Twitter: @flowchainsensei Rightshiftin g practicalitie s ScanDev 2013 Göteborg March 2013

Twitter: @flowchainsensei

RightshiftingpracticalitiesScanDev 2013Göteborg March 2013


Bob Marshall@FlowchainSensei

Head of Product Development FlowCPA Global



Bitter Tears


Does Anyone Care?








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

Transitions

Option 1: Productive Dialogue First

TransitionsTransitions

Assumes:Shortage of dialogue skills

Meaningful dialogue matters

Cf. Argyris, Bohm, etc.

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

Make things visibleLimit Work in Progress

Manage flowMake policies explicit

Improve collaboratively

Option 3: Kanban


• 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)

Option 4: Positive Psychology


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 needsConsider 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

MitigatingOrganisational 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

EmpathyObservations

FeelingsNeeds

Requests

Option 23: Nonviolence

Transitions


Thanks!


Blog: http://flowchainsensei.wordpress.com

LinkedIn Group: UK Rightshifting Network

Documents

Twitter: @flowchainsensei Rightshiftin g practicalitie s ScanDev 2013 Göteborg March 2013