Multiply Effects

Creating Positive Ripple Effects in Your Life and Organization


Multiply Effects: No matter where our individual or organizational clients start in The Balancing Act change process, our experience is that they create positive ripple effects in other areas. 

For individuals, this means that if you begin by making a career change, you will simultaneously improve outcomes in your personal life and relationships.

Or, if you start by repairing an important business partnership, you will also learn what perceptual, belief or communication problems have contributed not only to this difficulty, but also to other personal and business relationship problems.

And there's more: You are not just making improvements for yourself! Working with The Balancing Act processes will show you how to positively affect other vital relationships in your home, work, and community. By taking individual responsibility in this powerful new way, you will help other people who are important to you!  As a famous Native American expression so poetically states: "When you heal yourself, you heal seven generations backward and forward."

The same principle applies to organizations. You can start an intervention with leaders, team or the whole system, but The Balancing Act process is designed to create deliberate ripple effects that deliberately affect all these levels to significantly augment your ROI. We refer to this process in companies as Multi-dimensional Strategic Alignment (MDSA)--which is illustrated in the following images.

The Balancing Act process is comprehensive, systemic, and holistic. One of the distinguishing characteristic of the TBA approach is its generality, which:

a) Allows experience in one part of a team or organization to be leveraged for learning and action elsewhere; and

b) Encourages individual employees and leaders throughout an organization to use this shared model to align their activity and achieve more widespread success.



TCI can help promote strategically created ripple effects in a team, department or whole organization by getting selected components (for example, departments, leaders, supervisors, and employees) to agree on their shared Elements of Success.

This includes sharing a sense of Core Identity and Values, common Vision and Mission, standards for Interactions, Structures to support the work that needs to be done, and a Systemic understanding of how each part in the system can positively affect the whole.


Many leaders, teams and organizations address key elements separately (e.g., doing Visioning exercises or Values clarification), but these qualities are rarely linked strategically to each other.

For example, an organization may have a clearly stated Mission, but that Mission does not reliably influence Structural decisions, such as how funds are distributed for competing projects. MDSA makes certain that the links between the key elements of an organization are all clear and strong so they can function in the best interests of the whole system.

An organization can use The Balancing Act approach to evolve to higher levels of “process capability maturity,” where managing MDSA becomes a more explicit, effective and efficient process. In this new way of doing business, the organization is increasingly innovative and capable of dealing with whatever comes its way.

In contrast, companies with little MDSA maturity often require heroic measures from exceptional leaders to manage resistant problems such as conflicting needs from different groups, little cooperation across or within departments, hidden agendas, power-struggles, and shifting priorities.

Even a relatively well-developed organization can remain overly-dependent on key individuals and lose capability during periods of severe stress. Without a robust process for MDSA in challenging times, links within and among component Elements of Success can weaken, leading to systemic discord (and unfortunate byproducts such as decreasing profitability and employee engagement).

TCI can help an organization move away from such distress and towards an always-evolving alignment so it is increasingly able to adapt intelligently to constantly changing circumstances. In this way, improving an organization's process for managing MDSA lays a solid foundation for achieving success today--and greatness tomorrow.