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Enabling shared understanding and commitment in groups tackling wicked problems
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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
4
5
Two Kinds of Problems
Complex
• Wicked Problems
• Diverse Groups
• Adaptive Management
6
Two Kinds of Problems
Technical vs. Complex
Tame vs. Wicked
7
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
8
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
10
Shared Understanding
Shared Commitment
Breakthrough Results
changeowned
understanding
11
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?
13
20 participants
14 organizations
Politically contested environment
50 year history of conflict and distrust
Unleashing Results from this group?
14
15
At first, meet Face to Face…
What can possibly go wrong?
In CommonDifferences
What Group Members are Thinking…
16
In CommonDifferences
What They Have Yet To Discover…
17
Shared Understanding
Shared Commitment
Breakthrough Results
18
Shared Language
http://www.jpl.nasa.gov/pictures/solar/mcoartist.html
Shared Language
Shared Understanding
Shared Commitment
Breakthrough Results
20
Shared Display
Source: http://www.cognexus.org/Clients/DeltaConservancy/DD_Sept_2013/
Shared Language
Shared Display Shared Understanding
Shared Commitment
Breakthrough Results
22
Shared Values
http://online.usip.org/negotiation/3_1_8.php
Shared Language
Shared Display
Shared Values
Shared Understanding
Shared Commitment
Breakthrough Results
24
Shared Ownership
Source: Michael Randel
Shared Language
Shared Display
Shared Values
Shared Ownership
Shared Understanding
Shared Commitment
Breakthrough Results
26
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
28
1. Pens and Sticky Notes
29
2. Sticky Walls/PinBoards
30
3. Graphic Recording/Facilitation
31
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
34
35
5. Powernoodle
36
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.
[email protected] +1-202-656-3796www.RandelConsultingAssociates.com
Twitter: @mrandel41