0
Changing How We
Think About and Lead Change

20th C. Push Economy => 21st C. Pull Economy
John Seely Brown
Visiting Schola...
Our Context
18th, 19th, 20th C
infrastructure
50 yrs

The era(s) of
relative stability

Skills lasted a lifetime
Career paths were cle...
then
The Big Shift Happened
21st C infrastructure: no stability in sight
driven by continual exponential
advances in computation

18th, 19th, 20th C
i...
In a world of increasingly rapid change,
the half life of a given stock or skill is
constantly shrinking.

Stocks =====> F...
An epistemological shift
“Knowledge is no longer that
which is contained in space, but
that which passes through it, like
...
A Belief

The challenges we face
are both fundamental and substantial.
We have moved from
an era of equilibrium to
a new n...
But

we have gone thru dis-continuties before.
Yeah but not easily. Why is change
so hard and will this time be
even harde...
The Competency Trap
works against change!
to produce a
product family

to see new patterns
time

but what blocks one
from ...
An Example of a Competency Trap
Glenalvon - 1880s

Clipper Ships
France ll
Preussen
Thomas W. Lawson

Competency traps Reigns Supreme
The Great Challenge
• changing

{

one’s own
an institution’s

} beliefs
brick wall

to create action
Egads, I am not an expert on
change. I just stumble along.
Bear with me. First some personal
examples and then some more
g...
Designing Evocative Experiences
- beyond the cognitive
• engagement
• participation
• emotion
• gut
What! … I thought
logi...
When User Hits Machine –
changing the corporate Xerox mindset

listening to the dialogue
Never underestimate the power of ...
Fine – jsb but how did you
bring about systemic change
inside your own organization?

And systemic change was needed
and w...
Skills, Social Practices & Needed Services
evolve around new technologies
18th, 19th, 20th C
infrastructure

21st C infras...
Getting PARC researchers to embrace change.

But I am my specialty, I can’t change.
What??? Don’t you know
we are the best!! Why do
WE need to change?
Cool – but how do
you know you are
still the best?
And can’t you be
even better??
some small steps – but no brilliant moves
i) Became a meta research project – what would
constitute truly legitimate measu...
some small steps – but no brilliant moves
i) Became a meta research project – what would
constitute truly legitimate measu...
some small steps – but no brilliant moves
i) Became a meta research project – what would
constitute truly legitimate measu...
some small steps – but no brilliant moves
i) Became a meta research project – what would
constitute truly legitimate measu...
But how do you get folks from
different disciplines and different locations
to work toward each other toward
new ways of w...
Authorized and Emergent Practices
Authorized

Emergent

the structure
around the work
of organizations

the structure
with...
Warning – the following will seem
simple and perhaps weird.
A wired coffee pot
Fostering and capturing brainstorming

Copying from wall to web
Connecting the commons
with wide band video
over the internet

nyc

San Francisco
Jack Hidary
“How often do you get out of your comfort zone?”
And how can you do this effectively?
Breaking out of Epistemic Silos:
exploring the white space in truly
socio-technical, multi-disciplinary ways
PAIR: PARC ARTIST IN RESIDENCE PROGRAM

Rich Gold

Technologies of Imagination

Pairing Artists and Scientists, One on One...
The Big Picture
The Rhythm of Change

Quy Nguyen Huy & Henry Mintzberg

“change has to be managed with a
profound appreciation of stabilit...
Change 1.0
“Because dramatic change alone
can be just drama, systematic
change by itself can be deadening,
and organic change without...
The Bigger Picture
Change 2.0
A Guiding Example
20th Century Focus:
State Craft
21st Century Need:
State Craft meets Street Craft
Or, perhaps,
rethinkin...
MINORITY REPORT
VISION
VISION IS ABOUT SIGHT,
PERCEPTION,
AND THE IMAGINATION
VISION
IT IS ABOUT
WORLD BUILDING
(THE FULL CONTEXT)
VISION
Change 2.0

META-NARRATIVE

MICRO-NARRATIVES
AP-J
VISION AND THE ROLE
OF META-NARRATIVE
COMPELLING
STRATEGICALLY AMBIGUOUS
POSITIVE +
ASPIRATIONAL

A key take away.
VISION
Change 2.0

META-NARRATIVE

MECHANISMS

MICRO-NARRATIVES
AP-J
VISION
Change 2.0

META-NARRATIVE

social networks

MECHANISMS

MICRO-NARRATIVES
AP-J
Change 2.0
Meta-NARRATIVE
world building

MECHANISMS
Transmedia

MICRO-NARRATIVES
AP-J
Change 2.0
Meta-NARRATIVE
world building
Harry Potter

social networks

Structural holes

MECHANISMS
Transmedia
World With...
Thank You
By
Ann Pendleton-Jullian
John Seely Brown

Change 2.0 sketches by Ann Pendleton- Jullian; other sketches by Susa...
Thank You
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John Seeley Brown's deck changing how we think about and lead change

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John Seely Brown warns us about the competency trap—because we are experts in what we know, when we confront problems, we do more of what we know how to do, rather than look to the larger context.

He challengs us to design evocative experiences beyond the cognitive: narratives, not logic, reign supreme.

He exhorted us to encourage emergent practices around authorized ones.

And he suggests that we do this in a certain rhythm that balances the dramatic with the systematic, by conceiving of a vision that is compelling, strategically ambiguous, positive, and aspirational.

Source: http://www.arl.org/about/arl-strategic-thinking-and-design

Published in: Technology, Business
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  • Terrific presentation. I thoroughly enjoyed it. It has pizzazz. Talking about something as stressful as change shouldn't be this much fun, should it? Highly recommend watching this presentation
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  • Fantastic presentation, Fred, as it visually shows the disruption we encounter by the rapidity of change. Surely, the presentation opens new windows of looking at change. This is a change from the way we discuss change.
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Transcript of "John Seeley Brown's deck changing how we think about and lead change"

  1. 1. Changing How We Think About and Lead Change 20th C. Push Economy => 21st C. Pull Economy John Seely Brown Visiting Scholar University of Southern California ARL Fall Forum, October 12, 2012
  2. 2. Our Context
  3. 3. 18th, 19th, 20th C infrastructure 50 yrs The era(s) of relative stability Skills lasted a lifetime Career paths were clear S-curve stable over decades. Institutional architectures lasted for ever. S-curve
  4. 4. then The Big Shift Happened
  5. 5. 21st C infrastructure: no stability in sight driven by continual exponential advances in computation 18th, 19th, 20th C infrastructure 50 yrs S-curve S-curve stable over decades.
  6. 6. In a world of increasingly rapid change, the half life of a given stock or skill is constantly shrinking. Stocks =====> Flows protecting/delivering authoritative knowledge assets canons/genres relatively fixed participating in knowledge flows genres fluid: transmedia, participatory culture world building
  7. 7. An epistemological shift “Knowledge is no longer that which is contained in space, but that which passes through it, like a series of vectors, each having direction and duration yet without precise location or limit. Carla Hesse: In the future, it seems, there will be no fixed canons of texts and no fixed epistemological boundaries between disciplines, only paths of inquiry, modes of integration, and moments of encounter.”
  8. 8. A Belief The challenges we face are both fundamental and substantial. We have moved from an era of equilibrium to a new normalan era of constant dis-equilibrium. Our ways of working, ways of creating value & ways of innovating must be reframed.
  9. 9. But we have gone thru dis-continuties before. Yeah but not easily. Why is change so hard and will this time be even harder.. Are we just too set in our ways, our mindsets??
  10. 10. The Competency Trap works against change! to produce a product family to see new patterns time but what blocks one from seeing new patterns?
  11. 11. An Example of a Competency Trap Glenalvon - 1880s Clipper Ships
  12. 12. France ll
  13. 13. Preussen
  14. 14. Thomas W. Lawson Competency traps Reigns Supreme
  15. 15. The Great Challenge • changing { one’s own an institution’s } beliefs brick wall to create action
  16. 16. Egads, I am not an expert on change. I just stumble along. Bear with me. First some personal examples and then some more general principles.
  17. 17. Designing Evocative Experiences - beyond the cognitive • engagement • participation • emotion • gut What! … I thought logic reigned supreme. No, no, narratives do.
  18. 18. When User Hits Machine – changing the corporate Xerox mindset listening to the dialogue Never underestimate the power of a narrative
  19. 19. Fine – jsb but how did you bring about systemic change inside your own organization? And systemic change was needed and will always be needed.
  20. 20. Skills, Social Practices & Needed Services evolve around new technologies 18th, 19th, 20th C infrastructure 21st C infrastructure 50 yrs S-curve S-curve rapid set of punctuated moves
  21. 21. Getting PARC researchers to embrace change. But I am my specialty, I can’t change.
  22. 22. What??? Don’t you know we are the best!! Why do WE need to change?
  23. 23. Cool – but how do you know you are still the best? And can’t you be even better??
  24. 24. some small steps – but no brilliant moves i) Became a meta research project – what would constitute truly legitimate measures of value created. ii) Started a year long process of key folks in the lab visiting labs that were doing new breakout research (nano-machines, in particular) iii) Asked all researchers giving talks to report back on what they personally learned. iv) Started an ambitious 50 person summer intern program where part of their job was to needle us our ‘old’ tools and methods.
  25. 25. some small steps – but no brilliant moves i) Became a meta research project – what would constitute truly legitimate measures of value created. ii) Started a year long process of key folks in the lab visiting labs that were doing new breakout research (nano-machines, in particular) iii) Asked all researchers giving talks to report back on what they personally learned. iv) Started an ambitious 50 person summer intern program where part of their job was to needle us our ‘old’ tools and methods.
  26. 26. some small steps – but no brilliant moves i) Became a meta research project – what would constitute truly legitimate measures of value created. ii) Started a year long process of key folks in the lab visiting labs that were doing new breakout research (nano-machines, in particular) iii) Asked all researchers giving talks to report back on what they personally learned. iv) Started an ambitious 50 person summer intern program where part of their job was to needle us our ‘old’ tools and methods.
  27. 27. some small steps – but no brilliant moves i) Became a meta research project – what would constitute truly legitimate measures of value created. ii) Started a year long process of key folks in the lab visiting labs that were doing new breakout research (nano-machines, in particular) iii) Asked all researchers giving talks to report back on what they personally learned. iv) Started an ambitious 50 person summer intern program where part of their job was to needle us our ‘old’ tools and methods.
  28. 28. But how do you get folks from different disciplines and different locations to work toward each other toward new ways of working.
  29. 29. Authorized and Emergent Practices Authorized Emergent the structure around the work of organizations the structure within the work of organizations Traditional IT supports the authorized Social software supports the emergent The social fabric supports knowledge sharing & meaning
  30. 30. Warning – the following will seem simple and perhaps weird.
  31. 31. A wired coffee pot
  32. 32. Fostering and capturing brainstorming Copying from wall to web
  33. 33. Connecting the commons with wide band video over the internet nyc San Francisco
  34. 34. Jack Hidary “How often do you get out of your comfort zone?” And how can you do this effectively?
  35. 35. Breaking out of Epistemic Silos: exploring the white space in truly socio-technical, multi-disciplinary ways
  36. 36. PAIR: PARC ARTIST IN RESIDENCE PROGRAM Rich Gold Technologies of Imagination Pairing Artists and Scientists, One on One, Using Technology as a Common Language.
  37. 37. The Big Picture
  38. 38. The Rhythm of Change Quy Nguyen Huy & Henry Mintzberg “change has to be managed with a profound appreciation of stability”
  39. 39. Change 1.0
  40. 40. “Because dramatic change alone can be just drama, systematic change by itself can be deadening, and organic change without the other two can be chaotic, they must be sequenced and paced over time, creating a rhythm of change. “
  41. 41. The Bigger Picture
  42. 42. Change 2.0
  43. 43. A Guiding Example 20th Century Focus: State Craft 21st Century Need: State Craft meets Street Craft Or, perhaps, rethinking of the academy.
  44. 44. MINORITY REPORT
  45. 45. VISION VISION IS ABOUT SIGHT, PERCEPTION, AND THE IMAGINATION
  46. 46. VISION IT IS ABOUT WORLD BUILDING (THE FULL CONTEXT)
  47. 47. VISION Change 2.0 META-NARRATIVE MICRO-NARRATIVES AP-J
  48. 48. VISION AND THE ROLE OF META-NARRATIVE COMPELLING STRATEGICALLY AMBIGUOUS POSITIVE + ASPIRATIONAL A key take away.
  49. 49. VISION Change 2.0 META-NARRATIVE MECHANISMS MICRO-NARRATIVES AP-J
  50. 50. VISION Change 2.0 META-NARRATIVE social networks MECHANISMS MICRO-NARRATIVES AP-J
  51. 51. Change 2.0 Meta-NARRATIVE world building MECHANISMS Transmedia MICRO-NARRATIVES AP-J
  52. 52. Change 2.0 Meta-NARRATIVE world building Harry Potter social networks Structural holes MECHANISMS Transmedia World Without Oil (ARG) MICRO-NARRATIVES AP-J
  53. 53. Thank You By Ann Pendleton-Jullian John Seely Brown Change 2.0 sketches by Ann Pendleton- Jullian; other sketches by Susan Haviland
  54. 54. Thank You
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