The Ripple Effect

The Dynamic Change Series

In Dynamic Change I talked about getting a group of people together to create something that changed the way we did things.  In Leading Dynamic Change I talked about ways to lead the process.  Then we have, Sustaining Dynamic Change.  We, as leaders, have to guide consensus building, which means guiding the group to an agreeable, consistent, and actionable set of ongoing changes.

In this the fourth part of Dynamic Change we will talk about The Ripple Effect.  The Ripple Effect happens when what you did in the first three steps causes change to happen in a much broader realm than the intended concept.  The changes we made affected the company as a whole causing the company to make changes to accommodate and support the success that was created at the store level.

Our success rippled out to make the other stores we partnered with more successful which in turn made the company as a whole more successful.  This constituted a change in how we view certain portions of the company dynamic and a change in thinking regarding empowering managers to become more innovative.

I have always believed that Dynamic Change starts with the front line people and by the knowledge that change must grow to be change.  Change has no boundaries and is not confined to just our store.  From the moment the Ripple Effect moved outward and touched the people that help put the change engine together, it touched the people beyond our store and will eventually cause Dynamic Change on an even higher level.

Creating Dynamic Change was based on Empowering Innovation at a store level and giving us sustainability.  We envisioned our team as bold, courageous and dragon slayers.  Little did we know that change has a mind of its own and once unleashed will cast ripples far beyond our wildest dreams.  Our vision was both bold and dynamic yet we must grow and adapt to the greater changes we created.  The company had to also adapt and change the way it saw our store it also had to grow to accommodate the change.

Awaken the possibilities … then unleash them.

Point Of View

You should never underestimate the value of change.  It can be dynamic and powerful.  If we embrace change then we need to be prepared to lead change, to sustain change and embrace the ripples it creates far beyond what you imagined.  Imagine more, see to the greater vision and always embrace change with fluidity.


Larry Tyler
Larry Tyler
Awaken the possibilities … then unleash them. After 55 years of successful retail management, I have returned to my passion of writing. I write Poetry, Storytelling, and Short Stories. As a child, I grew up on front porch storytelling. I would sit and listen to my Dad and his brothers tell these great stories that were captivating, and I always wanted to hear more. I wanted to experience the things they talked about. I started writing at a young age and reading everything I could get my hands on. At twelve years old I started a storytelling group and several of my friends became writers or poets. At 16 I hopped box cars and worked the tobacco fields, orange groves, picked cotton, and spent many nights around a campfire listing to life stories. Someone once asked me why I wrote. It consumes an amazing amount of time and I assure you it is not going to make me rich. I write so that my children can touch and feel my words telling of the ones that came before us and the stories they told me. These are the chronicles of our family and even though they come from my childhood memories and are deeply rooted in a child’s remembrance at least they may feel what it was like in the time before them and cherish the things the elders left behind. I am a Columnist & Featured Contributor, BIZCATALYST360 and I have The Writers Café, a group on LinkedIn that features Poets, Writers, Artists, Photographers, and Musicians . On Facebook I have two groups and one page; Dirt Road Storytelling, From Abandoned To Rescue Dogs And Cats, and About Life, Love And Living. As writers, it is true that we honestly do not know what we hold within us until we unleash it. When our words inspire others only then will inspiration return to the writer. I will spend my twilight years in search of the next story, the next poem, and the next image. I will take the time to enjoy my Wife, our Dogs, and Cats, and our amazing new home and I will always find the time to walk down a dirt road I truly hope is that I never have to read another book on Leadership, be on a conference call or see another plan o gram as these were the tool for what I did in life and not about who I am.

DO YOU HAVE THE "WRITE" STUFF? If you’re ready to share your wisdom of experience, we’re ready to share it with our massive global audience – by giving you the opportunity to become a published Contributor on our award-winning Site with (your own byline). And who knows? – it may be your first step in discovering your “hidden Hemmingway”. LEARN MORE HERE


  1. Great post and read, Larry. Many organizations fear change and the results are often seen in loos of market share. I like that in your case innovation started at the store level and the ripple effect that other stores responded and the effect on the company was dynamic.

  2. Outstanding lessons learned here, thanks for sharing!
    To achieve the desired effects of change in the company, it is necessary to promote an environment in the company that tends towards innovation, creativity and innovation. For this purpose it is necessary that the desired transformation has an impact on people in terms of strong participation, motivation and involvement. Indeed, the actions of change and innovation should be as shared, built and, if desired, also promoted by those who will put them on the field in the company: human resources. Workers want and must understand and make sense of the events that involve them, they want and must be co-participants and co-protagonists of change, they want and must make their active contribution.

  3. Good read. I see change as coming from the bottom and coming from the top as long as their is a feedback loop between the two. What I see as being more important is that people will change to emulate leaders. So it’s not the approach, not the process, but the adoption of what they see in their leadership that drives change. The rest of the strategies and tactics then follow.