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Transcript of Transforming Cultures
without really trying why do we care about chaos theory? 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 Theory X McGregor Frederick Taylor's Scientific Methods Inner Games Finite Games or Craftsmen's Guilds Theory Y McGregor Ken Schwaber's
Scrum Methods Outer Games Infinite Games or Craftsmen's Guilds Closer to God College of Peers Another game:
A new World Order 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. Why do people do what people do? Why does what happen, happen? How do you shift from what has always happened to what could happen? Habit Curtain
Entrenchment Line Want Easy Hard Don’t
Care 1 2 4 3 5 6 What stops us from realizing this new world order? 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? Culture is: Shared Values and Principles Shared values drive behavior 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 but
Behavior changes the culture Culture is: Shared Values and Principles We are all Agilists.... so
What are our values and beliefs? Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan Responsiveness & Accountability Respect & Integrity Value & Responsibility Collaboration & Insight 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.
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! How did we do?
without showing your seals.... Everyone with 5 or more seals move to the left side of the room Everyone with less than 5 seals, move to the right side of the room 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. So, with most of the pieces dumped in front of us, lets start putting them together........ Cautious
Hierarchy of Needs Shape of where we are Shape of where we want to be CULTURE Control Cultivation Competence Collaboration Possibility Personal Impersonal Actuality But first.....
What kind of Culture
do you work in?
What kind of Culture
do you want to work in? CULTURE Control Cultivation Competence Collaboration Possibility Personal Impersonal Actuality Another term from complexity science:
"CAS" A Complex Adaptive System is a group of independent, interacting adaptive agents operating in a single system 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 Self-Actualization
Esteem Safety Physiological Love/Belonging Shape of where we want to be remember, agility is a means to an end... identify the range of problems that will
most likely want to be addressed produces the scope of cultural traits
that need to be accommodated How to Transform 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 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 If you tell people where to go, but not how to get there, you'll be amazed at the results.
George Patton 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. 1. 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 How to know when you're done You're not
You never are
Once you start an evolution, it just goes 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) 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. Federico Zuppa on and on and on and on and on. Matt Gelbwaks firstname.lastname@example.org email@example.com A Complex Adaptive System is a group of independent, interacting adaptive agents operating in a single system 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. 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. Focus Scale System Scale How to Transform 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. 1. 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. 2. How to Transform 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. 1. 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. 2. 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. 3.
But again, you don't want it to stop