Horizon III Design
The Art and Science of an
Emerging Paradigm
Evan Leonard, Bill Zybach
Opening
The language and thinking
behind organisational change
appears to belong largely to a
mechanistic perspective
(Capra, 2003).
If managers of the health
system wish to [achieve their
goal they] may need to shift
from optimising health care
delivery in a mechanistic model
to optimising health care
workers in a living system.
..the “machine” is made up of
people and not inanimate parts.
Research on new Medical Practice Teams under Rural Health Reform in
South Africa: Education for Health, Volume 21, Issue 2, 2008
Agenda
1. The Art:
•
•
Design Horizons I, II & III
Our role as designers?
2. The Science: developmental “drive”
3. The Practice: Experiments in an Emerging Paradigm
•
•
•
District of Columbia
Progress Software
Midwest Health Care System
4. Unanswered Questions
The Art
Our Role as Designers
Introduction to Design Horizons
Horizo
n
I.
Traditional and
Core
Galbraith Star
II. New but Proven
ODF 7 Step
III. Emerging - R&D
Who
Leaders/Experts/Function
al responsibility of HR or
Strategy Function
Design
Teams/Sponsors/Stakehol
ders Whole System
Engagement/Leadership
responsibility
Everyone owns the
design process – and it
is built into the operating
model, shared
leadership
What
Incremental Analysis, Part
of Strategic Planning –
focus on maintaining the
status quo
Continuous Improvement
and Exploration, An
initiative to address
performance issues –
extend status quo
Disruptive Imagination,
Not an initiative
designed into operating
systems – demise of
status quo
When
Event based or annually
Driven by strategic issues
or crisis
Built into daily and
regular operations
How
Autocratic Drive:
Individual or Small Group
Benevolent Desire:
Sponsors, Champions,
Cross Section/Conference
Models/Whole
Intrinsic Tensions:
Integral aspect of
individual’s daily,
weekly, monthly,
quarterly mechanisms
Circle Round:
What is your “center” on this spectrum?
The majority of my work has been in
Horizon ______ and personally I have felt ______
Table Discussion:
What role, if any, could we, the Organization Design
Forum community, play as designers in the
evolutionary growth of our customer systems?
A premise that we would like you to move
toward or away from is:
“We, as a community of organization designers,
have an intrinsic role to draw the systems we work
with up to higher Horizons.”
The Science
The Emerging Awareness of What is
Driving New Perspectives about Design
Humans have an innate impulse
for meaning-making
This impulse creates a consistent way
of being, doing & thinking
This impulse unfolds in consistent stages
Ken Wilber
Cook-Greuter
Torbert
Preconventional
2: Impulsive
2/3: Self-defensive
Impulsive
Opportunist
Conventional
3: Conformist
3/4: Self-conscious
4: Conscientious
Diplomat
Expert/Technician
Achiever
Postconventional /
Systems view
4/5: Individualist
5: Autonomous
5/6: Construct-aware
Individualist
Strategist
Alchemist
Unitive view
6: Unitive
Ironist
Piaget
Concrete operations
Abstract operations
Formal operations
Cook-Greuter, 2005
We may fluctuate between the stages
Neo-mammalian
(Human)
Mammalian
Reptilian
(basic fear an threat
circuitry)
At rest, energy focuses in upper-loop
Perceived threat focuses energy on lower-loop
In a consistent environment the brain
naturally develops, one layer at at time
Reptilian
Mammalian
Neo-mammalian (Human)
from Magical Child Matures (New York: E. P. Dutton, 1985)
Prolonged exposure to threat
permanently alters the brain
From The Biology of Transendence (Rochester: J. P. Pearce, 2002)
More about "Threat"
Not just physical "fear":
SCARF model, David Rock, 2009
Summary from http://www.covision.com/blog/
Table Discussion:
What traditional design practices work
against this developmental drive?
Discuss at your table for 5 minutes
The Practice
Experiments in an Emerging Paradigm
Case Study: District of Columbia
Context:
• Emotionally
Intellegent
Leader
• Results Only
Work
Environment
• “Drive”
• Holacracy
Pillar I:
Pillar II:
Pillar III:
Why Holacracy was the Differentiator
• Splits Governance and daily or routine
operations, and
• Builds-in rather than bolts-on
“real time” redesign which is owned
by all members of the organization
Real-time Organizational Governance
• Focuses on any tensions in the system
• Everyone is a full member of a Governance Circle
• Rigorous process (Integrated Decision-Making) for
governance to ensure optimal participation
• Only outcomes are Roles and Accountabilities, no
action planning or problem solving
• The goal is a workable decision – not the “best”
• Any issue can be revisited at anytime
Holacracy: Tensions Drive Design
Holacracy Publishing
Board
IT
Finance
General
Srvcs
Logistic
s
General
Company
Circle
Product
Dev
BusDev
Mrktng
Srvc
Delivery
Events
Holacracy Marketing
Affiliate
Partners
Media
General
Company
Circle
Key
Service
Lines
Design
Client
Project
Team
Client
Project
Team
Financ
e
Legal
Ideation
Delivery
Group A
Service Delivery
Circle
Project
Mgt
Account
Mgt
Method
Client
Project
Team
Client
Project
Team
Staffin
g
HR
Delivery
Group B
Platform
DC Holacracy Outcomes – 180 Days
• Began with 3 months of cultural alignment
(Enlightened Leadership and ROWE)
• 3 day Holacracy implementation for team of 18
• Went from the “worst place to work to one of the best and
highest performing, and highest customer satisfaction
groups in OCTO in 180 days
• 25 % reduction in Staff (Didn’t fit)
• Production increased 20%
• Cost to customer reduced from 2.6 Million to 2.1Million
annually
Case Study II: Progress Software
Scrum Overview
The Scrum Master
• Accountabilities
– Responsible for enacting Scrum values, practices & rules and
ensuring that the Team adheres to them
– Make impediments visible and remove them
– Ensure that the team is fully functional and productive
– Enable close cooperation across all roles and functions
– Shield the team from external interferences
– Represent management to the project
– Coach the team
– Facilitate Scrum ceremonies (Planning, Daily Scrum, Review
& Retrospective)
• Limitations
– May be a Team Member but NOT the Product Owner
– Cannot manage the team since Scrum teams are supposed to
be self organizing
Progress Software collaborative ScrumMaster definition, 2011
Collaborative Governance
• Development process itself was defined (and continues to be
defined) using Scrum itself
• Backlog of existing “tensions”
• An executive played the Product Owner role
I played the “ScrumMaster” role
• Small groups developed proposals
• Larger group adopted them
• ScrumMasters of development teams feed new tensions into the
Backlog as they emerge
Case Study III
Accelerated Solutions
Solving Business Complexities with the Decision Accelerator
Work Innovation Networks (WIN)
Stu Winby's (Sapience)
A structured framework and network within which:
• work units/teams learn about research/innovations
and best practice,
• apply adaptive principles and practices and quality
methods,
• exchange their experiences of development,
implementation, and making improvements.
WIN utilizes processes such as the Decision Accelerator
to accelerate innovation adoption and rapid
transformation.
Decision Accelerator (DA)
Stu Winby's (Sapience)
• A creative, knowledge rich,
technology enabled, highly
collaborative environment
where clients participate in
work-sessions
• A work-session is a process
to create strategic solutions
and tactical plans to solve
complex issues.
• DA’s drive organization design
by resolving tensions
created by the existing system
WIN/DA Outcome:
Midwest Health Care System moves from
National Rank of mid 20’s to #1 in 3
years
(Supplanting Mayo Clinic at #1)
Unanswered Questions
Table Discussion:
What else in Horizon III is emerging, and
what challenges limit its growth?
Discuss at your table for 5 minutes
Circle Round:
Where is ODF’s “center” on this spectrum?
Where do we want it to be, and what are the
implications for the next generation, the “Facebook
Generation”?
Summary
1. The Art:
•
•
Design Horizons I, II & III
Our role as designers?
2. The Science: developmental “drive”
3. The Practice: Experiments in an Emerging Paradigm
•
•
•
District of Columbia
Progress Software
Midwest Health Care System
4. Unanswered Questions
References
Cook-Greuter, 2005 http://areas.fba.ul.pt/jpeneda/Cook-Greuter.pdf
Rock, 2009 http://www.davidrock.net/files/Neuroscience-of-engagement.pdf
Pink, 2009 http://www.amazon.com/Drive-Surprising-Truth-AboutMotivates/dp/1594488843
John P Kotter, Corporate Culture and Performance http://kotterinternational.com/
How to Manage Organisational Change and Create Practice Teams: Education for
Health, Volume 21, Issue 2, 2008
www.educationforhealth.net/publishedarticles/article_print_132.pdf