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Transformation by Invitation

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Have you ever noticed that whenever you push a system to change, it pushes back? All these scenarios are common when we seek change in an organisation. And yet change does happen, all around us, often welcomed by those closest to it - ask most new parents.

How do we engage people in change? What are the factors that generate change resistance?

Let's reset our understanding of change, inviting those most affected to be our co-creators and leaders.

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Transformation by Invitation

  1. 1. Transformation by Invitation October 3 2018 MARTIN BURNS TRANSFORMATION CONSULTANT AGILITY SERVICES DIRECTOR @MartinBurnsSCO slideshare.net/martinb9999 uk.linkedin.com/in/martinburnsuk
  2. 2. @MartinBurnsSCO It’s MARATHON, not SNICKERS! Well, if I really have to Change happens; I’m OK with that I quite like to be part of new things Wildly enthusiastic How do you feel about Change?
  3. 3. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO 3
  4. 4. @MartinBurnsSCO It’s MARATHON, not SNICKERS! Well, if I really have to Change happens; I’m OK with that I quite like to be part of new things Wildly enthusiastic How do you really feel about Change?
  5. 5. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Photo: https://flic.kr/p/ombuy1 Martin Burns Enterprise Plumber Recovering Programme Manager Transformation Consultant Barely Adequate Blues Guitarist @MartinBurnsSCO
  6. 6. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO 6 I am a Settler Image: Wikimedia
  7. 7. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Telling Selling Testing Consulting Co-Creating Source: Peter Senge The 5th Discipline Why do Smart People Resist Change? Photo:Pixabay
  8. 8. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Only ever work with volunteers Engagement, enthusiasm and results come for free 9
  9. 9. @MartinBurnsSCO Culture 10 Photos: Pixabay, Happy Melly
  10. 10. @MartinBurnsSCO Everything you do or think is a Cultural Assumption and you can’t see it 11Photo: Pixabay
  11. 11. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO The culture of a group can be defined as the accumulated shared learning of that group …patterns of beliefs, values, assumptions, and behavioral norms Edgar Schein 12
  12. 12. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Organisations are perfectly tuned for what they do now 13
  13. 13. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Cultural DNA is hard to change because group members value stability because it provides meaning and predictability. Members will find behaviour based on any other premise inconceivable. 14 Edgar Schein
  14. 14. @MartinBurnsSCO Culture eats everything for breakfast 15 Jurgen Appelo Photos: Pixabay, Happy Melly
  15. 15. @MartinBurnsSCO If you do not manage culture it manages you The shared assumptions about “who we are” limit the strategic options available to the organisation. 16 Photo: Pixabay
  16. 16. Transformation changes cultural norms 1
  17. 17. Changing in-situ cultural norms is nigh on Impossible 1
  18. 18. Delegation Poker https://management30.com/practice/delegation-board/
  19. 19. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO
  20. 20. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Delegation Board 21 Tell Sell Consult Agree Advise Inquire Delegate Select Features X Define Standards X Select Team X Accept Features X Define Schedule X
  21. 21. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Squadification http://www.marcusoft.net/2013/01/team-marketplace-how-we-splitted-big-40.html http://nomad8.com/total-squadification-large-scale-self-organisation/
  22. 22. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Squadification Method. Timebox: 2 hours VISUALISE EVERYTHING! PRODUCT OWNER PRESENTATIONS SET CONSTRAINTS CHOOSING ROUND REVIEW & ITERATE 1 2 3 4 5 23 Photo: Nomad8
  23. 23. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Agile Volunteer Corps
  24. 24. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO “We can’t all be Spotify” 25
  25. 25. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO When you can’t be Spotify, what do you do? IF you cannot change in-situ IF existing cultural norms are unhelpful Start with a small cadre of all volunteers with values close to your target, and co-create a culture. 26
  26. 26. @MartinBurnsSCO Apply the Pickling Cucumber Method 27 Photo: Pixabay
  27. 27. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Transformation Engagement Model • Drive Engagement & Empowerment • Support Engagement & Empowerment • Encourage Engagement & Empowerment • Empower Engagement & Empowerment 28 Plot Twist Ahead
  28. 28. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Transformation Engagement Model You cannot mandate participation in empowerment initiatives L David Marquet 29 Plot Twist Ahead
  29. 29. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO You cannot mandate participation in empowerment initiatives L David Marquet 30 Transformation Engagement Model Transformation only works when people freely opt in and actively participate
  30. 30. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Transformation Engagement Model 31 Transformation only works when people freely opt in and actively participate Don’t Drive Don’t Encourage Don’t Empower INVITE
  31. 31. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Transformation Engagement Model 32 Start tomorrow: Invite a discussion with your team: what decisions do you want to control? Don’t Drive Don’t Encourage Don’t Empower INVITE
  32. 32. Copyright © 2017 CA. All rights reserved. @MartinBurnsSCO Transformation Engagement Model 33 Start tomorrow: Invite a discussion with your team: what decisions do you want to control? You will gain active co-conspirators; the power of “All of Us” behind the change
  33. 33. Agility Services EMEA Director martin.burns@ca.com Martin Burns @MartinBurnsSCO slideshare.net/CAInc linkedin.com/company/ca-technologies ca.com Read an early version of these ideas: http://everydaylean.info/2016/12/scaling-self-selection/
  34. 34. Thank You.

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