Talk about mindset as operating system from Agile + Beyond 2017, Ann Arbor, May 5, 2017

1. Sue Johnston
It’s Understood / Leanintuit
AGILE + BEYOND 2017

2. PLEASE NOTE
SLIDES ≠ PRESENTATION
• These slides are designed to be viewed in
conjunction with human beings talking and
interacting with you.
• They may make little sense to you if you were not
at the live session.
• Stilll, if they’re useful to you, I’m happy.

3. Once upon a time . . .

5. “Have an
Android? Sign
up for our wait
list.”
More recently . . .
“Have a
Blackberry?
Sorry. Can’t
help you.”

6. Does BlackBerry’s first
Android Handset Deserve
a Place in your Pocket?
We Reckon So
BlackBerry May Win You Back with Android
And then, one day . . .

7. The
Big Idea
Two Types
of O/S
Upgrading
O/S
(Ours)
Upgrading
O/S
(Others)
Next
Steps
READY DOING DONE

8. “Our Age of Anxiety is, in
large part, the result of
trying to do today’s jobs
with yesterday’s tools and
concepts.”“We shape
our tools and,
afterwards,
our tools
shape us.”
“Most of our
assumptions
have outlived
their
usefulness.”
Marshall McLuhanThe Big Idea

9. “Your mindset is what
ultimately shapes the
results you get for yourself
and the groups you're
trying to help. Your
mindset is like a computer
operating system.”
Roger Schwarz
The Big Idea

10. VALUES
BELIEFS
PRINCIPLES
PRACTICES
THINKING
ACTION
Guide us to
Inform +
support
OPERATING
SYSTEM

11. RIGID
MINDSET

13. NEW IDEA
NEW IDEA
NEW IDEA
NEW IDEA
NEW IDEA
AGILE
MINDSET

15. The Big Idea

16. The
Big Idea
Two Types
of O/S
Upgrading
O/S
(Ours)
Upgrading
O/S
(Others)
Next
Steps
DOING DONEREADY

17. Unilateral Control
Fixed Mindset
Limiting Mindset
TRADITIONAL O/S
Mutual Learning
Growth Mindset
Transforming Mindset
AGILE O/S
Two types of O/S

18. Values
Assumptions
Unilateral Control
• Be right
• Win. Don’t lose
• Minimize expressions of negative feelings
• Act rational
• I understand the situation; those who
disagree don’t
• I have pure motives. Those who disagree
have questionable motives
• My feelings and behaviour are justified
• I am not contributing to the problem

19. Behaviour
Unilateral Control
• State views without asking for others’ views
• Withhold relevant information
• Speak in general terms without defining specific words
• Keep reasoning private; don’t ask others about their reasoning
• Focus on positions
• Act on untested assumptions as if they were true
• Control the conversation
• Avoid, ease into, or save face on difficult issues

20. Values
Assumptions
Mutual Learning
• Curiosity
• Informed Choice
• Accountability
• Transparency
• Compassion
• I have information; so do other people
• Each of us sees things others don’t
• People may disagree with me and still have
pure motives
• Differences are opportunities for learning
• I may be contributing to the problem

21. Mutual Learning
Behaviour
• State views and ask genuine questions
• Share all relevant information
• Use specific examples and agree on what words mean
• Explain reasoning and intent
• Focus on interests, not positions
• Test assumptions and inferences
• Jointly design next steps
• Discuss “undiscussable” issues

22. EXERCISE
PART ONE
On your own:
• Think of some beliefs that prevail in the
organizations you work in or with.
• Write them on sticky notes – 1 belief per
sticky.
• 5 minutes
BELIEF
BELIEF

23. UNILATERAL
CONTROL
MUTUAL
LEARNING
PART TWO
• In table groups, place the stickies on the posters,
matching attitudes/behaviours with the appropriate O/S
or mindset. Add new stickies if you like.
• Discuss implications, results, impact of these actions or
phrases with your tablemates.
• 10 minutes
EXERCISE

24. The
Big Idea
Two Types
of O/SUpgrading
O/S
(Ours)
Upgrading
O/S
(Others)
Next
Steps
DOING DONEREADY

25. UPGRADING 0/S - OURS

26. When was the last time you met
an idiot who agreed with you?
Do people disagree
because they’re idiots?
Or are they idiots
because they disagree?
UPGRADING 0/S - OURS

27. • Think of a result you want to achieve for yourself.
• Look at behaviours you’ve employed in trying to
reach it.
UPGRADING 0/S - OURS
! ?

28. • Think a result you want to achieve for yourself.
• Look at behaviours you’ve employed in trying to reach it.
MUTUAL LEARNING BEHAVIOURS
1. State views and ask genuine
questions
2. Share all relevant information
3. Use specific examples and agree
on what important words mean
4. Explain reasoning and intent
5. Focus on interests, not positions
6. Test assumptions and inferences
7. Jointly design next steps
8. Discuss undiscussable issues.
UNILATERAL CONTROL BEHAVIOURS
1. State views without asking for
others’ views
2. Withhold relevant information
3. Speak in general terms and
don’t define specific words
4. Keep reasoning private; don’t
ask others about their reasoning
5. Focus on positions
6. Act on untested assumptions as
if they were true
7. Control the conversation
8. Avoid, ease into or save face on
difficult issues
UPGRADING 0/S - OURS

29. The
Big Idea
Two Types
of O/S
Upgrading
O/S
(Ours)Upgrading
O/S
(Others)
Next
Steps
DOING DONEREADY

30. Upgrade O/S - Others

31. Upgrade O/S - Others

32. Paradox?
You look smart
when you ask
questions.
Upgrade O/S - Others

33. What is holding us back?
Is it a fact or is it a belief?
How do we know?
What might be possible if we didn’t believe that?
Could something else be true?
How could we find out?
Useful Questions
UPGRADING 0/S - OTHERS

34. EXERCISE

35. Identify when Unilateral
Control is in play
Explore what you may
not be seeing
Upgrade O/S - Others

36. Make learning
activities visibleUPGRADING 0/S - OTHERS
Spread virally - set example
“People like me”
Invite people to participate
Invite mutual learning

37. You can start
a movement
Upgrade O/S - Others

38. Derek Sivers - https://www.youtube.com/watch?v=fW8amMCVAJQ

39. The
Big Idea
Two Types
of O/S
Upgrading
O/S
(Ours)
Upgrading
O/S
(Others)
Next
Steps
DOING DONEREADY

40. !
INTENTION
ATTENTION
Next Steps
WARNING: Changing O/S
can create friction

41. • Identify something you and your team or
organization do that no longer serves a
useful purpose:
• Can you trace that back through the
mindset model?
• What principle does it serve?
• What belief does that flow from?
• How can you change that belief?
HOMEWORK

42. Your intention – in a
sentence or two.
email@wherever.com
Optional
follow-up
reminder
Next Steps

43. References
Leonardo
Herrero
Steven
D’Sousa
+ Diana
Renner
Carol
Dweck
Roger
Schwarz
David
Marquet
Jack
Quarles

44. The
Big Idea
Two Types
of O/S
Upgrading
O/S
(Ours)
Upgrading
O/S
(Others)
DOING DONEREADY

45. Sue Johnston
sue@itsunderstood.com
@itsunderstood
Find me here!