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Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
Leading and Managing Through the Design of Environments
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Leading and Managing Through the Design of Environments

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These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity …

These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility.

Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management.

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  • 1. Copyright © 2013 Big Visible Solutions Leading Through Environment Design Michael Hamman, Principal Agile Consultant (mhamman@bigvisible.com) George Schlitz, Principal, Founder (gschlitz@bigvisible.com)
  • 2. Copyright © 2013 Big Visible Solutions If  you    want  to    build  a  ship,    don't  drum  up   the  people  to  gather  wood,  divide  the  work,   and  give  orders.  Instead,  teach  them  to  yearn   for  the    vast  and  endless  sea.   -­‐-­‐Antoine  De  Saint-­‐Exupery,     Author  of  The  Li'le  Prince   2  
  • 3. Copyright © 2013 Big Visible Solutions 3   Brief Recap of Last Webinar…..
  • 4. Copyright © 2013 Big Visible Solutions Broader  OrganizaGon  Capability   Last  Webinar….   4   Time Performance TEAM FOCUS
  • 5. Copyright © 2013 Big Visible Solutions A  HolisGc  View  of  the  OrganizaGon   5   •  Leadership and management styles and beliefs about what constitutes effective leadership and management •  Structures, processes and systems by which work gets done and is organized •  Collective beliefs, perspectives and habits by which people make sense of things •  Product Management/Strategy •  Lean, continuous planning •  Product Development/Delivery •  Multiple Team/Programs •  Kanban •  Scrum •  Automated Testing •  TDD, CI, BDD •  User Stories, Estimation
  • 6. Copyright © 2013 Big Visible Solutions A  HolisGc  View  of  the  OrganizaGon   6   •  Leadership and management styles and beliefs about what constitutes effective leadership and management •  Structures, processes and systems by which work gets done and is organized •  Collective beliefs, perspectives and habits by which people make sense of things •  Product Management/Strategy •  Lean, continuous planning •  Product Development/Delivery •  Multiple Team/Programs •  Kanban •  Scrum •  Automated Testing •  TDD, CI, BDD •  User Stories, Estimation Most Agile Implementations Focus Here
  • 7. Copyright © 2013 Big Visible Solutions Last  Webinar….   7   •  Leadership and management styles and beliefs about what constitutes effective leadership and management •  Structures, processes and systems by which work gets done and is organized •  Collective beliefs, perspectives and habits by which people make sense of things •  Product Management/Strategy •  Lean, continuous planning •  Product Development/Delivery •  Multiple Team/Programs •  Kanban •  Scrum •  Automated Testing •  TDD, CI, BDD •  User Stories, Estimation Most Agile Implementations Focus Here Focus Across All Five for Sustainable Organizational Agility
  • 8. Copyright © 2013 Big Visible Solutions Broader  OrganizaGon  Capability   Last  Webinar….   8   Time Performance
  • 9. Copyright © 2013 Big Visible Solutions From  DIRECTING   #  3:  Shifting  The  Paradigm…   Telling Motivating Incenting Coordinating Last  Webinar….   LEADING…….
  • 10. Copyright © 2013 Big Visible Solutions #  3:  Shifting  The  Paradigm…   To  CATALYZING   Sources: Leadership Agility, Bill Joiner and Stephen Josephs; Action Inquiry, William Torbert et. al. Visioning Facilitative Empowering and Enabling Seeing the Larger Context Last  Webinar….   LEADING…….
  • 11. Copyright © 2013 Big Visible Solutions 11 Designing Environments: A Foundational Practice of Catalytic Leadership Last  Webinar….  
  • 12. Copyright © 2013 Big Visible Solutions 12   What is ‘Environment Design’? Why ‘Environment Design’? The Principles of Environment Design Four Practices of Environment Design Start   End   Today’s  Webinar:  Deeper  Dive  Into   Environment  Design  
  • 13. Copyright © 2013 Big Visible Solutions 13   Managing  By  Trying  to  Change  People’s  Behavior   Direct, incentivize, Tell, motivate
  • 14. Copyright © 2013 Big Visible Solutions 14   Managing  By  Altering  How  World  Occurs  For  People*   * Steve Zaffron, Dave Logan, The Three Laws of Performance 2009
  • 15. Copyright © 2013 Big Visible Solutions 15   Managing  Through  the  Design  of  Environments  
  • 16. Copyright © 2013 Big Visible Solutions Environments  are   •  Physical   •  Social   •  AestheGc   •  Intellectual   •  EmoGonal   •  Technological   16  
  • 17. Copyright © 2013 Big Visible Solutions Design  is   •  Sense-­‐and-­‐Respond   •  Experimental   •  Acute  Sensing   •  Tight  Feedback   •  HolisGc   17   •  AestheGc  
  • 18. Copyright © 2013 Big Visible Solutions “Design  is  a  baale  between  losing  the  dream   but  naming  the  thing,  and  losing  the  name   while  keeping  the  dream  that  sGrs  others  to   make  the  dream  happen”   -­‐-­‐  Karl  Weick   18  
  • 19. Copyright © 2013 Big Visible Solutions 19   Why Environment Design?
  • 20. Copyright © 2013 Big Visible Solutions Why  the  Term  ‘Environment  Design’   20   •  Thomas Leonard, Coach Training •  The Portable Coach •  Systems Thinking 10 years ago – started to bring this approach into my coaching work with large companies
  • 21. Copyright © 2013 Big Visible Solutions Why  the  Term  ‘Environment  Design’   21   •  New agile teams got up to speed faster •  Managers were better able to manage appropriately •  Organizational challenges came to be easier to resolve •  People self-organized around creating (and asking for) what they needed to facilitate desirable agile change.
  • 22. Copyright © 2013 Big Visible Solutions 22   A  Systems  Thinking  View  of  OrganizaGons   SIMPLE Cause->Effect Cause-Effect Relations well-understood Do X and you’ll ALWAYS get Y Standard operating procedures: best practices Example: Call Center SENSE-CATEGORIZE-RESPOND COMPLICATED Cause-------------------------->Effect Cause-Effect Relations still linear, but much harder to find Requires high degree of expertise Example: Building a Ferrari engine SENSE-ANALYZE-RESPOND COMPLEX Cause<->Effect Cause-Effect Relations are mutual Do X one time, get X; but next time, you might get T You can only know something after the fact Therefore, an experimental approach is better Example: Product Development; most management and organizational situations TRY-SENSE-RESPOND CHAOS Cause -??-Effect Cause-Effect Relations are unknown No way to discern what’s happening Best approach: act decisively to try to move the system into one of the other quadrants (e.g. Complex) Example: 9-11 ACT-SENSE-RESPOND Based on David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007 Where most management situations live
  • 23. Copyright © 2013 Big Visible Solutions Managing  for  Change  in  a  Complex  System   Since   1.  We  can  only  see  things  in  retrospect   2.  Complex  organizaGons  are  whole  systems   3.  Complex  organizaGons  are  complex  networks   23   Therefore   1.  We  need  to  take  a  Try-­‐Sense-­‐Respond  approach   2.  We  need  to  be  able  to  engage  the  whole  system   3.  We  need  to  help  people  see  and  align  with  the   bigger  picture  we  are  trying  to  create  
  • 24. Copyright © 2013 Big Visible Solutions 24   Managing  for  Change  in  a  Complex  System  Is   About  Building  InsGtuGonal  Capability  
  • 25. Copyright © 2013 Big Visible Solutions 25   OrganizaGon   Structures   OrganizaGon   Culture   Leadership   Styles   InsGtuGons  Are  Comprised  Of  Three  Domains  
  • 26. Copyright © 2013 Big Visible Solutions 26   The  organizaGonal   structures,  rules  and   policies  which  facilitate   how  work  gets  done  and   how  results  get  produced.   InsGtuGons  Are  Comprised  Of  Three  Domains  
  • 27. Copyright © 2013 Big Visible Solutions 27   CollecGvely  held  beliefs,   values  and  assumpGons   which  determine  how   people  think  and  how  they   behave.   InsGtuGons  Are  Comprised  Of  Three  Domains  
  • 28. Copyright © 2013 Big Visible Solutions 28   How  leaders  and  managers   lead,  inspire,  direct  and   moGvate  others.   InsGtuGons  Are  Comprised  Of  Three  Domains  
  • 29. Copyright © 2013 Big Visible Solutions 29   By  building  insGtuGonal  capability  we  are   effecGvely  crahing  the  environment  in  which   people  live  and  work.  
  • 30. Copyright © 2013 Big Visible Solutions But,  why  the  Term  ‘Environment  Design’   30  
  • 31. Copyright © 2013 Big Visible Solutions A  Simple  Example:   We  Reflect  On  and   Improve  How  we   Work  through   RetrospecGves   31   Photo provided under Creative Commons by Improve IT
  • 32. Copyright © 2013 Big Visible Solutions 32   OrganizaGon   Structures   OrganizaGon   Culture   Leadership   Styles   Using  Our  Earlier  Lens…  
  • 33. Copyright © 2013 Big Visible Solutions 33   OrganizaGon   Culture   Leadership  Style   •  Leaders  publicly  reflect  on  their  own   successes  and  failures  –  and  improving   •  Leaders  demonstrate  acGve  learning   •  It  is  safe  to  admit  failures   •  There  is  a  constant  drive  for   improvement   OrganizaGon   Structures   •  Structures  support  people  gathering   to  reflect   •  Team  spaces   •  CollaboraGve  technology  
  • 34. Copyright © 2013 Big Visible Solutions 34   •  Leaders  and  managers  hypothesize   capabiliGes  which  are  likely  to  lead  to  the   realizaGon  of  declared  insGtuGonal   outcomes  and  goals.  
  • 35. Copyright © 2013 Big Visible Solutions For  Example   35   Outmaneuver  the   compeGGon  by  implemenGng   high-­‐value  product  features   faster  than  they  do   Goal   We  are  able  to  experiment   with  new  product  ideas,   quickly  idenGfying  what  is   worth  invesGng  in  and  what   is  not   Capability   •  Leaders  support  experimentaGon  <L>   •  Fast  failures  are  celebrated  <C>   •  Org  structures  facilitate   experimentaGon  <S>   •  Lean  startup  vocabulary  is  used  <C>   Environment   Design  
  • 36. Copyright © 2013 Big Visible Solutions 36   Practices of Environment Design
  • 37. Copyright © 2013 Big Visible Solutions 37   Empower/Enable ‘Champions’ TackletheBig Elephants Improving Org’l Conditions Orient Shared Vision PracGces  of  Environment  Design   ENVIRONMENT
  • 38. Copyright © 2013 Big Visible Solutions 38 Committed Wants it, will make it happen, creating/changing “laws” Greater  Level  of  Engagement   Source: “The Fifth Discipline” Senge Commitment  Levels…   Compliant Sees benefits in general. Does what’s expected, bare minimum Noncompliant Does not see benefits, does not do it The  Need  for  Engaged  Employees  
  • 39. Copyright © 2013 Big Visible Solutions 39   OrienGng  Shared  Vision   The Laminated Vision Statement
  • 40. Copyright © 2013 Big Visible Solutions Is  Declaring  a  Vision  Enough?   The  problem  is,  with  so  many  concerns  and   commitments…   …  it’s  hard  for  people  to  connect  in  a  meaningful   way  with  abstract  vision  statements  
  • 41. Copyright © 2013 Big Visible Solutions Is  Declaring  a  Vision  Enough?   Declare  vision,   Champion.   People  become   weighed  down  by   exisGng   organizaGonal   rules,  structures,   and  beliefs...  
  • 42. Copyright © 2013 Big Visible Solutions Rather  Than  Promoting  a   Declared  Vision     Agile  Leaders  Orient  Associates   Around  a  Shared  Vision   Therefore…  
  • 43. Copyright © 2013 Big Visible Solutions When  people  are   invited  to  parGcipate   in  the  creaGon  of  a   vision…   they  come  to  own   that  vision.  
  • 44. Copyright © 2013 Big Visible Solutions Venues  for  OrienGng  Shared  Vision   Brownbags Pizzas Town hall meetings Informal 1-on-1s
  • 45. Copyright © 2013 Big Visible Solutions IdenGfy  and  Empower/Enable  Champions  
  • 46. Copyright © 2013 Big Visible Solutions IdenGfy  and  Empower/Enable  Champions  
  • 47. Copyright © 2013 Big Visible Solutions Thinking through.. Ongoingly  Improve  OrganizaGonal  CondiGons   Agile   Teams   Blocks, impediments, bad behaviors, inefficiencies Management   Team   How  might  our  thinking   and  leadership  styles  be   impeding  the  capacity  for   effecGve  agile  delivery,   product  development,   and  organizaGonal   agility?   What  assumpGons,  collecGvely   held  beliefs,  or  percepGons  of  our   values  are  blocking  our  ability  to   imagine  new  ways  of  working?   What  org.  structures,  rules,  or  policies,   which  once  may  have  been  needed,   have  now  become  boKlenecks  to   effecGve  agile  delivery?  
  • 48. Copyright © 2013 Big Visible Solutions Ongoingly  Improve  OrganizaGonal  CondiGons   ORGANIZATIONAL ENVIRONMENT Agile   Teams   Blocks, impediments, bad behaviors, inefficiencies Management   Team   Agile  Leadership  Principles   How  are  management  and   leadership  styles  impeding   the  capacity  for  self-­‐ organizaGon  and  distributed   ownership?   What  assumpGons,   collecGvely  held  beliefs,  or   percepGons  of  our  values  are   blocking  our  ability  to   imagine  new  ways  of   working?   What  org.  structures,  rules,  or   policies,  which  once  may  have   been  needed,  have  now   become  boKlenecks  to  effecGve   agile  delivery?   Tactical : solve immediate problems Strategic: Craft and build upon longer term goals and directions Transformational: Alter aspects of the environment to help people improve themselves
  • 49. Copyright © 2013 Big Visible Solutions Tackle  the  Big  Elephants  
  • 50. Copyright © 2013 Big Visible Solutions Next: Transformation Beyond Agile Teams, Part III
  • 51. Copyright © 2013 Big Visible Solutions THANK YOU!!

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