growth (see 'An Open Letter To Power Managers . .' in Section B):-

• ‘A Growing Group’:- Alan Beard, Maureen Buckley, Barry Clemson, Dan Davidson, Isabelle Gall, Hugh Gash, Colin MacFarlane, Susanne Motion, Jaime Santos Reyes, Jon Walker. (see 'ACR-Pack8:- A Growing Group' in Section B)

A strong business case for a growing use of the manual is founded simply on an emerging managerial awareness of each of the three models used, conjoined, transformed, and described in the manual, and using 1999 figures:-

1. Communication: developed, described, and used by Company A. Company A’s core business is the delivering of training programmes in the use of Communication. To date they have trained more than 750,000 people worldwide in the use of Communication through the delivery of development programmes precisely tailored to meet the needs of individual business organizations. (source: Company A).

1. Beer, S. (1981). Brain of The Firm, 2^nd edn., ISBN 047194839X; (1972), 1^st edn.
2. Beer, S. (1979). The Heart of Enterprise, ISBN 0471948373.
3. Beer, S. (1985). Diagnosing the System for Organizations, ISBN 0471951366.
   
   reprints of 1-3: in 1994.
   
   
4. reprint of, Beer, S. (1984). 'The Viable System Model: Its Provenance, Development, Methodology and Pathology', Journal of the Operational Research Society", 35, 7-25. in Espejo, R. & Harnden, R (eds.) (1989). The Viable System Model: Interpretations and Applications of Stafford Beer's VSM, ISBN 0-471-93731-2.

"Beer has a considerable following worldwide and his ideas are spread through consultancy and teaching as well as through his books" (source: Wiley). (An initial and valid estimate of the present number of serious users of The VSM worldwide can be arrived at simply from ballpark figures for the total number of copies of each of these same books sold since they first became publicly available around 30 years ago - a request for this information to be released for this purpose was declined by Wiley.)