how to make a difference

How to Make A Difference

Using the Change Management 3.0 model to change anything

Introduction – work in pairs First

• Introduce yourself

Or

• share a little known fact about yourself

Then

• Discuss: What change strategies or practices have you used in the past?

Time – 3 minutes

How to Make A Difference

Using the Change Management 3.0 model to change anything

Why discuss change?

• Prosci study (2009) - met or exceeded project objectives

• Excellent change management – 95%

• Good change management - 80%

• Fair change management - 51%

• Poor change management - 16%

How important is the approach?

“How we go about introducing change is usually more important than the change itself!”

Geoffrey M. Bellman [2001]

Why change the world? • “It’s no secret that the world is in need of

change.“ - Stephen Denning

• “Stop Stealing Dreams. “ - Seth Godin

• "My friends, love is better than anger. Hope is better than fear. Optimism is better than despair. So let us be loving, hopeful and optimistic. And we'll change the world.“

Jack Layton (1950-2011)

W. Edwards Deming

Bonuses are bad for business [Deming 1986].

Peter F. Drucker

Knowledge workers cannot be subordinates of managers [Drucker 1974]

Dan Bobinski

Performance appraisals don’t work [Bobinski 2010]

Science vs. Business

“There is a mismatch between what science knows … and what business does …”

It’s not all bad

Agile Manifesto (2001)

Agile adoption survey 2011

How did we get here?

Management 1.0 = Hierarchies

At the top – high salaries, big egos

At the bottom – little money + no motivation

Old, outdated + needs an upgrade

Management 2.0 = Fads

Add-ons - Balanced Scorecard, Six Sigma, TOC, and TQM.

Helping to better “design” the organizations

Same architecture

The Age of complexity (Stephen Hawking)

• All organizations are networks

• Management is about people and their relationships

• Organizations are living systems, not machines

Complexity (according to Complexity Theory)

Complexity theory is about change

“Complexity theory is […] about the dynamics of change in a system.”

– Irene Sanders The Interaction of Complexity and Management

“[…] a new theory of business that places people

and relationships into dramatic relief.”

– Roger Lewin, Birute Regine The Interaction of Complexity and Management

“Complexity and Agile is a marriage made in

heaven.” – Dave Snowden http://vimeo.com/30596502

So far..

• Change is important

• Mismatch between business & science

• Management needs upgrade

• Complexity theory

The Management 3.0 Model

View #1: Energize People

The Management 3.0 Model

View #2: Empower Teams

The Management 3.0 Model

View #3: Align Constraints

The Management 3.0 Model

View #4: Develop Competence

The Management 3.0 Model

View #5: Grow Structure

The Management 3.0 Model

View #6: Improve Everything

Exercise #1

Pick a index card and write two ideas or interesting facts that you’ve just learned…

… and then give it to someone else!

Time: 1 minute

The Feedback Door/Wall

1. Dance with the System

• Inspect

• Adapt

• ...and Anticipate

• and Explore

PDCA

• Plan

– What Is Your Goal?

– Where is it going well?

• Do

– What are the crucial steps?

– When & Where do you start?

PDCA

• Check

– How Do You Get Feedback?

– How Do You Measure Results

• Act

– How long is the Feedback cycle?

– How Do You Accelerate Results?

2. Mind the People

• Remove barriers

• The ADKAR model

ADKAR model - Awareness

• How Will You Communicate?

• How Will You Set an Example?

ADKAR model - Desire

• How Do You Make It Urgent?

• How Do You Make It Desirable?

ADKAR model - Knowledge

• Who Will Be Teaching?

• How Will You Teach Them?

ADKAR model - Ability

• What Makes It Easy?

• How Can They Practice?

ADKAR model - Reinforcement

• What Are the Short-Term Wins?

• What Makes It Sustainable?

3. Stimulate the Network

The Innovation Adoption curve

• Initiators

• Innovators

• Early Adopters

The Innovation Adoption curve

• Early Majority

• Late Majority

• Laggards

Change the Environment

The 5 I’s model

• Make Information Available

• What is the group’s identity

• Can you incentivise good behaviour?

The 5 I’s model

• What barriers can you remove?

• How can you make it easier?

• Who makes the rules?

Summary

• Change is important

• Mismatch between business & science

• Management needs upgrade

• Management 3.0/Complexity theory

• Change Management 3.0 model

Exercise #2

On the index card you’ve been given write one or two ideas or interesting facts that you’ve learned from the last section

… and then give it to someone else!

Time: 2 minutes

Short break

• Coming up… Become a change agent

Become a Change Agent

We will be designing our own change strategy

- To make a difference in your organisation, community, etc.

- To introduce some kind of change

- To.. ?

Conclusion

• Partner with the person sitting next to you to answer one or more of these questions

– How do I feel about what I learned?

– What do I remember from this presentation?

– Can I use what I learned?

– How does my organisation benefit from what I learned?