Cycle of Vulnerability

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Cycleof Vulnerability

Cycleof Vulnerability

Thecycle of vulnerability involves six steps that make the processrevering on itself and then moving forward. The steps that constitutethe cycle of vulnerability include (Porter-O`Grady&amp Malloch, 2010):

  1. Becoming vulnerable: This first step involves recognizing value of being vulnerable open up for the possibility of growth and rewards. At this stage, people involved in a project or process experience fear and frustration as they struggle to be certain about the future of what they undertake.

  2. Taking risks- Taking risks involve making few changes that aim to reconfigure existing organizational practices and business models rather than creating new ones.

  3. Stretching one’s capacity- The leaders looks for new and untapped potential in the organization instead of implementing new processes that increase the amount of risk involved.

  4. Living the new reality-Through trial and error, a leader identifies what works in a particular situation and what does not work.

  5. Evaluating the results- The fifth step requires the assessment of processes and outcomes using multiple indicators such as performance measurement matrix.

  6. Cherishing the new knowledge – The last step is the goal going through the vulnerability cycle. The organization makes use of the new knowledge gained at each step of the cycle.

Twoprojects were implemented in an organization: introducing a newinformation system and construct a new customer care headquarters. The first project was successful while the second project wasunsuccessful because it as longer than expected and the organizationhas not derived as much value as the projected cash flows.Introducing a new information system successfully went through allthe stages of the cycle of vulnerability. The fourth stage, livingthe new reality, was very successful and was the turning point. Through trial and error, the management understood that theinformation system could be aligned with company’s structure. Atfirst it was not clear if all departments could access informationthrough different stations. Comprehensive provided answers to thateffect. The second stage was unsuccessful because it failed to passthe fourth stage. It turned out that the cost was higher than theprojected cost during valuation. The organization was forced toborrow more to bridge cost gaps that were created by underestimationof material costs.


Porter-O`Grady,T., &amp Malloch, K. (2010). Quantumleadership.Jones &amp Bartlett Publishers.

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