Heuristics for Becoming a Learning Organisation

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Heuristics for Becoming a Learning Organisation Karl Scotland @kjscotland http://KarlScotland.com http://AvailAgility.co.uk

description

In a world of Big Bang Disruption, the need for learning organisations is greater than ever. Businesses need to develop people so they are able to continuously solve new problems, rather than focussing on implementing solutions to previous problems. This presentation explores how heuristics can be used to enable this problem solving capability. It introduces a set questions which can be used to encourage creative thinking from multiple perspectives, from understanding the problems, to imagining the desired impacts and then designing potential interventions.

Transcript of Heuristics for Becoming a Learning Organisation

Page 1: Heuristics for Becoming a Learning Organisation

Heuristics for Becoming a Learning Organisation

Karl Scotland @kjscotland http://KarlScotland.com http://AvailAgility.co.uk

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Descriptive not

Prescriptive

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Heuristic: involving or serving as an aid to learning, discovery, or problem solving by experimental and especially train-and-error methods. of, or relating to exploratory problem-solving techniques that utilise self-educating techniques (as the evaluation of feedback) to improve performance

Mirriam-Webster Dictionary

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Heuristics Replace Rules

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we need a clear rule for when (or who) can break the rules and heuristics that apply on the other side of the boundary. If you have to break the rules then that is OK, it will happen, but you have to then follow the heuristics.

cognitive-edge.com : Rules is Rules, Jan 29 2013

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Disorder

Complicated Knowable Causality Good Practice Sense – Analyse Respond

Simple Known Causality Best Practice Sense – Categorise - Respond

Complex Retrospective Causality Emergent Practice Probe – Sense - Respond

Chaotic Incoherent Causality Novel Practice Act – Sense - Respond

Orde

red

Unord

ered

Cynefin

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Heuristics Support Substitution

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a simple procedure that helps find adequate, though often imperfect answers to difficult questions. The word comes from the same root as eureka.

Daniel Kahneman

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Consider the letter K. Is K more likely to appear as the first letter in a word OR as the third letter?

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Heuristics Guide Towards New Possibilities

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rules of thumb – that guide us towards a solution by way of organised exploration of the possibilities.

Roger Martin

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The Knowledge Funnel

Mystery

Heuristics

Algorithm

Validity

Reliability

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Inductive - what is

Deductive – what must be

Abductive – what might be

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Flow

Value

Potential

Study

Share

Stabilise

Sense

Search

System

Interventions Impacts

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What systemic problem, difficulty or frustration are we trying to address, and who is experiencing it?

System

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Outputs … create Outcomes … which have Impact

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More stories like this… Fewer stories like that…

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What stories might be told about the work going through a perfect process which has reliability and efficiency?

Flow

Impacts

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What stories might be told about the work creating an unbeatable product which has validity and effectiveness?

Value

Impacts

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What stories might be told about the work being done by passionate people who have flexibility and euphoria?

Potential

Impacts

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Flow Value Potential Process Product People Reliability Validity Flexibility Efficiency Effectiveness Euphoria

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Study the context Share the understanding Stabilise the work Sense the capability Search the landscape

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What could be done to learn more about customer and stakeholder needs, the resultant demand, and how that demand is processed?

Study

Interventions

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Customer

Demand

Proc

ess

Empathy Interviews

Demand Analysis

Value Stream Mapping

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What information is important to share, and how can tokens, the inscriptions on them, and their placements, create a common understanding?

Share

Interventions

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Dimensions

! Scope ! Time ! People ! Cost ! Quality ! Priority ! Status ! Capability

! Demand ! Value ! Issues ! Risks ! Constraints ! Dependencies ! Assumptions ! ?

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TIPs

Token Inscription Placement

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What policies could help limit work in process, and remove unnecessary or unexpected delays or rework?

Stabilise

Interventions

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Policies

!  WIP Limits !  Definitions of Done/Ready !  Scheduling !  Classes of Service !  Defects !  Cadences

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What measures and meetings might create insights and guide decisions on potential interventions?

Sense

Interventions

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ODIM

Outcome Decisions Insights Measures

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Do it fast

Do the right thing

Do it right

Do it on time Keep doing it

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Cadences

! Scheduling ! Planning ! Reporting ! Reviewing

! Retrospection ! Releasing !  Learning !  ?

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What small experiments could be run to safely learn the impact of different interventions?

Search

Interventions

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Double Loop Learning

Results Strategies & Techniques Assumptions

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Background: What do you want to learn and why?

Frame the Experiment: What is your Problem Statement?

Write the Problem Statement from the Define worksheet here. What pain or problem is being experienced?[Customer Segment] needs a way to [describe job to be done], (because|but|surprisingly) [describe insight].

Hypothesis to Test

[Specific repeatable action] will create [expected result].Is this hypothesis falsifiable?

Experiment Details

Describe the experiment you plan to run and how you are going to attempt to falsify your hypothesis.

Safety: How is the experiment safe to run?

Describe how the experiment is safe to run.Describe how you will recover from running the experiment upon completion or if you discover it isn’t safe to run.

Measures

What will you measure to invalidate your hypothesis?What will you measure to indicate the experiment is safe to run?What will you measure to indicate you should amplify the experiment?Measures can be Qualitative and Quantitative.

Experiment Backlog

Stack ranked list of actions needed to run the experiment.

Next Steps: Given what you learned, what’s next?

Experiment Results and Learnings

Describe what you learned from the experiment? Did you invalidate your hypothesis or does it live on?

Experiment Name:

Owner:

Mentor: Date:V 1.0

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If we can’t generate 5-10 options for a solution it means we are overly constrained and have too little diversity.

Jabe Bloom

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http://kanban-thinking.net

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Thank You! Karl Scotland @kjscotland http://KarlScotland.com http://AvailAgility.co.uk http://kanban-thinking.net