In nature, ecosystems find themselves in a palette of phases of development. The natural forest for example is not something homogenious static, but can be defined as the sum of different phases which at the same time are present and co-exist. This palette make the forest to what it is in essence. Each phase is unique and has its own dynamics and architecture.
In forest ecology the approach of diagnosis of this state is advanced and scientifically developed by Oldeman (1990). In his forest diagnosis and design of the forest he combined different sciences and approaches and brought them together in a understandable set of phases of forest architecture. It is an assumption that also cities and within that organisations, the true components of society, follow the same patterns as forests do. Why should they not, if they are considered as belonging to the same earth ecosystem. That cities and organisations also have a palette of eco-units is plausible.
Oldeman (1990) elaborated the phases of architecture of innovation, aggradation, biostatis (maturity) and degradation. In general the next phases can be distinguished: innovation (a new beginning, after a reorganisation or a fire, huge competition, new seedlings), aggradation (the build-up, individuals are in development and growing, in prospect, expansion), biostatis (individuals determining the rules, a balancing act, stable mature phase, rich structure, high biodiversity) and degradation (individuals are in decay, dying, leaving, part of the system collapse).
Within public governance the phase of development of organisations is most of the time underexposed in processes of strategy, policy and implementation. As said, every phase – at least in natural forests – has its own set of ground rules, which of course has to be recognised and respected by its stewards and leaders on one hand and the individuals of the system on the other hand. The present set of phases within an organisation can be influenced by internal (leadership, culture, styles, issues, business continuity demands) as well as external (cyber, corona, flooding, competition) factors.
In what phase is your organisation?
Oldeman, R.A.A. (1990). Forests: Elements of Silvology. Berlin Heidelberg: Springer-Verlag.