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NSL Transformation LAB

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An introduction and overview of the Transformation LAB we have created to help organisations design for Transformation.

An introduction and overview of the Transformation LAB we have created to help organisations design for Transformation.

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NSL Transformation LAB NSL Transformation LAB Presentation Transcript

  • THE NSL TRANSFORMATION LAB:SEEING, CONNECTING TO, AND, DESIGNINGFOR OUR BEST POSSIBLE FUTURE
  • Imagining the impossible then – creating it We now have the possibility to truly transform our world, to be more resilient, to be more relevant to us both personally and collectively, socially cohesive, sustainable, economically vibrant and humane, through the tools, capabilities, language and processes at our fingertips.| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Designing fortransformationis based upon7 years ofresearchFrom, healthcare, education,car manufacturing, R&D,banking, venture funding,legal frameworks, NGO’s,a city and even the largestorganic diary herd in Britain.Each one of theorganisations that we havestudied have met the criteriaof the six principles of NSL. View slide
  • These are some of the organisations we haveworked with, studied, and, talked to | www.no-straight-lines.com | making sense of our non-linear world | 2011 | View slide
  • Many of these organisations faced a design challenge.A problematical, if not down right tricksy problem. Thateven the number crunchers struggled with in howthey dealt with complex, ‘I cant sleep at night’ problems! | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • but they all asked this question…How do we find thebest possible solutionto this challengingproblem? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for POVERTYHow do we enable 2bn + peoplein poverty to increase theirearnings from $2 to $4 a day byusing mobile communicationstechnology? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for FARMINGHow do we remove the acutevolatility and therefore risk ofrunning large scale farms bythinking about the problem asa systems challenge? And byworking with nature. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for BUSINESSHow do we discover a newsustaining business model?By enabling our customers toconstantly co-create the futureof our company, meaning weco-create better products, services,and increase revenues. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for HEALTHCAREHow do we create a service tobetter manage people’s chronichealth care? Reducing; wrongdiagnosis, over prescription ofdrugs, clogging up hospitals andspecialist time. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for VENTURE FUNDINGHow do we create the nextSilicon Valley not as a place but asa platform? That would igniteentrepreneurship and unleashinnovation at an internationalscale? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for UK POVERTYHow do we get 10% of UK’spopulation (6m+) who do not haveany access to credit or a bankaccount access to a bank designedfor them? Meaning no moreloansharking, criminal rates ofinterest, locking 6m into poverty. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’ for organisationsHow do we build new operationalcapability, and commercial viabilityby thinking about the organisationas a platform, existing within aneco-system? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • The ‘WHAT’S NEXT’…How do we design better forsocieties, organisations, andcommerce – all at the same time? Social Organisation NEW Economic | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 |Each of these addressed their respective challenges through someor all of the above six characteristics: they embraced ambiguity, theylearned the rules of adaptiveness, they used participatory culturesand tools, they became literate in openness, they understoodcraftsmanship, they designed for transformation…
  • Accept the uncertainties of an ambiguous world and become master of them. In many ways ambiguity is the output of our current trilemma, but for that very reason it must also be a defining principle. When we individually and collectively live in an age of uncertainty, we must all become masters of managing uncertainty. As individuals or organisations we need to demonstrate the ability to face the future openly; we have to replace fear of the unknown with curiosity. To seek new patterns that make sense even if they challenge pre-conceived ideas, positions and ways of doing things.they embracedAmbiguity | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 | Adaptiveness is the key quality needed to craft thenew non-linear society and requires a new literacy and a cross disciplinary approach. We must always be prepared to adapt, to upgrade constantly and understand that to be agile is a key survival principle. This ability to upgrade constantly in hardware, software, organisational structures, business models is required at least for the time being. The crafted organisation is therefore constantly creating, collaborating, critiquing, communicating, it is agile. Altogether this is a cognitive action at a group and social level; it is a learning culture, where the default setting is open rather than closed.they learned the rules ofAdaptiveness | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Openness is resilience. The concept of being open facilitates a new organisational,social and commercial capability. And it plays a key role in helping participatorycultures to function properly, as part of a new operating system where mutuality andthe sharing of knowledge, information, data and resources can accelerate innovationand redistribute wealth and provide for a better world. It is inclusive by design, and itsby-product is organisational and social cohesion. In designing for a more sustainableworld, we must seek mutual gain and mutual benefit.they were literate withOpenness | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 | The cultures the non-linear society seeks to nurture and the tools it uses to do so must be participatory. If we start to think about how our world is being redefined by social everything, then we should begin a critical enquiry into participatory cultures. Not only is there is a body of research that suggests potential benefits of participatory culture, including opportunities for peer-to-peer learning, a changed attitude towards intellectual property, the diversifi- cation of cultural expression, the development of skills valued in the modern workplace and a more empowered conception of citizenshipthey skillfully usedParticipatory cultures& tools
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 | The almost forgotten art of craftsmanship, is defined by the craftsman being more than a good technician, the craftsman uses his tools for the collective good. So the Craftsman questions what it is he makes. He possess the ability to constantly work in beta – his mind open to the new, new ideas, techniques, tools and ways of doingthings. His curiosity enables him to assess, reassess, refine and perfect technique into intuitive knowledge and action by bringing two unlikes into close adjancy and recognising a new pattern or possibility – and that is a true act of creation. they understood Craftsmanship | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Designing for transformation, in crafting an epic solution seek epic wins. Faced with the trilemma of our current age and the wicked problems that have presented themselves, No Straight Lines has shown individuals, groups, Amazon rain forest tribes, communities, companies, cities, schools, hospitals having demonstrated an approach coined from the language of gaming – they seek epic wins. They seek transformational answers to intractable problems; they are not satisfied with traditional orthodoxies and the limitations they put upon us. Seeking Epic Wins is not about grandiose posturing but seeking real answers to those inherently wicked problems. And, having the vision, the courage and the conviction to seek and implement lasting change.they designed for transformationEpic | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Embracing ambiguityNSL MODELFORTRANSFORATIONDesigning for the ‘Human OS’ Learning to be adaptive The almost forgotten art of Craftsmanship dynamic resonant system Participatory cultures and tools Openness is resilience | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 | Therefore we need to shift how we see and interpret the world so that we see, connect to and create our best possible future instead of continuing to operate from the experience of the past.
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 |We respectfully expect you to be active participants,and in that process you will:[1] Learn about new tools, processes and language[2] Learn how others have used those to solve complex, social, economicand organisational problems[3] Apply that insight to challenge your own world view and to be ableto rethink and approach wicked problems to design for human centeredtransformation.The Benefit: you will leave with a clearer understanding ofof how you can address the challenges that you are facing - thechallenge being finding the epic solution/win
  • AgendaThe Transformation LAB will run over 2 days. The morning session of the firstday will be spent moving through the 6 principles of NSL. Ambiguity Adaptiveness Openness Particiaptory Craftsmanship Epic cultures & (Designing for tools transformation)We will explain their importance, and use realstories of how other organisations have beenable to use these principles to face difficult/challenging situations and use them to designfor transformation. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Then we get a much needed break with lunch| www.no-straight-lines.com | making sense of our non-linear world | 2011 || www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • In the afternoon we invite you to cross over into thinkingabout how those principles, stories, ways of acting arechallenges and are also opportunities. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • You will divide into groups and we will present you with a series ofsearching questions and challenges around the six principles – you willcover all 6.We want you to explore collectively how these 6 principles, the stories,the ways in which some organisations have become stuck in ambiguityunable to design for transformation, whereas others have been able tothrive in a non-linear world – relate to you and your organisation. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Then each groupfeedsback to thewhole group.Moving throughthe six principles.It will revealmuch about yourorganisation aswell as showingyourselves howthese sixprinciples couldhelp you designfor transformation
  • to a new pathway to your best possible future.| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Harvesting our collective discussion Organisation Social We will look at this harvest through a social /http://www.flickr.com/photos/chiotsrun/4951342385/ organisational / economicPublished under a Creative Commons Licence lens Economic | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Day 2: 9.00 – 13.00 Epic: Designing for transformation 1 We look to synthesise our knowledge, and understanding 2 Introduction Check of a wicked SolutionWalk in Check in circle problem building 3 S out circle Walk out 4 The solution must be Personal Personal Description Lets start to transformational and group and group Of the build up It must be discussion discussion problem. solutions on the which 5 sustainable It must be human on the previous previous Why is it explore centered session session disruptive? alternative What is its narratives as We believe it will cause? opportunities work as our knowledge tells What are Inputting the us it will we trying knowledge to solve? from the 6 principles | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • What should your experience be like?[1] You will learn by doing, you will understand by sharing[2] You will be challenged individually and collectively[3] You will learn to get comfortable in the uncomfortable zone[4] You will learn to become curious and explore new ways of thinking andacting in the world[5] You will understand that seeking epic wins is not an impossible dream,but practical and realistic [3] Adaptiveness | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • Great I am – We are in. So how do we get started?We invite you to get in touch if you would like to discuss a TRANSFORMATION LABsession, because as we know every great relationship starts with a conversation rather thana menu. We can then talk about your wicked problem, we can discuss where would bean appropriate place to come together, we can talk about the stuff that canmake this be a truly transformational experience and then we can talkcommercial sense. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • What we want from youWe are not looking for those that want to ‘play’ at the innovation game, tick thebox, and get back to ‘bizness as usual’. We want truly committed participants thatwant to work out ‘how we can’ rather than talking about ‘why we cant.’So if you; ‘want’, ‘desire’, and ‘demand’ transformation then we would loveto hear from you. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  • | www.no-straight-lines.com | making sense of our non-linear world | 2011 |We can run days for up to 20 people
  • Want to thrive in a non-linear world? Link: http://www.flickr.com/photos/garryknight/4945365870/ Published under a CC license: Attribution: With A Laptop By A Wall – Garry KnightGive us a sign either by phone, mail, tweetor use the web booking form.Phone: +44 (0)7768 364 538email: info@smlxtralarge.comtwitter: alansmlxlweb: no-straight-lines.com/induction-days/# | www.no-straight-lines.com | making sense of our non-linear world | 2011 |