WORKING IN A COMPLEX ORGANIZATION
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Transcript of WORKING IN A COMPLEX ORGANIZATION
WORKING IN A COMPLEX ORGANIZATION
Getting Stuff Done and Staying Positive
Cathann Kress, Vice President for Extension and Outreach
WHAT’S CAUSING COMPLEXITY? More regulation and competition Internet, other systems, access to
information Greater connections, more rapid change
WICKED PROBLEMS
Predicaments that cannot be definitively resolved — and attempts to fix them often generate more trouble.
– Horst Rittel and Melvin Webber
SYSTEMS OF SYSTEMS = “MESS”
No unique “correct” view of the issue Most problems connected to other
problems Data often uncertain or missing Multiple value conflicts Cultural or political constraints Economic constraints
Consequences difficult to predict Considerable ambiguity Great resistance to change Limited time No central authority Those seeking to solve the problem are
likely also causing it
SYSTEMS OF SYSTEMS = “MESS”
SO, WHAT DO YOU DO? Shift from finding solutions to improving
problem solving abilities:– Bravery among decision makers– Thinking through a problem– Are you applying the right type of solution?– You can solve some problems; and for some
problems you don’t like the solutions.
“When we say the world is more complex what we mean is that there are more things to consider, but a lot of things we have to consider really don’t make a huge amount of difference, so maybe we don’t have to consider them.”
– Hilmer
GETTING STUFF DONE
FOCUS Breaking down complexity
– Clarity of purpose– Emphasize principles and values around how
we operate– People are the key; break down complexity
by ensuring that people understand their roles and purpose (they can innovate because they have context)
PERILS OF MULTI-TASKING Hampers creativity Raises anxiety Slows us down
FILTER Set realistic time frames. Some problems become unfathomable
when we set short deadlines for finding a solution.
Some problems take decades to resolve.
THE GOOD, THE FAST, and THE CHEAP Quick and high quality
isn’t cheap. Quick and cheap isn’t
high quality. High quality and cheap
takes time.Complexity is present in any project.
FORGET Old ideas rarely solve new problems. Get comfortable with ongoing
experimentation.
VALUE/COMPLEXITY MATRIXFORGET THEM DO THESE FIRST
DO THESE LATER EASY WINS
CO
MP
LEX
ITY
1
2
3
4
5
1 2 3 4 5VALUE
MOST IMPORTANT QUALITY IN CONFRONTING COMPLEXITY
Persistence
STAYING POSITIVE
HOW CHANGE HAPPENS
Innovators Early Adopters Early Majority
Late Majority Laggards
IDEAS, MESSAGES, ANDBEHAVIORS SPREAD JUST LIKE VIRUSES AND EPIDEMICS DO.
CHANGE HAPPENS DRAMATICALLY
Fold a piece of paper 50 times ̶̶ How tall will the final stack be?
a) The size of a phone book for a mid-sized city
b) The distance from your nose to the end of your finger when your arm is extended
c) The height of a refrigeratord) The distance from the earth to the sun
EPIDEMIC PROGRESSION 25 folds = 33,554,432 layers of paper 50 folds…could reach the sun The end result (reaching the sun) seems
far out of proportion with the cause (folding one sheet of paper).
We are trained to think that what goes into any change must be directly related in intensity and dimension to what comes out.
THE LAW OF THE FEW
80% of outcomes come from 20% of inputs 80% of work is done by 20% of the people In creating change, a tiny percentage of people
do the majority of the work.
PEOPLE SPECIALISTS Word of mouth begins when someone
tells a Connector – “People Specialist” Experts at the “weak link” Six degrees of separation
INFORMATION SPECIALISTS Who tells the connector about the
new trend, idea, or message? Information specialists – who love
information because it helps others An effective way to gain attention
PERSUADERS Someone who can do the convincing Through energy, enthusiasm, charm,
likability, and optimism
THE MESSENGERMATTERS…
BUT SO DOES THE MESSAGE.
THE STICKINESS FACTORA message makes an impact when you can’t get it out of your head.
The Tetanus Story Tetanus messages
– “high fear”– “low fear”– free shots
100% reported the dangers
Those given “high fear” more likely to report they should get inoculated
Only 3% actually did (didn’t stick) Repeated messages, but included a
map and hours shots were available
The Tetanus Story
THE SECRET OF “STICKINESS” The message
needs to be practical and personal.
Not louder, more repetitive, or proven through more research.
POWER OF CONTEXT Getting people to change
often lies with small details of immediate surroundings.
We are heavily influenced by environment.
People assume you can explain events based on personal issues rather than context.
The Ketchup Story High School with
36% minorities Fistfights literally
every day at lunch 5 story building;
22 minutes for lunch
WHAT REALLY MATTERS…IS OFTEN
THE LITTLE THINGS.
DEALING WITH COMPLEXITY
We have become convinced that
we need to tackle the whole problem
all at once…
We don’t.
HOW CHANGE HAPPENS
Innovators Early Adopters Early Majority
Late Majority Laggards
DOING A LOT WITH A LITTLE Cultivate unique skills to translate
between Innovators and the Majority. Focus efforts on the small and personal.