g
practicalitie
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ScanDev 2013
Göteborg March 2013
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Bob
@FlowchainSens
Marshall
ei
Head of Product Development
Flow
CPA Global
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Bitter Tears
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Does Anyone Care?
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The Marshall Model
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Mindset
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The Four Mindsets
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The Three Transition Zones
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Practicalities
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How to
Rightshift?
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Incremental
change
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Lots of options open to us!
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The Three Transition Zones
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Option 1: Productive Dialogue
First
Assumes:
Shortage of dialogue skills
Meaningful dialogue matters
Cf. Argyris, Bohm, etc.
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Option 2: Get knowledge
(With a view to changing the system)
Go to the Gemba, accompanied by the managers
Study the system (the way the work works)
Understand the work, from the customers’ view
Follow the path of Purpose -> Measures -> Method
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Option 3: Kanban
Make things visible
Limit Work in Progress
Manage flow
Make policies explicit
Improve collaboratively
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Option 4: Positive Psychology
• Asking “What’s going well?”
• Deciding “What should we do more of?”
• Posing “The Miracle Question” c.f. Solutions Focus
• Adopting the position that “People already have all
the resources they need to achieve their goals”
• Following the precepts of e.g. P.E.R.M.A.
(Seligman)
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Option 5: Coaching,
Conversations
G.R.O.W.:
• Goals (What are we trying to achieve?)
• Reality (Where are we now with respect to our
goals?)
• Options (What options do we have?)
• Will (What will we commit to doing?)
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Option 6: Selling the Dream
cf. Guy Kawasaki
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Option 7: Capture the Flag
JFDI!
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Option 9: Emotioneering
See the workforce as “the customer”
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Option 10: Servant Leadership
a.k.a. The Last Mile First
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Option 11: Consensus
Is purpose important?
What about consensus?
And dialogue?
Which of the principles mentioned
herein do we think count?
And in what order, if any?
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Option 12: Reference Projection
a.k.a. Interactive Planning (Ackoff)
“The best place to begin an intellectual
journey is at its end.”
~ Russell L. Ackoff
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Option 13: Theory of Constraints
What to change?
What to change to?
How to effect the change?
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Option 14: Scenario Modelling
cf. Kahane’s “Solving Tough Problems”
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Option 15: Competitive
Engineering
cf. Tom Gilb
Identify stakeholders and their needs
Quantify those needs
Consider solutions’ impact
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Option 16: Kotter’s Change Model
• Step 1: Create Urgency
• Step 2: Form a Powerful Coalition
• Step 3: Create a Vision for Change
• Step 4: Communicate the Vision
• Step 5: Remove Obstacles
• Step 6: Create Short-term Wins
• Step 7: Build on the Change
• Step 8: Anchor the Changes in Corporate Culture
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Option 17: Tribes
cf. Ray Immelman’s
“Great Boss, Dead Boss”
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Option 18: Skunkworks
Mitigating
Organisational Cognitive Dissonance
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Option 19: Pouring
Progressively drain the old organisation
and transfer its valuable components
into the new
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Option 20: Organisational Health
Cf. Patrick Lencioni’s
“The Advantage”
“The single greatest advantage any company can
achieve is organisational health. Yet it is ignored by
most leaders even though it is simple, free, and
available to anyone who wants it.”
~ Patrick Lencioni
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Option 21: The Enlightened
Organisation
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Option 22: Frame & Reframe
Make existing cognitive frames visible
Transition to new cognitive frames
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Option 23: Nonviolence
Empathy
Observations
Feelings
Needs
Requests
Thanks!
Twitter: @flowchainsensei
Blog: http://flowchainsensei.wordpress.com
LinkedIn Group: UK Rightshifting Network
Twitter: @flowchainsensei