Somebody got angry about that because it was Everybody's job. This is a story about four people named Everybody, Somebody, Anybody, Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody's job. Everybody thought Anybody could do it, but Nobody realised that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done...

HOW TO MANAGE CHANGING A SYSTEM? stimulate awareness ask for help catalyse and energise be daring and creative It's hard to start, so 1st you need to keep up the flow feel safe and trustworthy feel responsible and be responsive build a team

HOW TO MANAGE CHANGING A SYSTEM? team-worker HOW TO MANAGE CHANGING A SYSTEM? implementor specialist resource-investigator 2nd you need roles in order to help organising the change process evaluator shaper finisher plant Belbin team-roles http://www.creasynth.nl/ThenineBelbinteamroles.htm co-ordinator

HOW TO MANAGE CHANGING A SYSTEM? ...and 3rd you need to apply 4 stages in the change process in order to stream the process 1: Everybody (Analysis) 2: Somebody (Inventive search) 3: Anybody (Groundwork) 4: Nobody (Implementation)

Analysis and Shite Awareness Commitment Test Separation Select out Detailed description

Use techniques for divergence Look for goals and routes Serendipity Provoke yourself Use techniques for divergence

Part 4: groundwork New ideas and change Backing ideas Being Uncertainty and trust Ripeness Timing Doing New ideas and change can be very THREATENING for the current paradigm of (members of) an organisation… … and new ideas are very VULNERABLE. So they need care, protection and ‘substance’. They need good groundwork! You remember DAS, don’t you? DAS, or 35 ways to kill an idea: - don't be so ridicoulous... - we've already tried that before... - it costs too much... and so on, and so on. Like the Fox’s dance. Beacuse of DAS, ideas are very vulnerable. So the key in introducing new ideas is doing groundwork, and really take care of your idea and guide the process to move the idea into people's minds. So groundwork is the effort in introducing new ideas into an organisation (or to be a coyote). Because that's how ideas survive and will become materialized: they need substance, they need to move into people's attention, to affect their actions. Stil, groudwork is the hard part for business engeneers, as you have to explain, persuade, educate, negotiate, twist arms, befriend, disentangle misunderstandings, defend, attack the ideas... and above all: listen to people's reactions. You may even find it easer to compromise, and join someone with a related idea who already has a place of their own. So groundwork needs creativity! Practically, idea's need financial and technological power supply, ripe conditions and timely action, the confident support of decision-makers, the personal enthousiasm of the participants. Systems, management and change J. Mesbahi, G. Tomesen

Ideas have a natural need for POWER Part 4: groundwork Backing ideas Groundwork is giving ‘POWER’ to ideas by determining which ideas will be backed by the organisation Ideas have a natural need for POWER Groundwork is the ability to "power" ideas, the ability to determine which projects the organisation will back (which ideas will be passed over, and which will have resources put at their disposal). Powering ideas may come from individuals, or from a group. Powering ideas have to fit in resources, as they are scarce. So choose carefully. So when doing groundwork, you'll need all need all your skills to communicate and listen Change is much easier and less destructive when people are ready for it. For example, flying has been around as an idea for thousands of years (Icarus, Da Vinci, Verne). But only this century the nessecary technology,, resources and need for long distance travelling have come together. But... if changes work best when the conditions are ripe, they tend to be small, but need not be. If you want to change the system more than it is ready for, you can of course speed up the process of ripening. If you want to change a system, you have to adapt the timing and movement of the change-process to the cycles, movements and frequency of the system. If you don't, you likely miss the bus. Try to catch the power-suppliers at the right point in a system of committee cycles. Compare this with the Barbapappa familiy: they are able to transform themselves in any shape, just by the power of thinking. And their thinking is very very powerful! Ripeness of the environement Timing and momentum of organisation Groundwork-factors Systems, management and change

Groundwork-activities Part 4: groundwork Uncertainty and trust As change means uncertainty, groundwork involves establishing your own credentials as someone worth listening to Assembling a skilled team > DOING Team Maintaining a good atmosphere > BEING Groundwork-activities Many styles Uncertainty Change is never completeley predictable, as nobody knows for sure what will happen. So the decision makers have to make a lot of guesses. As well as gambling calculated risks against possible payoffs, they will be under influence of many conflicting and changing pressures. Much wille depend on judgements. Groundwork involves establishing your own credentials as someone worth listening to: after all: why shoul anyone taken your advice? If people do agree te go along with you, they're taking a lot on trust. So they need to know a lot about you, and you need to knwo a lot about them. But knowing what someone can do, is not the same as sensing what they are. Doing has to do with skills. They are usually learned skills, and can be judged by looking at the result of the process. Systems people (e.g. business engeneers) tend to know little about lost of things -enough to understand how all the diferent specialist areas in any one project fit together, but not enough to do the specialist job themselves. Part of the groundwork is to identify what skills will be needed, and to assemble a team that has them. People show what they are by how others react to them. A team truing to put an idea into practice face many anxieties, some of which are objective (will X be delivered on time?), some personal (can i really do it well enhough). If the atmosphere in the team feels safe and trustworthy, the unfounded panics and anxieties can easiliy be checked out and absorbed. But if external presures such as job insecurity, the anxieties may easiliy take over, with people becoming suspicious, defensive manouvering, conflicts, disastrous side-conflicts. Groundwork includes maintaining a good atmosphere, with good communication and and trust. You may have to start by changing yourself. Coping with responses > ROLE OF CHANGE AGENT Change agent Systems, management and change

= Part 5: Implementation When something has to be done, everybody needs to do his job to succeed. Although everybody has his own personal goal, the main goal must be the one that gives ‘flow’. =

This was a story about four people named Everybody, Somebody, Anybody, Nobody. There was an important job to be done, nobody wanted that somebody kept up the flow. So everybody picked up his Belbin role. Everybody was aware so nobody was uncommitted. After the test, separation and selection, everybody knew the detailed description. Anybody said to somebody that it was necessary to provoke everybody. So nobody forgot to use the techniques to work for divergence. After this everybody found the routes to the goals. Somebody thought it was threatening for the current paradigm. But after the groundwork everybody agreed. Ideas have a natural need for power, everybody should realize. It ended up that everybody was happy with the result of managing changing a system. Nobody was disappointed. And anybody could see that everybody did a great job.