Rightshiftin g practicalitie s ScanDev 2013 Göteborg March 2013

Bob ei Head of Product Development Flow CPA Global

Bitter Tears

Does Anyone Care?

Our Cause “This world of ours… must avoid becoming a community of dreadful fear and hate, and be, instead, a proud confederation of mutual trust and respect.” ~ Dwight D. Eisenhower

The Marshall Model

Mindset

The Four Mindsets

The Three Transition Zones

Practicalities

How to Rightshift?

Incremental change

Transitions Lots of options open to us!

The Three Transition Zones Transitions

Option 1: Productive Dialogue First Transitions Assumes: Shortage of dialogue skills Meaningful dialogue matters Cf. Argyris, Bohm, etc.

Option 2: Get knowledge Transitions (With a view to changing the system) Go to the Gemba, accompanied by the managersGemba Study the system (the way the work works) Understand the work, from the customers’ view Follow the path of Purpose -> Measures -> Method

Make things visible Limit Work in Progress Manage flow Make policies explicit Improve collaboratively Option 3: Kanban Transitions

Asking “What’s going well?” Deciding “What should we do more of?” Posing “The Miracle Question” c.f. Solutions FocusThe Miracle Question 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)P.E.R.M.A. (Seligman) Option 4: Positive Psychology Transitions

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?) Option 5: Coaching, Conversations Transitions

cf. Guy Kawasaki Option 6: Selling the Dream Transitions

JFDI! Option 7: Capture the Flag Transitions

See the workforce as “the customer” Option 9: Emotioneering Transitions

a.k.a. The Last Mile First Option 10: Servant Leadership Transitions

Is purpose important? What about consensus? And dialogue? Which of the principles mentioned herein do we think count? And in what order, if any? Option 11: Consensus Transitions

a.k.a. Interactive Planning (Ackoff) “The best place to begin an intellectual journey is at its end.” ~ Russell L. Ackoff Option 12: Reference Projection Transitions

What to change? What to change to? How to effect the change? Option 13: Theory of Constraints Transitions

cf. Kahane’s “Solving Tough Problems” Option 14: Scenario Modelling Transitions

cf. Tom Gilb Identify stakeholders and their needs Quantify those needs Consider solutions’ impact Option 15: Competitive Engineering Transitions

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 Option 16: Kotter’s Change Model Transitions

cf. Ray Immelman’s “Great Boss, Dead Boss” Option 17: Tribes Transitions

Mitigating Organisational Cognitive Dissonance Option 18: Skunkworks Transitions

Progressively drain the old organisation and transfer its valuable components into the new Option 19: Pouring Transitions

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 Option 20: Organisational Health Transitions

Option 21: The Enlightened Organisation Transitions

Make existing cognitive frames visible Transition to new cognitive frames Option 22: Frame & Reframe Transitions

Empathy Observations Feelings Needs Requests Option 23: Nonviolence Transitions

Take-away It’s how you look at the world

Thanks! Blog: LinkedIn Group: UK Rightshifting Network