Process and Structure can be changed overnight. Mindsets can't
-
Upload
gaetano-mazzanti -
Category
Leadership & Management
-
view
765 -
download
1
Transcript of Process and Structure can be changed overnight. Mindsets can't
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Process and Structure can be changed overnight.
Mindsets will not
Gaetano Mazzanti
@mgaewsj
agile42
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Change Initiatives Often* Fail
Why?
Predefined Target Illusion
Organizational Culture Underestimated/Ignored
…other (minor?) reasons…
1
2
*beware of % failure myths
3
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Predefined Target Illusion
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Brochureware
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Magic Recipes
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
replicate circumstances (practices) hoping to replicate outcomes
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Correlation vs Causation
the ones who failed did exactly the same things
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Linearity / Cause-Effect Illusion
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
known (?)
start
predefined destination
Big Designed Change
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Sorry, it doesn’t work
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
an organization is an ecosystem
of interdependent services
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Obvious
ComplicatedComplex
Chaotic
Cynefin - David Snowden
Complexity
disorder
Categorize Best Practices
Rigid Constraints
Analyze Good Practices
Governing ConstraintsProbe
Emergent Practices Enabling Constraints
Act Novel Practices
Absence of Constraints
You Are
Here
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
There are no Best Practicesin a Complex System
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
why do you wantto change?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Wants vs Needs
“confusing wants with needs is a common path to
frustration & ineffectiveness”
Torbjörn Gyllebring
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
some questions are still the same(and they are wrong!)
‘how to manage and control (today)?’
anyway, the answers have changed!
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
on to culture…
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
ResultsActions
Beliefs
Experiences
The “Results Pyramid” is copyright of Partners in Leadership LLC
beliefs, actions, results
Culture
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The “Results Pyramid” is copyright of Partners in Leadership LLC
beliefs, actions, results
ResultsActions
Beliefs
ExperiencesCulture
man
age
lead
man
age
lead
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
How do you understand your culture?
Assess it
(it takes courage
and a model)
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
There are Tons of Models
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Culture Type: Clan Orientation: Collaborative
Theory of Effectiveness: Human development and participation
CVF (Competing Values Framework)
Culture Type: Hierarchy
Orientation: Controlling Theory of Effectiveness: Control and efficiency with capable processes
Culture Type: Adhocracy
Orientation: Creative Theory of Effectiveness: Innovativeness, vision, and new resources
Culture Type: Market
Orientation: Competing Theory of Effectiveness: Aggressively competing, customer focus
Flexibility & Discretion
Stability & Control
Inte
rnal
Foc
us &
Inte
grat
ion
Exte
rnal
Foc
us &
Diff
eren
tiatio
n
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Assessing Your Culture
structured conversations to share stories from the
company past and present
agree on a cultural profile
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Cultural Profile
more Agile
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Current Cultural Profile
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Desired Cultural Profilewhich strategic direction is the company taking?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Narrative Landscapes
Pressure from management
Pressure self-imposed
Do it RightDo it Right
Do it Fast
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Narrative Landscapes
Pressure from management
Pressure self-imposed
Do it Right
Do it Fast
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Fitness Landscapes
Pressure from management
Pressure self-imposed
Do it Right
Do it Fast
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Fitness Landscapes
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
fine, and then?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
What’s in it for me?
LIES
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Change Resistance is a Myth
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
no amount of logic and evidence can shift a mindset
Experience vs Explanations
People need to define and experiencethe new way of doing things
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
you can’t run change initiatives like projects
you can’t manage change in predefined steps
there’s no schedule to meet
no specific budget to allocate
the outcome is unknown
months/years
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Strategy for Change
look for volunteers, “want to” vs “have to”
identify safe-to-fail experiments
only set the direction and some enabling constraints
share it, make it visible
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Enabling Constraints
Heuristics vs Rules
opening possibilities by limiting choices
provide guidance which can adapt to the unknowable unknowns
might be done vs must be done
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
experiment
checklearn
do
metric
hypothesis
Change Loops
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Learn Fast
run multiple experiments
it’s ok if some of the experiments fail
learn early, fail fast less
establish a regular cadence
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
aligned with the change strategy
how could it increase the organization’s fitness for purpose deliver more customer value improve people’s lives amplify success or dampen failure
be validated as fast as possible
Experiments – How To
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Rituals
to strengthen the behaviors the organization wanted more to dampen the ones which are considered inappropriate
keep the beneficial ones from the existing culture
(e.g.: Daily Standup, Ritual Dissent, …)
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Check You are Moving in the Right Way
mmmh
Adapt!desired
actua
l
Pressure from management
Pressure self-imposed
Do it Right
Do it Fast
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
keep experimenting and learning never stop
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Spread the VirusAdverseCulture
NewCulture Connectors
Barriers
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Here come the New Fads
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
New Fads
Holacracy – B.Robertson “There are no bosses here, because I say so” ~Zappo’s CEO
Teal – F.Laloux1st necessary condition is “Top Leadership” Leadership has to have a mind set that is compatible with the ideals of Teal. i.e. and “integrated worldview”.2nd necessary condition is “Ownership” Enlightened Owners share the ideals of Teal
Mindfulness“Sure, you could introduce a new ‘mindfulness’ program at work… or you could fix your system that is overburdening people” @SemanticWill
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
just a few more words(the words of change)
change of language asa sign of cultural change
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The (wrong) Words of ChangeEnforce
Drive
Install
Fear
Shame
Blame
Resource
Busyness
Compliance
Best Practices
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The Words of Change
Experiment
Learn
Adapt
Trust
Alignment
Autonomy
Value
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
a quick recap
don’t change everything
map the culture, map the stories
engage people from different parts of the organisation
set enabling constraints
run multiple parallel small safe-to-fail experiments
learn (measure, spot anomalies, check language, …)
loop, keep going
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
be ready for the unexpected
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
“a path emergewhen we walk on it”
Dave Snowden
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
be sure it does not get wiped away
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Gaetano Mazzanti
@mgaewsj
agile42