Rightshifting explained - Bob Marshal - Agile Israle 2013


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Rightshifting explains how most knowledge-work organisations fall far short of their potential. The Marshall Model explains the causes of organisational effectiveness – or lack of it. This keynote calls to practitioners to understand the roots of effectiveness in their organisations and presents some approaches to making Rightshifting happen.

Published in: Business, Technology
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  • Yes, Michael, I totally agree with you...I was looking for something interesting on organisational change and I was interested in the concept of Rightshifting but this is definitely not for the faint-hearted!! Maybe for techies this is interesting but I deal with real people and you are also right about the emotioneering thing...I stopped reading when I saw that.
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  • This must have been one of the most boring presentations ever I would imagine...Lewin's Change Model??? Hardly cutting edge thinking now is it? IT dudes should stick to writing code....because clearly they know nothing about people...'Emotioneering?' spare me
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Rightshifting explained - Bob Marshal - Agile Israle 2013

  1. 1. Twitter: @flowchainsenseiPracticalRightshiftingAgile IsraelTel Aviv May 2013
  2. 2. Twitter: @flowchainsenseiBob Marshall@FlowchainSenseiHead of Product Development FlowCPA Global
  3. 3. Twitter: @flowchainsensei
  4. 4. Twitter: @flowchainsenseiBitter Tears
  5. 5. Twitter: @flowchainsenseiDoes Anyone Care?
  6. 6. Twitter: @flowchainsenseiBret Victor
  7. 7. A Way of Living Your LifeThat most peopledont talk about.
  8. 8. My Guiding Principle"Joy for all"
  9. 9. Twitter: @flowchainsensei
  10. 10. Twitter: @flowchainsensei
  11. 11. Twitter: @flowchainsensei
  12. 12. Twitter: @flowchainsensei
  13. 13. Twitter: @flowchainsensei
  14. 14. Twitter: @flowchainsensei
  15. 15. Twitter: @flowchainsenseiJoy!
  16. 16. Twitter: @flowchainsenseiThe Marshall Model
  17. 17. Twitter: @flowchainsenseiMindset
  18. 18. Twitter: @flowchainsensei
  19. 19. Twitter: @flowchainsensei
  20. 20. Twitter: @flowchainsensei
  21. 21. Twitter: @flowchainsenseiThe Four Mindsets
  22. 22. Twitter: @flowchainsensei
  23. 23. Twitter: @flowchainsensei
  24. 24. Twitter: @flowchainsenseiThe Three Transition Zones
  25. 25. Twitter: @flowchainsenseiPracticalities
  26. 26. Twitter: @flowchainsenseiHow toRightshift?
  27. 27. Twitter: @flowchainsenseiA) Incrementalchange
  28. 28. Twitter: @flowchainsensei
  29. 29. Twitter: @flowchainsenseiB) TransitionsLots of options open to us!
  30. 30. Twitter: @flowchainsenseiThe Three Transition ZonesTransitions
  31. 31. Transitions
  32. 32. EmpathyObservationsFeelingsNeedsRequestsOption 0: NonviolenceTransitions
  33. 33. Option 1: Productive Dialogue FirstTransitionsTransitionsAssumes:Shortage of dialogue skillsMeaningful dialogue mattersCf. Argyris, Bohm, etc.
  34. 34. Option 2: Get knowledgeTransitionsTransitions(With a view to changing the system)Go to the Gemba, accompanied by the managersStudy the system (the way the work works)Understand the work, from the customers’ viewFollow the path of Purpose -> Measures -> Method
  35. 35. Make things visibleLimit Work in ProgressManage flowMake policies explicitImprove collaborativelyOption 3: KanbanTransitionsTransitions
  36. 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 allthe resources they need to achieve their goals”• Following the precepts of e.g. P.E.R.M.A.(Seligman)Option 4: Positive PsychologyTransitionsTransitions
  37. 37. G.R.O.W.:• Goals (What are we trying to achieve?)• Reality (Where are we now with respect to ourgoals?)• Options (What options do we have?)• Will (What will we commit to doing?)Option 5: Coaching, ConversationsTransitions
  38. 38. cf. Guy KawasakiOption 6: Selling the DreamTransitions
  39. 39. JFDI!Option 7: Capture the FlagTransitions
  40. 40. See the workforce as “the customer”Option 9: EmotioneeringTransitions
  41. 41. a.k.a. The Last Mile FirstOption 10: Servant LeadershipTransitions
  42. 42. Is purpose important?What about consensus?And dialogue?Which of the principles mentionedherein do we think count?And in what order, if any?Option 11: ConsensusTransitions
  43. 43. a.k.a. Interactive Planning (Ackoff)“The best place to begin an intellectualjourney is at its end.”~ Russell L. AckoffOption 12: Reference ProjectionTransitions
  44. 44. What to change?What to change to?How to effect the change?Option 13: Theory of ConstraintsTransitions
  45. 45. cf. Kahane’s “Solving Tough Problems”Option 14: Scenario ModellingTransitions
  46. 46. cf. Tom GilbIdentify stakeholders and their needsQuantify those needsConsider solutions’ impactOption 15: Competitive EngineeringTransitions
  47. 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 CultureOption 16: Kotter’s Change ModelTransitions
  48. 48. Twitter: @flowchainsenseiSummary
  49. 49. Twitter: @flowchainsenseiThanks!Twitter: @flowchainsenseiBlog: http://flowchainsensei.wordpress.comLinkedIn Group: UK Rightshifting Network