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Rightshifting explained - Bob Marshal - Agile Israle 2013
 

Rightshifting explained - Bob Marshal - Agile Israle 2013

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Rightshifting explains how most knowledge-work organisations fall far short of their potential. The Marshall Model explains the causes of organisational effectiveness – or lack of it. This keynote ...

Rightshifting explains how most knowledge-work organisations fall far short of their potential. The Marshall Model explains the causes of organisational effectiveness – or lack of it. This keynote calls to practitioners to understand the roots of effectiveness in their organisations and presents some approaches to making Rightshifting happen.

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  • Yes, Michael, I totally agree with you...I was looking for something interesting on organisational change and I was interested in the concept of Rightshifting but this is definitely not for the faint-hearted!! Maybe for techies this is interesting but I deal with real people and you are also right about the emotioneering thing...I stopped reading when I saw that.
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  • This must have been one of the most boring presentations ever I would imagine...Lewin's Change Model??? Hardly cutting edge thinking now is it? IT dudes should stick to writing code....because clearly they know nothing about people...'Emotioneering?' spare me
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    Rightshifting explained - Bob Marshal - Agile Israle 2013 Rightshifting explained - Bob Marshal - Agile Israle 2013 Presentation Transcript

    • Twitter: @flowchainsenseiPracticalRightshiftingAgile IsraelTel Aviv May 2013
    • Twitter: @flowchainsenseiBob Marshall@FlowchainSenseiHead of Product Development FlowCPA Global
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsenseiBitter Tears
    • Twitter: @flowchainsenseiDoes Anyone Care?
    • Twitter: @flowchainsenseiBret Victor
    • A Way of Living Your LifeThat most peopledont talk about.
    • My Guiding Principle"Joy for all"
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsenseiJoy!
    • Twitter: @flowchainsenseiThe Marshall Model
    • Twitter: @flowchainsenseiMindset
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsenseiThe Four Mindsets
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsenseiThe Three Transition Zones
    • Twitter: @flowchainsenseiPracticalities
    • Twitter: @flowchainsenseiHow toRightshift?
    • Twitter: @flowchainsenseiA) Incrementalchange
    • Twitter: @flowchainsensei
    • Twitter: @flowchainsenseiB) TransitionsLots of options open to us!
    • Twitter: @flowchainsenseiThe Three Transition ZonesTransitions
    • Transitions
    • EmpathyObservationsFeelingsNeedsRequestsOption 0: NonviolenceTransitions
    • Option 1: Productive Dialogue FirstTransitionsTransitionsAssumes:Shortage of dialogue skillsMeaningful dialogue mattersCf. Argyris, Bohm, etc.
    • Option 2: Get knowledgeTransitionsTransitions(With a view to changing the system)Go to the Gemba, accompanied by the managersStudy the system (the way the work works)Understand the work, from the customers’ viewFollow the path of Purpose -> Measures -> Method
    • Make things visibleLimit Work in ProgressManage flowMake policies explicitImprove collaborativelyOption 3: KanbanTransitionsTransitions
    • • Asking “What’s going well?”• Deciding “What should we do more of?”• Posing “The Miracle Question” c.f. Solutions Focus• Adopting the position that “People already have allthe resources they need to achieve their goals”• Following the precepts of e.g. P.E.R.M.A.(Seligman)Option 4: Positive PsychologyTransitionsTransitions
    • G.R.O.W.:• Goals (What are we trying to achieve?)• Reality (Where are we now with respect to ourgoals?)• Options (What options do we have?)• Will (What will we commit to doing?)Option 5: Coaching, ConversationsTransitions
    • cf. Guy KawasakiOption 6: Selling the DreamTransitions
    • JFDI!Option 7: Capture the FlagTransitions
    • See the workforce as “the customer”Option 9: EmotioneeringTransitions
    • a.k.a. The Last Mile FirstOption 10: Servant LeadershipTransitions
    • Is purpose important?What about consensus?And dialogue?Which of the principles mentionedherein do we think count?And in what order, if any?Option 11: ConsensusTransitions
    • a.k.a. Interactive Planning (Ackoff)“The best place to begin an intellectualjourney is at its end.”~ Russell L. AckoffOption 12: Reference ProjectionTransitions
    • What to change?What to change to?How to effect the change?Option 13: Theory of ConstraintsTransitions
    • cf. Kahane’s “Solving Tough Problems”Option 14: Scenario ModellingTransitions
    • cf. Tom GilbIdentify stakeholders and their needsQuantify those needsConsider solutions’ impactOption 15: Competitive EngineeringTransitions
    • • Step 1: Create Urgency• Step 2: Form a Powerful Coalition• Step 3: Create a Vision for Change• Step 4: Communicate the Vision• Step 5: Remove Obstacles• Step 6: Create Short-term Wins• Step 7: Build on the Change• Step 8: Anchor the Changes in Corporate CultureOption 16: Kotter’s Change ModelTransitions
    • Twitter: @flowchainsenseiSummary
    • Twitter: @flowchainsenseiThanks!Twitter: @flowchainsenseiBlog: http://flowchainsensei.wordpress.comLinkedIn Group: UK Rightshifting Network