Process Improvement within a Wicked Problem Environment

Stephen Hacker

Getting to the Root of the Problem

Wicked Problems

Wicked Problems

• Stakeholders have radically different world

views and different frames.

• Constraints and resources change over time.

• Problem is never solved definitively.

• Every problem is essentially novel and unique.

• Economic, environmental, political

problems…requiring many to change mindsets

and behaviors.

Wicked Problems

• The problem is not fully understood until after

a solution has been successfully employed –

full problem definition lacking.

• The problem has no stopping rule.

• Solutions are not right or wrong; think better

or worse.

• Every wicked problem can be considered to be

a symptom of another problem.

Consider

• What are the ‘roots’ of your organizational issues?

• What process are you using to transform your operation?

• Where have you initiated transformation in self lately?

We are taught to look at the ROOT of the Problem

Strategies for Organizational Work

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Standardization Incremental

Improvement Transformation

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The marked change in the nature or function of organizational systems creating discontinuous, step-function improvement in sought after result areas.

What is Transformation?

Transporting Goods

Transformational Impact of the Wheel

Incremental Increase Approach Has Its Limits

Internal Combustion Engine

Gökçe Sargat & Rita Gunther McGrath,

“Learning to Live with Complexity”

Harvard Business Review, Sept 2011.

Complex systems have always existed, of course-and business

life has always featured the unpredictable, the surprising, and the

unexpected. But complexity has gone from something found

mainly in large systems, such as cities, to something that affects

almost everything we touch: the products we design, the jobs we

do every day, and the organizations we oversee…Systems that

used to separate are now interconnected and interdependent,

which means that they are, by definition, more complex.

From complicated (many moving part but operate in

patterned ways) to complex (interactions that are

continually changing). Complicated systems can be

seen in the electrical grid that powers a community or

flying a commercial aircraft. Six Sigma process and

traditional quality tools can be applied.

Complex environments have three elements:

Multiplicity – number of potentially interacting elements.

Interdependence – relates to extent elements are connected.

Diversity – the degree of their heterogeneity.

The Transforming Environment

Large Scale Civilization

7 Thousand Years Ago

170 Years Ago

Industrial Revolution

Humans by Era Average Lifespan at

Birth (years)

Upper Paleolithic 33

Neolithic 20

Bronze Age and Iron Age 35+

Classical Greece 28

Classical Rome 28

Pre-Columbian North

America 25-30

Medieval Islamic Caliphate 35+

Medieval Britain 30

Early Modern Britain 40+

Early 20th Century 30-45

Current world average 67.2

Life Expectancy

Exponential Change

Time

∆

1800 1850 1900 1950

2000

Average Life Expectancy World Industrialized 1900 30 yrs 50 yrs 2009 67 yrs 78 yrs

Exponential Rate of Change

Integrated circuit chips, memory storage

Evolution of life

Communication speed

Patent applications

DNA sequencing

Building construction

Change is Accelerating

Social-Technical Transformation

Organizations are Transforming Worldwide

Social Restructuring

Unified Markets

Technology Skip

Abundance of Goods

Abundance of non-survival time

Changing Political Structures

Maturing of Democracies

Change is Accelerating

• The world is rapidly changing, complexity growing

• Individuals are shifting in outlooks, visions, skill sets, and consciousness

• Required proficiency - Transformational Leadership

Social-Technical Change is Accelerating

So, what will?

The Five Critical Elements

Cast a Transformative Vision

• Not incremental but transcends current state

• Full in expression and time targeted

• A measurable destination

• Has the taste and feel of a creation worthy of your life’s energy

• In alignment with individual purposes

Expose the Burning Platform

• Answer the question, ‘Why do anything?’

• Paint realistic scenarios of non-action

• Recognize individuals have varying intensities given their situations

• Leadership can present update performance consequences

• Do not manufacture false burning platforms

Create Robust Performance Measurement System

• Link processes and outcomes

• Cascade system from top to individual

• Have common format and metric types when possible

• Review on a regular basis seeking cause and effect…not blame and excuse

• Make visible and key to conversations

Address Culture Directly

• Results are where they are based upon culture

• Leadership has formed a culture requiring coaching

• Work mindsets. Of the performance mindsets, intentional creation is most important to establish

• Engage the person

Develop Plan to Close the Gap

• Work from the vision to point of departure

• Seek energy versus the best technical answer

• Determine degree of commitment

• Review plans with expectation of completion…if not competed seek understanding of will

Transformational Design

Self

Mastery

Value

Exchange

Interpersonal

Mastery

Change

Methodology

Transformation Cornerstones

Situation Appraisal

Transformation Design

C.A.M.P. Pre-work

Creating

Alignment and

Attunement to

Maximize

Performance

Implementation

Management

Breakthrough

Continuous Process

Improvement

Standardization – Systems Mgt.

Adjustments

Planning

Process

Recycle

&

Renewal

On Going, Targeted Education, Training, and Development At All Levels

Leadership Team

Formation/Renewal

All-spirits

Information

Sharing

Performance

Management

System

Review

Process

Visible

Results

System

The Transformation Cycle

hackers@tsi4results.com

Successful Organizational Transformation: The Five Critical

Elements; Marvin Washington, Stephen Hacker & Marla Hacker;

Business Experts, 2011

Transformational Leadership: Creating Organizations of Meaning;

Stephen Hacker & Tammy Roberts; Quality Press, 2004

Leading Peak Performance: Lessons from the Wild Dogs of Africa;

Stephen Hacker & Marvin Washington; Quality Press, 2007

What is you Program of the Month?