Design Storyboard
Seattle ACMP v 1.1
Define step-by-step elements for brining projects & meetings to productive endpoints
Agenda Item
Welcome
[25]
Goal
Clarify purpose
together & Introduce
LS microstructure
Assessment of Current
State
[20]
See the forest and
trees of change efforts
Unleashing A More
Innovative Culture
[35]
Make space for
innovation with
creative destruction
LS Micro-Structure
Impromptu
Networking +
Social Network
Webbing
Ecocycle
1-2-4-All
Why this LS?
Steps / Invitations
Quickly connects participants +
generates purposefulness +
strengthens the loose network
connections
3 rounds,2 mins each. 3 quick rounds
webbing.
What is a challenge or bottleneck you
bring to this gathering?
Molly Welcomes
Julie, Keith
Analyze a portfolio of activities
to identify obstacles and
opportunities for progress
Place your major change efforts in birth,
maturity, creative destruction, or
renewal + poverty / rigidity traps
Keith
Molly links to ACMP
themes
Identifies & helps people stop
counter-productive behavior
and activities
3 steps, 7 minutes each. What can you
do to be sure your people wait out any
and all change initiatives?
Molly
Includes and unleashes every
person in shaping next steps
5 rounds, 20 minutes. If you were 10
times bolder, what can you stop asking
permission to do?
Julie
Molly links to ACMP
themes
Helps people move rapidly
from good ideas into action and
prototyping
20 minutes. Each participant gets help
with a liberating action or uprising they
have in mind.
Molly
Insurrectionist
Look back on progress & make
adjustments together
15 minutes, 3 rounds..What stands out?
So what difference does it make? Now
what action will you take?
Keith
Julie & Molly links to
larger themes & next
steps Lunch together?
TRIZ; 1-2-4-All
Safely Taking More
Risks
[25]
Generate and sift
bolds ideas from the
crowd
Action Planning
[20]
Identify action steps
and get imaginative
help from peers
Debrief
[25]
Identify take-away
practices & next steps
from the session
25/10 Crowdsourcing
Troika Consulting;
15% Solutions
What,
So What,
Now What?
Facilitator Notes
Keith (intro LS), Julie
(network webbing)
Julie links to ACMP
themes
Impromptu Networking
Rapidly share challenges and expectations, building new connections
What is a big challenge
or bottleneck you face?
What do you
hope to get from
and contribute to
this gathering?
Find a partner… 2 minutes sharing…
then find another partner… then find another.
Conventional Structures
Managed Discussion underway
Ubiquitous, Often Unnoticed
Presentation underway
Make an
Invitation
Sequence
& Allocate
Time
Arrange
Space
Distribute
Participation
Configure
Groups
Listen to me
from start to
finish
Intro, then 99%
presentation,
then “any
questions?”
Presentation
One presenter
speaks,
everyone else
listens
Everyone can hear &
see the same
information
simultaneously
Presenter in
front, audience
facing same
direction
One person
and a large
group
Over-Controlled
Presentation/Lecture
•
Uniform relationships
•
Engaging only one person
or a select few in shaping
direction
•
?
Flow in one direction
Respond as
you see fit
Intro topic,
then 99%
free-for-all
discussion
Within a room
or a virtual
environment
Anyone can
try to jump
in at any time
One
undivided
group
Under-Controlled
Open Discussion
•
Unstable relationships
•
Anyone can jump in
•
A false promise of
consensus
•
Flow too random to shape
direction
Conventional Structures
Too Tight or Too Loose
Presentation
Over-controlled, too
uniform, engaging only
a select few in shaping
direction
Open Discussion
Under-controlled, too
unstable and too random
to shape direction
1-2-4-All in motion. Multiple short
cycles are more productive than
one longer session.
Distributed (tight & loose)
Liberating Structures
•
Diverse yet interdependent
relationships
•
Distributed control, flow from any
point, any direction
•
As the action unfolds, direction is
shaped by participants themselves
out of local interaction
Attributes of Liberating Structures
1. Expert-less: requires only a few 5. Inclusive: together, everyone
2.
3.
4.
minutes to introduce; novices can
succeed after a first experience
6.
Results-focused: likely to
generate better-than-expected
purposeful results
7.
Rapid cycling: fast iterative
rounds are very productive
8.
Seriously fun: boosts joy,
freedom & responsibility
is invited to shape next steps
Multi-scale: works for
everyday solutions, projects,
strategy, movements
Self-spreading: simple to
copy without formal training
Modular: the parts can be
combined & recombined
endlessly
Counterintuitive
Better than
expected
results
Different
Same
People
Same
Macrostructures
MicroStructures
enduring
cultural
change
Simple Rules to Unleash
A Culture of Innovation
Liberating Structures introduce tiny shifts in the
protocols of how we meet, plan, decide and
relate to each other. They put the innovative
power once reserved for experts only in the
hands of everyone.
LS make it possible for everybody with a stake
to have a voice, for everybody to have freedom
to act and seize opportunities, and for
everybody to take into account other peoples
voices, mutually shaping next steps together.
Ecocycle Planning
Analyze the full portfolio of activities and relationships to identify
obstacles and opportunities for progress
Above: a portfolio of market strategies arrayed around the Ecocycle by members of a senior
management team. Each number represents a strategy in play or under consideration.
Change Management Activities List
What you spend time doing…
1.
2.
3.
4.
5.
6.
7.
8.
Training for teams
Getting buy-in for best practices
Resolving conflicts
Developing talent
Overcoming resistance
Motivating tactics
Coaching sponsors
Surveying engagement
9. Facilitating meetings
10. Finding the best solution
11. Liberating with LS
12. Working up the chain of command
13. Developing incentives
14. Designing user/client research
15. Aligning stakeholders to the plan
16. …
Ecocycle Planning
Analyze the full portfolio of activities and relationships to identify
obstacles and opportunities for progress
Renewal
Maturity
Networker
Manager
Poverty Trap
Rigidity Trap
Not investing
Not letting go
Birth
Creative Destruction
Entrepreneur
Heretic
1.
2.
3.
4.
5.
6.
7.
8.
Training for teams
Getting buy-in for best practices
Resolving conflicts
Developing talent
Overcoming resistance
Motivating tactics
Coaching sponsors
Surveying engagement
9. Facilitating meetings
10. Finding the best solution
11. Liberating with LS
12. Working up the chain of command
13. Developing incentives
14. Designing user/client research
15. Aligning stakeholders to the plan
16. …
Ecocycle: change management activities
STEPS
•
•
•
•
Use or generate a list of your key activities and/or
relationships for your work on this topic
With one partner, coach each other to construct an
Ecocycle map – 4 minutes each (8 minutes total)
In your group of four, decide where to place the
activities on the large wall Ecocycle map or flip chart
page (5 minutes)
Make sticky notes and put them on the map
Henri Lipmanowicz & Keith McCandless
Insights
•
•
•
•
•
Change is continuous along the cycle
Renewal requires destruction
Need for crisis -- root word “to sift”
Need for firebreaks, don’t burn the whole forest
Patch dynamics or balance in your activities are key to long term
survival and adaptability
•
Create conditions for renewal and more births
Henri Lipmanowicz & Keith McCandless
Clockwork: You
gain from control
Simple/Complicated Machine Metaphor
Anti-fragility: You
gain from disorder
Complex Biologic Metaphor
Role defining – specify job and task descriptions
Relationship building – work with patterns of interaction
Conflict management – restore order in each part
Uncover paradox – draw out difference as source of creativity
Tight structuring – use formal chain of command
Loose coupling – work with informal communities of practice
Simplifying – prioritize or limit simple actions
Complicating – add more degrees of freedom & multiple actions
Socializing – seek homogeneous values & ideas
Diversifying – draw out & exploit difference
Decision making – find the “best” choice
Sense making –many right answers in different local contexts
Knowing – decide & tell others what to do
Learning – act/learn/plan at the same time
Controlling – tightly managed execution w/max specs
Improvising – acting in an instant w/minimum specs
Planning via forecasting – plan & then roll out
Shape robust adaptive strategies – co-evolve & hedge strategies
Staying the course – align & maintain focus
Noticing emergent direction – build on what works
TRIZ Steps and Schedule
Stop counterproductive activities and behaviors to make
space for innovation
1. First alone, then in your small
group, compile a list of to-do’s in
answer to:
What can you do to be sure your
people wait out any and all
change initiatives?
• 7 minutes. Go wild!
2.
3.
1-2-4-All in motion. Multiple
short cycles are more
productive than one longer
session.
TRIZ Steps and Schedule
Stop counterproductive activities and behaviors to make
space for innovation
1. First alone,
then in your
small group,
compile a list
of to-do’s in
answer to:
•
How can I/we
reliably
create…
Go wild!
2. First alone, then in your group,
go down your list and ask:
Is there anything we are doing
that resembles in any shape or
form to-do’s on our collective
list?
• Be unforgiving
TRIZ Steps and Schedule
Stop counterproductive activities and behaviors to make
space for innovation
1. First alone,
then in your
small
group,
compile a
list of todo’s in
answer to:
How can
I/we
reliably
create…
•
Go wild!
2. First alone,
then in
your group,
go down
your list
and ask:
Is there
anything
we are
doing that
resembles
in any
shape or
form todo’s on
our list?
3.
Take one item and ask:
How am I and how are we going to stop it?
What is your first move to STOP this behavior?
• Be as concrete as you can, try 15% Solutions
• Bonus question: What triggers this behavior?
1-2-4-All in motion. Multiple
short cycles are more
productive than one longer
session.
15% Solutions
Discover and focus on what each person has the
freedom and resources to do now
What can YOU do now?
Where do you have freedom and discretion to act?
Attributes of Liberating Structures
1. Expert-less: requires only a few 5. Inclusive: together, everyone
2.
3.
4.
minutes to introduce; novices can
succeed after a first experience
6.
Results-focused: likely to
generate better-than-expected
purposeful results
7.
Rapid cycling: fast iterative
rounds are very productive
8.
Seriously fun: boosts joy,
freedom & responsibility
is invited to shape next steps
Multi-scale: works for
everyday solutions, projects,
strategy, movements
Self-spreading: simple to
copy without formal training
Modular: the parts can be
combined & recombined
endlessly
25/10 Crowd Sourcing:
Rapidly generate and sift a group’s most powerful
actionable ideas
On index cards, each
participant writes:
• If you were 10 times
bolder, what would
you stop asking
permission to do?
• What is your first
move?
Henri Lipmanowicz & Keith McCandless
No names
Write legibly
25/10 Crowdsourcing
Rapidly generate and sift a group’s
most powerful actionable ideas
• Pass cards around while milling
• 5 rounds
• Rate each card: 1 = ho-hum to 5 =
fabulous, “I’m in!”[adjust scale to the challenge]
• Decide* before looking at other scores
Put rating on the back of the card
* Option: before you score your card, confer with one other
person for 2 minutes
Final Steps
Rapidly generate and sift a group’s
most powerful actionable ideas
• Add all the scores* after the last
round
• Call out the score on your card
(max score 25)
• Post high-to-low scoring ideas High
on a wall tapestry
Low
If you have more than 5 scores, add them together,
divide by the total number of scores, then multiply by 5
Distributed control
C
o
n
t
r
o
l
Open
Discussion
Brainstorm
One Person
Status
Report
Presentation
of
Number
o of People
Included in Shaping Next Steps
Managed
Discussion
C
o
n
t
e
n
t
Centralized control
33 Liberating
Structures
Everybody
Troika Consulting
Get practical and imaginative help from colleagues immediately
1 minute to select a challenge and action you want help with (it
could be a liberating action or bottom-up-rising of any kind)
•
•
•
•
Groups of three
5 minutes per person
Share your action idea – no long explanations!
Invite feedback and advice from your consultants … then
turn your back on them (get ready to take notes)
• You are invited to help expand the solutions, ask deeper
questions, and reframe the challenge for your client
• Switch to the next person
Ladder of Inference
Emphasizes the value of a step-by-step progression in debriefing or after-action conversations. The value
of staying LOW on the ladder is visually reinforced. Misunderstandings and arguments can be
avoided.
3. Now What?
Actions
Beliefs
2. So What?
I adopt about the world
Conclusions
I draw from assumptions
Assumptions
I make based on meanings
Meanings
1. What?
I take based on beliefs
Data
I add (cultural & personal)
I select from observations
Observable data and experiences
What³ Debrief
Together, look back on progress and decide what
adjustments are needed *
• WHAT?
[5 minutes]
Looking back, what facts, data, & observations
stand out?
• SO WHAT? [5 minutes]
How do you explain those facts?
Assumptions? Patterns? What is important?
• NOW WHAT? [5 minutes]
What action may help you move forward?
Who else should be here?
* Twist: With use of talking objects
Learning Resources
|||||||||||||||||||||||||||||||||||||
Liberating Structures
The Surprising Power of Liberating Structures:
Simple Rules to Unleash A Culture of Innovation
by Henri Lipmanowicz & Keith McCandless
Website
www.liberatingstructures.com
LS User Groups Worldwide
www.liberatingstructures.com/user-group/
Seattle: Third Thursday (tonight!) in Pioneer Square
Preventing Snapback To Dominant Patterns
1-2-4-All: How can we increase the resilience of fragile new habits?
Resilient
Under-control
Everyone
doing their
own local/
functional
thing
Fragile
Direction
mutually
shaped
with
everybody
Resilient
Over-control
Direction
imposed
from the
top-down