stephen parry agile and lean europe ale2012

All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012

Evidence and Facts are not enough Creating conversations for change, purpose, passion, trust and courage.

Stephen Parry Author of Sense and Respond Senior Partner at LloydParry @Leanvoices Faculty Member at the Prof. Dan Jones Lean Enterprise Academy

Twitter: @LeanVoices and Linkedin Blog : www.LeanVoices.com [email protected] www.seebusinessdifferently.com

http://www.leanvoices.com/

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http://www.seebusinessdifferently.com/


Evidence and facts are not enough

• Change resistance. • Whose perspective? • Fear: A dynamic system. • Authenticity gap. • Search for common purpose. • Diagnosing the Climate. • Who is leading? • Purpose, passion, integrity, courage.

We cannot ensure success but……


Together

Ease

Acceptance Respectful

Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning

Creating

Supportive Growing

Exploring

Nurture

Rational

Encouraged

Achievement

Engaging

Harmony Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind

Thoughtful Integrity

Trust

Passion

Courage

Challenging


Whose perspective ?

All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved.


Why facts and evidence are not enough

Facts, Theories, Evidence, Benefits, Opportunities. Confrontation with a failed operation.

Facts Embarrassment Authority Retribution

Taboo Subjects. Culture, Command and Control.

Incompetence. Social Standing. Surface mistakes. Admit mistakes.

Cohesion. Control. Chain of Authority Confusion. Collapse of consensus. Protect confidence of the group.

Punishment. 2nd order punishment. Limited career.

These are entirely reasonable objections


Why facts and evidence are not enough

Facts, Theories, Evidence, Benefits, Opportunities. Confrontation with a failed operation.

Facts Embarrassment Authority Retribution

Taboo Subjects. Culture, Command and Control.

Incompetence. Social Standing. Surface mistakes. Admit mistakes.

Cohesion. Control. Chain of Authority Confusion. Collapse of consensus. Protect confidence of the group.

Punishment. 2nd order punishment. Limited career.

This is the organisational ‘Climate’


1st Ignore. Discredit.

More data. Punish. Resources. Priorities.

2nd Order Punishment.

Punished for not punishing.

Increase Burden. Shame.

Ostracised. PIP.

Don’t even think about it or ask questions to undermine argument.

Coaching.

Leadership.

Conversations for change.

Ask questions to understand argument. Support and want to get involved.

Agree

Engage

Discredit. Data,

Methods, Theory, People.

Motives.

Lie and be part of the group? Agree and betray the group?

Pretence Reality

Cost in human and business integrity


Pretence, reality and cost: but what’s the benefit?

Pretence Reality Cost

What we say its like What it is really like What it costs us to pretend

Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people.

Working to the numbers. Ticking the boxes. Manipulating the numbers. Back-stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game.

Low self-esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out.


Authenticity Gap: Making the pretence, reality and cost visible: ‘Your baby is ugly’


Resistance to change is inversely proportional to the quality of your leadership

Resistance to Change

Leadership Quality High

High


New Purpose a new Climate


Search for Common Purpose: Global Application Development Company. ICT Value Chain

Employee Purpose

Common Purpose

We provide expertise and services to enable us to produce, sell and

support software by creating and running robust, effective and

efficient ICT-Solutions.

Customer Purpose

Business Purpose

With pride we relentlessly pursue and apply our insight, ingenuity and technologies to create

wealth and a secure future.

To contribute with my skills and to be fairly rewarded in a secure

and trusted environment that offers challenges

and allows me to develop and grow.

Strengthen my value chain in a way that

differentiates me from competitors and

provides a return on my investment.

‘We all work for the same company but we live in different worlds’ Thomas Queisser Sense and Respond Leader


What type of climate do you create for customers, employees, managers and leaders?

Make and Sell Organisation Mass Production

Customer Value Enterprise® Sense and Respond Adaptive Organisation

Willing contribution

Transactional and processed

Incentivised contribution

Functional efficiency

Direct and control

Relational and personal

End-to-end effectiveness

Listen and adapt

Company pushes products and services ON-COMMAND Customers and employees are designed out

Customer pulls products and services ON-DEMAND Customers and employees are designed in

Customer/User

experience

Employee motivation

Executive leadership

Support operations

The Behaviours, Measures, Job Design and Purpose are different.


Together

Ease

Acceptance Respectful

Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning

Creating

Supportive Growing

Exploring

Nurture

Rational

Encouraged

Achievement

Engaging

Harmony Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind

Thoughtful Integrity

Trust

Passion

Courage

Challenging


‘We cannot ensure success but we can deserve it’ John Adams 2nd President of the United States of America

Purpose Integrity

Trust Passion


TM