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As presented for the March 27, 2014 KM Solutions Showcase™ Conference: Arlington, Virginia, USA People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
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FRAME an Energized Approach to
Adaptive Change, Smart Process and
Lasting Results
Deb Nystrom, REVELN Consulting Knowlege Management Institute, Arlington, VA
Thursday, March 27, 2014
@dnrevel @REVELNConsults
@AgileChange @ChangeTools
Disciplines – Which Lense?
• Change Management, • Project Management, • Knowlege Management, • Organizational Learning • Organization Effectiveness /
Organization Development • Group Dynamics - Groups & Teams
Facilitation @ChangeTools
Views of Change Management
Mariana Tomas Flickr-cc
« I will adapt. »
« Many change projects fail, and the most commonly cited reason is neglect of the human dimensions of change. This neglect often centres around a lack of insight into why people are unhappy with organisational change, a poor appreciation of the process of change, and a limited knowledge of the tools and techniques
that are available to help. » Statement from a university 2008 Change Toolkit REVELN.com Photo: by frankula Flickr-cc
Adaptive Change • Think about a recent
“adaptive change” you’ve made successfully?
• How did it feel at first? • Were the a few
emotions or many? • What made a difference
in helping the change succeed?
@ChangeTools
Adaptive vs. Technical Change
• Technical change involves installing solutions to problems for which you know the answers.
@ChangeTools
• Adaptive change is about addressing problems for which you don’t yet know the solutions, often requiring not only changes in behaviors or preferences, but also hearts and minds, which can result in the transformation of the system.
Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002) to distinguish between technical and adaptive change.
Flexibility, Adapting to Change To Reach the Real Finish Line
F – Flexibility, The Real, Far Further Finish Line
• Sustainability & Reinforcement are The Real Finish Line in Change Projects
• 2014 Study: Only 44% reported that resources were allocated to this effort.
• Process AND Project Results
@ChangeTools
Flexibility/Adaptability to Change
Definition • Responds positively to and champions
change to others; • Demonstrates an ability to incorporate
innovative practices into the workplace to enhance effectiveness and efficiency.
ORGANIZATIONAL COMPETENCY #6 (Out of 8)
University of Michigan, Business & Finance
Flexibility, Adapting to Change To Reach the Real Finish Line
John Kotter’s 8 Steps Step 1: Increase Urgency Step 2: Build the Guiding Team Step 3: Get the Vision Right Step 4: Communicate for Buy-In Step 5: Empower Action Step 6: Create Short-Term Wins
Step 7: Don't Let Up Step 8: Make Change Stick @ChangeTools
Source: William Bridges – Transitions
Outdated or Classic? Kurt Lewin
@ChangeTools
Mash-Ups? From a Change Toolkit: Beginning • when the new way feels comfortable, right and the only way Example: having a baby. After a few months in the neutral zone of turmoil, you come to a stage when you cannot imaging life without your new baby. @ChangeTools
Vision Resources Action Plan
Skills Incentives Change
Resources Action Plan
Skills Incentives Confusion
Vision Resources Action Plan
Incentives Anxiety
Vision Resources Action Plan
Skills No Change
Vision Action Plan
Skills Incentives Frustration
Vision Resources Skills Incentives False Starts
Complex Change Model – Dr. Mary Lippitt
Models
PROSCI & ADKAR
Organizational Change Change Models
S Kurt Lewin’s 3 Stage Model: Unfreeze, Change, Refreeze
S Bridges Three Stage Model (Endings, Neutral Zone, New Beginnings)
S DVF Model for Change S Preferred Future, Planned Change Model S Dr. Mary Lippitt’s Complex Change Model S Jeffery M. Hiatt ADKAR Model (Prosci) S Daryl Conner’s Change Curve S John Kotter’s 8 Stages of Change
@ChangeTools
Organizational Change Large Scale Change References:
S Theory U, Otto Sharmer S The Change Handbook, Editors: Holman, Devane S Whole Scale Change, Kathie Dannemiller,
Dannemiller-Tyson S Managing at the Speed of Change, Daryl Conner S Leading Change, John Kotter
@ChangeTools
Factors? • Stable team • Right number of
people • Clear vision • Well-defined
roles and responsibilities
• Appropriate rewards
• Recognition and resources
• Strong leadership
www.REVELN.com Photo: by Wade Brooks, Flickr
The single strongest predictor of group effectiveness
Article: Adam Grant, Givers take all: The hidden dimension of corporate culture, April 2013 (McKinsey)
The highest-performing teams invest extensive time and energy in coaching, teaching and
consulting with their colleagues, fostering a “giver” culture
Photo: by Ekaterina Sotova Flickr.jpg
Anti-Fragile Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. ...Yet, there is no word for the exact opposite of fragile. Let us call it antifragile.
Antifragile: Things that Gain from Disorder - Taleb, Nassim Nicholas
M i c h e l l e R o g e r s ,
2 1 s t C e n t u r y M e d i a
@ChangeTools
“It is not the strongest of the species that survives, nor the most intelligent ....It is the one that is the most adaptable to change.” ~ Charles Darwin
Photo: by praline3001 Flickr
Photos: Sponge, by rob.knight Flickr cc
_______ Beyond Resilience
@ChangeTools
Adapt to a VUCA World
• Volatile, Uncertain, Complex, and Ambiguous – Bob Johansen
• Includes “Black Swan” events – Nassim Taleb
• “Large-scale unpredictable and irregular events of massive consequence.”
www.REVELN.com
Key paradox: “Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.”
Photo: by Tamsin Slater, Flickr
“It is as if the mission of modernity was to squeeze every drop of variability and
randomness out of life— with the ironic result of making the world a lot more
unpredictable, as if the goddesses of chance wanted to have the last word.”
― Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder
Model by Stephen Denning, the former Program Director of Knowledge Management at the World Bank His original model, Organizational Tools for Changing Minds – is posted on “There’s No Such Thing as Leadership? Pull, Influence and ‘Open Space’ vs. Power” - REVELN.com
Vision, Storytelling, Persuasion, Conversa4ons, Role-‐Modeling
Inspira4on
Tradi&on Ritual Management Systems
Informa&on
Coercion Threats Fiat Punishments
In&mida&on
Negotiation Strategic
Planning....
Incentives Control
Systems Promotion.....
Summary Simplicity FRAME 1. Start the Conversations, Share the Concepts AND
Research Results > Energy, Process, Project, Sustaining Results
2. Start with Yourself: Model Individual, Group & Team
Help-Seeking & Giving 3. Build aspirational values
through connecting with other with Other Givers! 4. Hire “Givers,” Model & coach “Matchers,” and Screen out “Takers”
Fire Hydrant Conversation, by ohhector, People by Radarsmum67, Flickr
Freedom is actually a bigger game than power.
Power is about what you can control.
Freedom is about what you
can unleash.
~ Harriet Rubin
"Freedom" by Dee Teal - Flickr cc
What is Open Space Technology?
REVELN.com & KM Solutions Showcase™
H. H. Owen’s assumptions: • If the boss orders it,
not much will get done.
• The best way to get something done is to give it to those who have a passion for it.
Open Space Technology Principles:
1. Whoever comes are the right people.
2. Whatever happens is the only thing that could have.
3. Whenever it starts is the right time.
4. When it’s over, it’s over.
43
The Law of Two Feet
What challenged
you? What
inspired you?
What surprised
you?
44
Reflection &Wrap-Up
Partial Biography • Book: Antifragile: Things That Gain From Disorder,
Nassim Nicholas Taleb, 2012 (Has a Facebook page)
• Article: Givers Take All: The hidden dimension of corporate culture. April 2013 | by Adam Grant , McKinsey Quarterly
• Visit Deb’s REVELN.com TOOLS page for a newsletter preview, links to Books & Articles including “Change and Anti-Fragile”
REVELN.com & KM Solutions Showcase™
“Organizations are webs of participation.
Change the patterns of participation, and you change the organization . . .
At the heart of participation
is the mind and spirit of the knowledge worker.
~ John Seely Brown
& Estee Solomon Gray @ChangeTools
...Put simply, you cannot compel enthusiasm and commitment
from knowledge workers.
Only workers who choose to opt in —who voluntarily make a commitment
to their colleagues —can create a winning company.”
~ John Seely Brown & Estee Solomon Gray, “The People Are the Company” – Fast Company
Cited in Beyond Performance Management, by Jeremy Hope & Steve Player (2012)
Deb Nystrom REVELN.com
