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Shared values drive behavior
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
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
Another game:
A new World Order
Another game:
Medlers & A new World Order
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?
What stops us from realizing this new world order?
How do you shift from what has always happened to what could happen?
Realizing
Behavior
Culture
what else do we know about Culture?
We are all Agilists....
Culture is:
How did we do?
without showing your seals....
Shared Values and Principles
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
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.
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.
System Scale
Focus Scale
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?
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
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.
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
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.
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...
2.
Want
Habit Curtain
or
Entrenchment Line
Don’t
Care
Hard
Easy
Actuality
Personal
Impersonal
Possibility
But again, you don't want it to stop
1.
Federico Zuppa
fzuppa@10pines.com
Matt Gelbwaks
mgelbwaks@north-main.com
4
Self-Actualization
Esteem
Love/Belonging
Safety
Physiological
Actuality
Personal
Impersonal
Possibility
2.
6
3.
2
1.
3
Actuality
Personal
Impersonal
Possibility