CBODN 2013 unleashing results in groups tackling wicked problems

Unleashing Results:

Enabling Shared Understanding And Commitment In Groups Tackling Wicked

Problems

Michael RandelRandel Consulting Associates

Kensington, MD, USA

@mrandel@CBODN

Overview

• Two Kinds of Problems

• Meeting to Unleash Results

• Tools that Unleash Results

• Summary

• Two Kinds of Problems

2

Two Kinds of Problems

Technical

• Tame Problems

• Homogenous Groups

• Project Management

3

Adapted from Robert Horn http://www.stanford.edu/~rhorn/

The Nature of Problems Today?

No unique “correct” view of the problem

Different views of the problem and contradictory solutions

Most problems are connected to other problemsData are often uncertain or missing

Multiple value conflictsIdeological and cultural constraints

Political constraints Economic constraintsNumerous possible intervention points

Consequences difficult to imagineConsiderable uncertainty, ambiguity

Great resistance to change

Financial constraints

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5

Two Kinds of Problems

Complex

• Wicked Problems

• Diverse Groups

• Adaptive Management

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Two Kinds of Problems

Technical vs. Complex

Tame vs. Wicked

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Wicked Problems

“A problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize.

Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.”

Wikipedia

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Definition of Wicked Problems

1. Each potential solution illuminates new aspects of the wicked problem.

2. Wicked problems have no stopping rule. 3. Solutions to wicked problems are not right or

wrong.4. Every wicked problem is essentially unique and

novel. 5. Every solution to a wicked problem is a "one-shot

operation".6. Wicked problems have no given alternative

solutions. 9

“Because wicked problems are often imperfectly understood it is important that they are widely discussed by all relevant stakeholders in order to ensure a full understanding of their complexity. If a resolution of a wicked issue requires changes in the way people behave, these changes cannot readily be imposed on people. Behaviours are more conducive to change if issues are widely understood, discussed and owned by the people whose behaviour is being targeted for change.”

Australia (2007) Tackling Wicked Problems

changeowned

understanding

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Shared Understanding

Shared Commitment

Breakthrough Results

changeowned

understanding

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Overview

• Two Kinds of Problems

• Problems that Unleash Results

• Tools that Unleash Results

• Summary

• Meeting to Unleash Results

12

How can we mobilize shared understanding and

shared commitment in groups tackling wicked

problems?

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20 participants

14 organizations

Politically contested environment

50 year history of conflict and distrust

Unleashing Results from this group?

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15

At first, meet Face to Face…

What can possibly go wrong?

In CommonDifferences

What Group Members are Thinking…

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In CommonDifferences

What They Have Yet To Discover…

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Shared Understanding

Shared Commitment

Breakthrough Results

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Shared Language

http://www.jpl.nasa.gov/pictures/solar/mcoartist.html

Shared Language

Shared Understanding

Shared Commitment

Breakthrough Results

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Shared Display

Source: http://www.cognexus.org/Clients/DeltaConservancy/DD_Sept_2013/

Shared Language

Shared Display Shared Understanding

Shared Commitment

Breakthrough Results

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Shared Values

http://online.usip.org/negotiation/3_1_8.php

Shared Language

Shared Display

Shared Values

Shared Understanding

Shared Commitment

Breakthrough Results

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Shared Ownership

Source: Michael Randel

Shared Language

Shared Display

Shared Values

Shared Ownership

Shared Understanding

Shared Commitment

Breakthrough Results

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Shared Understanding

Shared Commitment

Breakthrough Results

Shared Language

Shared Display

Shared Values

Shared Ownership

27

Overview

• Two Kinds of Problems

• Meeting to Unleash Results

• Tools to Unleash Results

• Summary

• Tools that Unleash Results

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1. Pens and Sticky Notes

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2. Sticky Walls/PinBoards

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3. Graphic Recording/Facilitation

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4. Dialogue Mapping

32©2007-2010 CogNexus Institute

http://www.cognexus.org/Clients/DeltaConservancy/DD_Sept_2013/

Core ‘Grammar’ of Dialogue Mapping

3 A Arguments:Pro (arguments

supporting)

3 B Arguments:Con (arguments

against)

1. Issues or Questions

2. Positions or Ideas

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5. Powernoodle

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Powernoodle is a cloud-based platform that helps organizations make more informed decisions and solve problems faster.

... Powernoodle brings remote groups together to facilitate collaboration & brainstorming, gather feedback, evaluate ideas, allocate resources anddetermine next steps

Powernoodle Practice

How can we mobilize shared understanding and

shared commitment in groups tackling wicked

problems?

Overview

• Two Kinds of Problems

• Meeting to Unleash Results

• Tools that Unleash Results

• Summary• Summary

38

Summary

Shared Understanding

Shared Commitment

Breakthrough Results

Common Language

Shared Display

Shared Values

Shared Ownership39

ResourcesAustralia, Public Service Commission

Tackling Wicked Problems: a public policy perspective (2007)

Conklin, Jeff Dialogue Mapping (2005)

Culmsee, Paul The Heretic’s Guide to Best Practices (2011)

Dialogue Mapping www.CleverWorkArounds.com YouTube: Paul Culmseehttp://cognexus.org/cognexus_institute.htm - Dialogue Mapping Resourceshttp://cognexus.org/tutorials.htm - Tutorialshttp://compendium.open.ac.uk/institute/ - Software Download

Groupaya Delta Dialogues Phase 1 report http://delta.groupaya.net/phase-1-final-report/delta.groupaya.net

Heifetz, Ron Leadership without Easy Answers (1998)The Practice of Adaptive Leadership (2009)

PollEverywhere www.PollEverywhere.com

Powernoodle www.Powernoodle.comhttp://help.powernoodle.com/

Sibbett, David Visual Meetings (2010) - Visual Teams (2011) Visual Leaders (2013)

Stanfield, Brian The Workshop Book (2002)

Straker, David Rapid Problem Solving with Sticky Notes (1997)

Michael Randel is the Director of Randel Consulting Associates, a management consulting and organizational development firm, leading organizations and businesses through change and growth..

Working at the intersection of organization learning and change management, Randel Consulting Associates engages at local, national and global levels to:• Coach teams and executive leadership through change and

improvement,• Design and facilitate meetings and retreats for staff, members, and

external stakeholders,• Create and run professional development programs that equip people

with the skills and knowledge they need to succeed.

michael@RandelConsultingAssociates.com +1-202-656-3796www.RandelConsultingAssociates.com

Twitter: @mrandel41