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Shared values drive behavior

but

Behavior changes the culture

The reason that we usually are not able to solve our tough problems ... has to do with the way we talk and the way we listen. The most common way we talk is telling - downloading. The most common way we listen is not listening. This is the kind of listening where you’re being quiet, but you’re really just preparing your rebuttal - just reloading. And as long as we talk and listen in this way, we guarantee that we will never be able to solve our tough problems...

Adam Kahane

Another term from complexity science:

"CAS"

why do we care about chaos theory?

A Complex Adaptive System is a group of independent, interacting adaptive agents operating in a single system

How to succeed in Agile

without really trying

What is it about an organization

that makes it both a

Complex Adaptive System and

subject to Chaos Theory?

A game: The Shape of My World

draw the shape that best defines your organization and mark with an X where you are in it and then draw a loop around where you and your team, project, or group sits within the organization

Results

Pyramids of Power

Frederick Taylor's Scientific Methods

Craftsmen's Guilds

Ken Schwaber's

Scrum Methods

College of Peers

Pyramids of Power

Craftsmen's Guilds

Closer to God

Another game:

A new World Order

Another game:

Medlers & A new World Order

Experimentative

Participatory

Emotional

Systemic

Cautious

Commanding

Firm

Systematic

First, the scenario will be: you are a business unit of 18 people, responsible for 2 projects (for 2 different clients). Both projects are related to the traveling and leisure field.

Now…hand out a set of the 4 sr. mgmt pieces and ask them how these fit in and how they would accommodate the organizations that each of these pieces tends to represent would fit into the the organization they have designed. It ought to start an interesting conversation about roles and responsibilities and how companies actually work.

As a group, using the Medler game pieces, create a design for the organization you wish you could work in.

Have an explanation and a shape for your design.

Now, your Sales team has decided that we know more about the industry/product than anyone else and we should productize our knowledge. The projects must continue, because they are the income to fuel the work.

Why do people do what people do?

Why does what happen, happen?

PEOPLE

What stops us from realizing this new world order?

How do you shift from what has always happened to what could happen?

Realizing

Behavior

The response to various stimuli whether conscious or subconscious, overt or covert, and voluntary or involuntary.

Culture

the behaviors and beliefs

of a particular group

what else do we know about Culture?

We are all Agilists....

Culture is:

How did we do?

without showing your seals....

so

What are our values and beliefs?

Shared Values and Principles

Respect & Integrity

Everyone with less than 5 seals, move to the right side of the room

Everyone with 5 or more seals move to the left side of the room

Value & Responsibility

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Collaboration & Insight

Responsiveness & Accountability

You are all eskimos living in the great white north

You live in a little community

on the edge of nowhere. There

is not even any internet connection. Winter is coming on. You must go hunt the seals for food for your families for the winter.

Deeply rooted beliefs drive what we do and what we don't

e.g. Suspicion of Government due to generations of repression provokes skepticism and doubt on all initiatives

There are only 100 seals (cards) scattered around the room, each of you need at least 5 seals for you and your family to survive the winter. The hunt will be 5 minutes - go forth but watch out for Nanuk!

Behavior of individuals within a group define the social mores that define cultural rules.

e.g. As the accepted behavior of the individuals within a group changes, the culture shifts so that it is always representing the median of what the group accepts.

Maslow's

Hierarchy of Needs

So, we all aspire to focus at the top of the pyramid, but like we just saw with our little game of Nanuk, all we need is just a thought of our core needs being threatened for us to fall back down the pyramid and forget about the top.

CULTURE

System Scale

Focus Scale

Shape of where we are

So, with most of the pieces dumped in front of us, lets start putting them together........

But first.....

What kind of Culture

do you work in?

What kind of Culture

do you want to work in?

CULTURE

Shape of where we want to be

Transformation is a Complex problem

It needs an Actuality based culture to address it

But it yields a Personal based culture as result.

In a pure mathematical transformation this is easy.....

Fields are not subject to Maslow though (as far as we know)

As soon as your agents become

sentient, your problem becomes

more complex (herding cats)

When your agents play both inner and outer games, when they uncontrollably fall down the Maslow hierarchy, the problem becomes both Complex and Adaptive

identify the range of problems that will

most likely want to be addressed

Shape of where we want to be

produces the scope of cultural traits

that need to be accommodated

Create a container within which people can work "safely". Safety here refers to individuals' physiological comfort. As long as it is not challenged, you can expect them to operate higher up Maslow's hierarchy.

How to Transform

If you want to build a ship, don’t divide the work and give orders; teach them to yearn for the vast and endless sea.

– Antione De Saint-Expuréy

Develop a shared set of values by defining the desired capabilities of the new organization without denigrating those it replaces. This keeps people from personalizing the change and keeps the container safe.

Create a container within which people can work "safely". Safety here refers to individuals' physiological comfort. As long as it is not challenged, you can expect them to operate higher up Maslow's hierarchy.

If you tell people where to go, but not how to get there, you'll be amazed at the results.

George Patton

How to Transform

If you create an environment where people truly participate, you don't need control. They know what needs to be done and they do it.

Herb Kelleher

Develop a shared set of values by defining the desired capabilities of the new organization without denigrating those it replaces. This keeps people from personalizing the change and keeps the container safe.

How to know when you're done

Chart a course, set the guard rails, establish the feedback mechanisms, and set the team in motion. Self organization is the natural way for CAS' to evolve, and if allowed such an evolution the change will be OF the organization, forging a stronger and more lasting change.

You're not

You never are

Once you start an evolution, it just goes

on and on and on and on and on.

reading list and bibliography

Michael Hugos, Business Agility, 2009 Wiley

Edwin Olson & Glenda Eoyang, Facilitating Organizational Change, 2001 Jossey-Bass

Dan Mezick, The Culture Game, 2012 (self)

William Schneider, The Reengineering Alternative, 1994 Irwin

Patrick Lencioni, The Five Dysfunctions of a Team, 2002 Jossey-Bass

Adam Kahane, Solving Tough Problems, 2007 Berrett-Koehler

Otto Scharmer, Theory U, 2009 Berrett-Koehler

Ken Schwaber, Agile Project Management with Scrum, 2004 Microsoft

David Snowden & Mary Boone, A Leader's Framework for Decision Making, Nov 2007 HBR

Richard Pascale, Mark Milleman & Linda Gioja, Surfing on the Edge of Chaos, 2001 Crown

Douglas McGregor, The Human Side of Enterprise, McGraw Hill, 2005 (reprint)

1

1.

Create a container within which people can work "safely". Safety here refers to individuals' physiological comfort. As long as it is not challenged, you can expect them to operate higher up Maslow's hierarchy.

5

remember, agility is a means to an end...

Outer Games

or

Infinite Games

2.

Want

Habit Curtain

or

Entrenchment Line

Don’t

Care

Hard

Easy

Actuality

Collaboration

Control

Personal

Impersonal

Competence

Cultivation

Possibility

But again, you don't want it to stop

1.

Federico Zuppa

fzuppa@10pines.com

Matt Gelbwaks

mgelbwaks@north-main.com

McGregor

Theory Y

4

Self-Actualization

Esteem

Love/Belonging

Safety

Physiological

McGregor

Theory X

Inner Games

or

Finite Games

Actuality

Collaboration

Control

CULTURE

Personal

Impersonal

Competence

Cultivation

Possibility

2.

6

3.

2

1.

3

Actuality

Collaboration

Control

Personal

Impersonal

Competence

Cultivation

Possibility

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