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The Motor Once some degree of observation and calibration of behav­ior has taken place, then there is the challenge of doing something to control and improve it. The motor that drives behavior is very different from the elements of observing behavior.

This motor has three parts that are described as follows:

• Level of Thought—This is the content of thinking. It is competency to engage in logic and reasoning with others toward a goal of doing what is required in a given situation. High levels of competency come from the ability to move up and down the scale, depending on the circumstances.
• Level of Energy—This is the channel for thinking which provides the right quality of energy towards people and things. It creates a social environment that enables the level of reasoning required by a given situation.
• Mode of Behavior—This is the driver of thinking that brings self initiative to the situation based on personal values. These values are the underlying motivation behind doing something.

These are the components that drive behavior, whether we like it or not. To control and manage one's own behavior is to control and manage these things. While they are distinct and separate, they work as one. In other words, to control and manage one of these components will have a favorable effect on the other two. Figure 4, in very simple form, describes these there drivers of behavior.

By far, the driver of behavior that is easiest to manage and control, either as an individual or as a team, is Level of Thought. For this reason, within the scope of this paper, let us present a framework for action, that can be used to help focus on, and improve, this vital issue of behavior. Figure 5 showing the Logic Loop is designed as a working tool.

High levels of competency relative to this progressive level of thinking comes from four attributes:

• Awareness—First a group must become aware that there is an iterative characteristic to the quality of thinking.
• Aligned—A group must be aligned in their discussion for quality thinking and discussion to take place.
• Versatility—All members of a group must allow them -selves to be versatile in their discussion as others move through the levels of thinking.
• Mobile—The entire group, as plans are developed and implemented, must constantly move around the logic loop in iterative fashion, as discussion takes place.

Summary

It has been said that a learning disability in our children is tragic. But... in our corporations, a learning disability is fatal. All of the technology in the world will not keep a company competitive forever, because another one is sure to be on the horizon as soon as the last one is adopted. The only true sustainable competitive advantage is to create a learning culture that is capable of forever learning new things. This all begins with an intense ability to deal with the disruptive nature of change and its affect on behavior.

In this paper, we have just touched on a portion of the body of knowledge about managing change to maximum impact. We hope it has whetted your appetite for such understand­ing and action.