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Todd Wilson Presentation

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Todd Wilson Presentation AgileCamp Dallas 2015

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Todd Wilson Presentation

  1. 1. Mindful Agile Transformation Framework Todd Wilson todd@mindfulATF.com (702) 290-5210
  2. 2. What is Mindful ATF An adaptive organizational development framework that bridges agility and organizational development empowering leaders to drive sustainable change. Evolutionary
  3. 3. How Mindful ATF Works Explains and Exposes Environment & Phenomenon Rather Than Simplify and Reducing Complexity
  4. 4. Today’s Intention Introduction to missing components necessary for a sustainable agile transformation. Sneak Peak
  5. 5. Synthesis of Mindful ATF • Thought Leadership • Mindfulness • Clearing • Upsets • Adaptive • Perspectives • Socialization • Agility • Maturity Continuums • Phenomenology • Ontology • Leadership • Consciousness • Neroscience • Cognition • Cynefin (Kanevin) • Psychology • Spiral Dynamics • Finite & Infinite • Presencing • Emotional Intelligence • Distinctions • Change & OD
  6. 6. The Need Complexity of Organizations LEADING CAUSES OF FAILED AGILE PROJECTS SURVEY “In cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%” (Version One 9th Annual State of Agile Survey)COMPLICATED / COMPLEX SURVEY Complicated: Stratified Reductionism, highly efficient predictable and repeatable processes at scale (Fredric Taylor, Scientific Management) Complex: System approach, high dependencies, less predictable, speed to resolution (McCrystal, Team of Teams) CULTURE The behaviors and beliefs characteristic of a particular social, ethnic, or age group:
  7. 7. What is changing? • People • Process • Structure • Strategy • Reward Star Change Model (http://www.jaygalbraith.com/images/pdfs/StarModel.pdf) People Environment Leadership Practices Performance Structure Processes Culture
  8. 8. Institutionalizing Change John Kotter 1. Create Urgency 2. Build Guiding Coalition 3. Form Vision 4. Raise an Army 5. Enable Army 6. Generate Short Term Wins 7. Sustain Acceleration 8. Institutionalize the Change (succession) www.kotterinternational.com
  9. 9. Who is responsible? Executives Sr Leadership Managers Team Members Executive Team Guiding Coalition Thought Leadership Team Membership Network Node & Fail Over
  10. 10. Executive Team • Create Urgency • Build Guiding Coalition • Form Vision • Raise an Army Continuum Workshop Exposes maturity continuums Defines the guiding coalition Develops a transformation vision Empowers the coalition Reveal the System
  11. 11. Maturity Continuums Leadership TransformationalTransactional Command & Control Adaptive Principles & Practices Process & Reductionist Idealized influence attributed to charisma, idealized influence behavior attributed to beliefs and values, inspirational motivation, intellectual stimulation, individualized consideration Contingent rewards, management-by- exception passive, management-by- exception
  12. 12. Human Development Continuum (Don Edward Beck, Spiral Dynamics)
  13. 13. Transformation Vision ptive unlike HR Programs of the past Mindful ATF bridges agility,
  14. 14. Guiding Coalition Enable the army Generate short term wins Sustain Acceleration Institutionalize Change • Seek out opportunity for agile adoption and transformation • Prioritize agile adoption efforts • Provide resources for areas of opportunity • Create goals for adoption efforts (% of agile teams etc) • Remove program and portfolio level impediments WHAT HOW
  15. 15. Thought Leaders Enable the army Sustain Acceleration Institutionalize Change WHAT HOW • Create possibilities within the areas of opportunity • Distinguish environmental phenomenon enabling mindful and tactical interventions • Shape environment enabling acceleration of teams • Prioritize interventions
  16. 16. How it works together Building Thought Leaders Building Executive Team Building Guiding Coalitions
  17. 17. Know your Self • Multiple Mind • Multiple Perspectives • Find Authentic Self Values System Perspectives Bias & Judgement Cognitive Dissonance Presencing Breakthrough Val Mary Mike “Most fun doing the most amount of work” “2 x 120” “I stand for the success of others”
  18. 18. Know your Work • Find Authentic Work • Socialize to Current Work (as needed) Authentic Self Distinctions Judgement (Free) Cynicism (Free) Let Go Breakthrough Cause in the Matter Contribution Compassion Stand for Others Success All Possibilites Nothing hidden, no distance Fix systems not people Open Mind Open Heart Open Will Mike: 1st vs 2nd Harmony is hard Melody is easy
  19. 19. Understand Contextual Phenomenon • Environment • Leadership • Motivations • Performance • Mindset • Value Systems & Culture Distinction Inquire InsightBreakthrough Socialize Institutionalize Cause in the Matter Contribution Compassion Stand for Others Success All Possibilites Nothing hidden, no distance Fix systems not people
  20. 20. Beliefs & Fallacy Logic • Default Mode is to arrive at beliefs (emotional) • Our brains reward us (dopamine) • Brains have several levels, primitive and evolved • The frontal lobe of the neocortex is the most recently evolved • The brain stem is most primitive (breathing, balance) Maslow’s Hierarchy of Needs Satisfy the most primitive needs first • Most of our thinking is subconscious thinking • Beliefs live in the subconscious brain
  21. 21. Changing Belief • People find it difficult to change long held beliefs • Mindful ATF substitutes new dopamine hits for old beliefs Authentic Self Distinctions Judgement (Free) Cynicism (Free) Let Go Breakthrough Cause in the Matter Contribution Compassion Stand for Others Success All Possibilites Nothing hidden, no distance Fix systems not people Open Mind Open Heart Open Will Motivation location
  22. 22. Needs & Motivations • Control (we are not victims of the universe • Simplicity (as means of control) • Stereotypes (boil things down) • There Meaning for our lives (superstition) • Big effects must have big causes (JFK or 911) • Ego (adaptive - occurring world is shaped by ego) • Avoid social embarrassment (avoid inconsistency) • Resist admitting error (threats ego)
  23. 23. Cognitive Dissonance • Holding two conflicting beliefs at the same time • Avoid it through compartmentalizing • Update both or one belief (rationalize belief)
  24. 24. Seek Reason not Rationalization • Rationalization: Having an outcome and finding support for that outcome • Reason: having data that develops an outcome We fool ourselves with rationalization!!!
  25. 25. Deceiving the Brain • Senses are constructed • Perceptions are not passive they are reconstructed We see what’s not there We draw connections Patter Recognition Confabulation- fills in blanks
  26. 26. Expose Perceptions • We are biased by our perceptions. To have an open mind Mindful ATF expose perceptions • Language as Filters • Knowing what filters to remove…accelerates consciousness • Build new filters
  27. 27. Building New Filters Practices build cognitive ability Authentic Self Distinctions Judgement (Free) Cynicism (Free) Let Go Breakthrough Cause in the Matter Contribution Compassion Stand for Others Success All Possibilites Nothing hidden, no distance Fix systems not people Open Mind Open Heart Open Will
  28. 28. Removing The Unnecessary Listening Screens Clearing Cognitive Dissonance Preventing Upsets Seek to understand Rather to be understood
  29. 29. Shaping Occurring World • Once Self is known then effectively shaping the system is possible • Ontological self is adaptive and can sculpt Occurring world for others • Knowing what to take away…
  30. 30. Expose the World People Mindset Consciousness Values Listening Environment Culture Expectations Leadership Socialization Phenomenon Interventions Environment Leadership Motivation Performance Mindset Culture … Knowledge Process Practices Principles Composition Structure … ConcretePlan Envision Goals, Objectives, Measures
  31. 31. Cynefin (Kanevin) Model by Dave Snowden "Cynefin" is the state of being influenced by multiple pasts of which we can only be partly aware: cultural, religious, geographic, tribal, etc. “It describes that relationship: the place of your birth and of your upbringing, the environment in which you live and to which you are naturally acclimatised.”Default Decision
  32. 32. Sense making not Categorization Decision Model • Obvious - relationship between cause and effect is obvious to all, the approach is to Sense - Categorize - Respond and we can apply best practice. • Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice. • Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice. • Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
  33. 33. Mindfulness 1. The quality or state of being conscious or aware of something. 2. A mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and accepting one's feelings, thoughts, and bodily sensations, used as a therapeutic technique.
  34. 34. Mindfulness Practices • Exposing Distinctions • Establishing Axioms (self-evidently true.) • Presencing (Theory U)
  35. 35. Educate Yourself Learning - is finite Education is infinite Thank you, todd@mindfulATF.com (702) 290-5210

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