Effectiveness is the ability to meet best practice standards; in this case, the impact criteria. While the standards define what must be achieved, the model provides a map of how a strategy can be effective. Incorporating perspective, the Positive Impact Model is a mapping tool for the definition of a goal or vision as well as the route through, the mission, from your current position. The process is a simple way to manage highly complex phenomena in the strategy management landscape, such as the impact of time and expectation of results.
When applied to sustainable change, the model defines the adoption process and the decision-making responsibilities within an organisation for developing purposeful innovation. This also maps across to market adoption (internally by employees and stakeholders; and externally by clients and customers).
Obstacles within the level five leadership perspective will create generalisations, distortions and deletions impacting the success. Identifiable as thought patterns and behaviours that obscure an individual or group of individuals’ ability to objectively apply the criteria. These can be categorised into four types based on their negative consequence: mental blocks, limiting or false beliefs, blind-spots and silent emotional barriers.
Once minimised or removed with coaching or similar thought-provoking techniques, the decision-maker is then able to engage the three aspects of managing strategic effectiveness. These are precision, persistence and patience.
These relate to the bottom three levels, in that order, and pave the way for increasing optimism and trust which relate to levels four and five.
The information in this paper is structured in a way that demonstrates the process that it presents. It follows the structure to enable the reader to comprehend the information in a way that is aligned to how the brain works. Every part of the book follows the structured sequence and incorporates all principles. As is applicable to any purpose, the model supports new applications to generate new wisdom and the contexts are infinite.
Over time the mind habitually adopts the most simple and beneficial way to understand complex situations. Where the purpose of the communication is to drive advancement, an efficient and effective receipt of information speeds up understanding and adoption of the proposed changes. Where the purpose of change is to benefit the greater good and optimisation occurs to maximise these benefits. The momentum continues indefinitely as new innovations become qualified sources that drive curiosity and discovery. The value of these become new theories that are understood from their impact on a given situation and the positive aspects recognised.
With any successful research or theory, the ability to repeat its success by repeating the process establishes the model. The expression of repeatable benefits becomes the evidence of the success and increases the uptake which over time grows the audience and the market. When new innovations become accepted, they develop from niche to mass markets as they become more proven in their concept. Precision of reflection provides precision in action as new concepts benefit the collective, the positive impact on a future mass market becomes the purpose and the future success of change and innovation projects today.