Unveiling the Roots: The Origins of the 0123 Model
Welcome back to our ongoing series of blog posts delving into the intricacies of natural development within teams and organizations. Before we embark on exploring the various situations encountered along the natural learning curve, let’s take a journey back to where it all began—a Dutch cookie factory. This pivotal project not only marked the genesis of the 0123 model but also laid the groundwork for all services, trainings and interventions by UR-U, Semantix and Oak Studios.
Although nowadays we talk about natural development in rapidly digitalizing environments and the flexible deployment of people, our journey actually began in a cookie factory. And to get straight to the point, what happened there also took us by surprise.
Back in the early nineties, Ad Schalkx, our mentor and inspirator of the 0123 model, was called upon to guide General Biscuits through a period of significant change and uncertainty. The organization found itself at a crossroads, having recently undergone a merger of three companies. With 92% of its workforce coming from diverse ethnic backgrounds, with varying degrees of literacy and numeracy, communication barriers loomed large. Financial woes threatened its very existence, while temporary workers (30%) were found asleep at their stations. Amidst interdepartmental conflicts and operational silos, how could collaboration and synergy be fostered to address structural challenges and enhance organizational cohesion?
All hope lay in the hands of 13 demoted line managers. These, facing the risk of further demotion, dared to take the lead in steering the factory towards a brighter future. They grappled with questions that seemed insurmountable: How could they boost efficiency when a significant portion of the workforce barely spoke Dutch? How could they reduce absenteeism when sickness rates (13%) were alarmingly high?
Amidst the cacophony of uncertainty and adversity, however, Schalkx discerned a glimmer of latent potential and resilience. He was deeply moved by the determination exhibited by the workers, who, despite their disparate backgrounds and challenges, remained steadfast in their commitment to collective progress. Take Ina Busscher Hamer De La Bretonière, for example, a packer in the factory’s packaging department. Despite the challenges they faced, Ina and her colleagues refused to succumb to despair. They yearned to regain control over their work, to transform the chaotic assembly line into a well-oiled machine.
As days turned into weeks and weeks into months the factory embraced a new way of operating – one rooted in collaboration, innovation, and continuous improvement. “Working instructions” (instead of ‘work instructions’) became the norm, replacing outdated protocols. “Working consultations” fostered open dialogue among employees, bridging cultural divides. And “working agreements” paved the way for mutual respect and understanding.
As a result: efficiency soon improved by more than 25%. With the gained capacity the shop floor workers proactively developed new products themselves. They invented new services, invested in new machines and provided trainings for the marketing department, HR and senior management. Words like flow, spirituality, divinity, and the like were mentioned.
The transformative journey of the cookie factory left an indelible impression on Schalkx. In the midst of this whirlwind of meaningful change, he found himself at a loss for words. How could he possibly capture the essence of what he was witnessing? The factory was a microcosm of human endeavor – a testament to the power of collaboration, innovation, and the innate drive for progress.
Ad Schalkx: “My reaction was somewhat hesitant. I didn’t know how to describe it or what those situations and words may entail, but the different situations in the development process proved that there is a known path to achieve this state.”
Despite struggling to articulate the profound changes he observed, he recognized the need to distill these insights into a tangible framework. Thus, the 0123 model was born – a comprehensive roadmap delineating the stages of organic growth and transformation within organizations. “0123” became the language of continuous development for people who otherwise found it difficult to understand each other. The model, harnessing the innate potential of individuals and teams, represented a paradigm shift in the realm of organizational development.
In 1994, however, while presenting the model at the International Institute for Social and Organizational Development in Leuven, Belgium, Schalkx found it challenging to convey the essence of the transformative process through words alone. “The eyes of the scholars in the room looked at me with incomprehension. Whereupon Luc Hoebeke and I quickly decided not to explain it anymore and let people just experience it, to feel it. That was the birth of IRIS, the business simulation, which has given people worldwide insight into the development of people and work (0123), and still does.”
After about 3 years, only 2 of the 13 demoted group supervisors remained. The others had all found another place for themselves in the company; from packer to assistant product development. They were heroes.
Stay tuned for the upcoming episodes where we unravel the complexities of natural development, guided by the foundational principles of 0123.