Rightshifting explained - Bob Marshal - Agile Israle 2013
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The document discusses various approaches to organizational change, referred to as "rightshifting." It describes 16 options for facilitating transitions, including using productive dialogue, studying workflow processes, implementing kanban or lean principles, adopting positive psychology techniques, coaching, building consensus, and using models like Theory of Constraints or Kotter's 8 steps of change. The overall guidance is for incremental change through empowering employees and focusing on continuous improvement.
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Rightshifting explained - Bob Marshal - Agile Israle 2013
- 1. Twitter: @flowchainsensei Practical Rightshifting Agile Israel Tel Aviv May 2013
- 2. Twitter: @flowchainsensei Bob Marshall @FlowchainSensei Head of Product Development Flow CPA Global
- 7. A Way of Living Your Life That most people don't talk about.
- 8. My Guiding Principle "Joy for all"
- 16. Twitter: @flowchainsensei The Marshall Model
- 21. Twitter: @flowchainsensei The Four Mindsets
- 24. Twitter: @flowchainsensei The Three Transition Zones
- 29. Twitter: @flowchainsensei B) Transitions Lots of options open to us!
- 30. Twitter: @flowchainsensei The Three Transition Zones Transitions
- 31. Transitions
- 33. Option 1: Productive Dialogue First TransitionsTransitions Assumes: Shortage of dialogue skills Meaningful dialogue matters Cf. Argyris, Bohm, etc.
- 34. Option 2: Get knowledge TransitionsTransitions (With a view to changing the system) Go to the Gemba, accompanied by the managers Study the system (the way the work works) Understand the work, from the customers’ view Follow the path of Purpose -> Measures -> Method
- 35. Make things visible Limit Work in Progress Manage flow Make policies explicit Improve collaboratively Option 3: Kanban TransitionsTransitions
- 36. • 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 all the resources they need to achieve their goals” • Following the precepts of e.g. P.E.R.M.A. (Seligman) Option 4: Positive Psychology TransitionsTransitions
- 37. G.R.O.W.: • Goals (What are we trying to achieve?) • Reality (Where are we now with respect to our goals?) • Options (What options do we have?) • Will (What will we commit to doing?) Option 5: Coaching, Conversations Transitions
- 38. cf. Guy Kawasaki Option 6: Selling the Dream Transitions
- 39. JFDI! Option 7: Capture the Flag Transitions
- 40. See the workforce as “the customer” Option 9: Emotioneering Transitions
- 41. a.k.a. The Last Mile First Option 10: Servant Leadership Transitions
- 42. Is purpose important? What about consensus? And dialogue? Which of the principles mentioned herein do we think count? And in what order, if any? Option 11: Consensus Transitions
- 43. a.k.a. Interactive Planning (Ackoff) “The best place to begin an intellectual journey is at its end.” ~ Russell L. Ackoff Option 12: Reference Projection Transitions
- 44. What to change? What to change to? How to effect the change? Option 13: Theory of Constraints Transitions
- 45. cf. Kahane’s “Solving Tough Problems” Option 14: Scenario Modelling Transitions
- 46. cf. Tom Gilb Identify stakeholders and their needs Quantify those needs Consider solutions’ impact Option 15: Competitive Engineering Transitions
- 47. • 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 Culture Option 16: Kotter’s Change Model Transitions
- 49. Twitter: @flowchainsensei Thanks! Twitter: @flowchainsensei Blog: http://flowchainsensei.wordpress.com LinkedIn Group: UK Rightshifting Network