1. Lecture 4 MIM 29
Leadership, Change Management and social
sourcing
Author: Frank Willems
Date: September 26th 2015

2. Agenda
Lecture 1 1st October 2014
• Basic principles of Change Management, TheoryU and Social Networking theory as framework for
Leadership
Lecture 2 17th January 2015
• Working with Spiral Dynamics
Lecture 3 25th April 2015
• Recap
• TheoryU and Social Networking theory as framework for Leadership
• Theory about Lean thinking as a method for improving Leadership skills and strategy deployment
• A3 Thinking as elementary method for team based problem solving
Lecture 4 25th September 2015
• Leadership challenges in your daily practice
• Leadership methods and tools
• Lessons learned and recap

3. Leadership challenges in your daily practice

4. How to implement a new view on leadership?
1. Commit to selfdevelopment, head for the ‘True North’ and be
yourself aware about the different change colours, social
networks and social capital
2. Coach and develop other people
3. Support and faclitate daily improvements (Kaizen’s)
4. Develop a collaborative vision and check the goals and
commitment horizontal and vertical
The ‘True North’:
• Challenge yourself and your employees and think together with them about the next
challenge
• Kaizen mind (every day a step better)
• Go and see (Gemba Walks)
• Teamwork before everything
• Respect for people
Source: The Toyota Way to Lean Leadership, Jeffrey Liker

5. Framework of a Lean Management System
Elements of a lean
management system

6. Spiral Dynamics Survey outcome TIAS MIM 29
Name 1st value 2nd value 3th value 4th value 1st - energy 2e - energy
Group 1 Student 1 28% 22% 13% 13% 28% 20%
Student 2 28% 23% 18% 17% 29% 25%
Student 3 33% 30% 18% 8% 48% 23%
Student 4 28% 23% 15% 11% 34% 25%
Group 2 Student 5 34% 18% 15% 14% 48% 21%
Student 6 24% 20% 19% 13% 27% 25%
Student 7
Student 8 28% 23% 18% 14% 28% 23%
Group 3 Student 9
Student 10 32% 18% 13% 13% 28% 17%
Student 11 23% 19% 14% 14% 28% 18%
Group 4 Student 12 23% 20% 18% 18% 40% 28%
Student 13 28% 20% 17% 16% 45% 18%
Student 14 26% 19% 18% 17% 33% 22%

7. Which leadership challenges have you met
last months?

8. Some Leadership methods and tools
• Operational and Visual Management
• Effectuation to connect the dots
• Design Thinking
• Social Data research for leaders
• A3 Thinking
• GTD (Getting Things Done)
• Team of Teams

9. Operational and visual management

10. With Operational Management and Visual
Management you will master (behavioral) change
• By visualization of group responsibility and leadership results in a
short time between problem and solution
• By Cross-functional problems to be solved
• Through a clear connection between results and goals

11. 1
With Operational Management and Visual Management you will master (behavioral) change

12. 1
The boards build a system and give confidence and structure to the teams and involved people

13. 1

14. Which defies in structural day and week starts so
self-organization and ownership will become a fact

15. • What do you
want to
influence?
Network
analysis
• How do you use
your network?
Directing your
network • Deploy our
network through
concrete action.
Network
Meeting
Effectuation
Design Thinking
Effectuation and Design Thinking will help in
network based innovation and problem solving

16. Effectuation

17. Effectuation to connect all the dots
Worldview:
• Expert entrepreneurs believe that the future is shaped by people. They
believe that if they can make the future happen, they don’t need to worry
about predicting the future, determining perfect timing to start, or finding the
optimal opportunity.
• Sarasvathy calls this “effectual logic” which sits opposed to “causal logic”
taught to managers in more certain (or predictable) circumstances.

18. Effectuation supports network based innovations
and development

19. The Effectuation principles
• Bird in Hand Principle – Start with your means. Don’t wait for the perfect
opportunity. Start taking action, based on what you have readily available:
who you are, what you know, and who you know.
• Affordable Loss Principle – Set affordable loss. Evaluate opportunities
based on whether the downside is acceptable, rather than on the
attractiveness of the predicted upside.
• Lemonade Principle – Leverage contingencies. Embrace surprises that
arise from uncertain situations, remaining flexible rather than tethered to
existing goals.
• Crazy-Quilt Principle – Form partnerships. Form partnerships with people
and organizations willing to make a real commitment to jointly creating the
future—product, firm, market—with you. Don’t worry so much about
competitive analyses and strategic planning”.
• Pilot in a plane - By focusing on activities within their control, expert
entrepreneurs know their actions will result in the desired outcomes. An
effectual worldview is rooted in the belief that the future is neither found nor
predicted, but rather made.

20. Design Thinking

21. Design thinking is a formal method for practical, creative resolution of problems and
creation of solutions, with the intent of an improved future result. In this regard it is a form
of solution-based, or solution-focused thinking – starting with a goal (a better future
situation) instead of solving a specific problem.

22. All Design Thinking tools are open source and
easy to use
2
http://dschool.stanford.edu/use-our-methods/

23. HBR coverstory september 2015

24. Design Thinking leads very fast to a creative
process and committed result

25. Examples of prototypes
Kenniscentra

26. Social data research as tool for leaders

27. Social analytics is the practice of measuring and
analyzing interactions to inform leaders

28. And will be applied more broad
08-01-2015
Mastermodule regisseren van sociale Netwerken en sociaal kapitaal

29. Most used social media tools
08-01-2015
Mastermodule regisseren van sociale Netwerken en sociaal kapitaal
Source McKinsey Global Survey 2014

30. Adoption of fully networked working in
companies is speeding up
Source McKinsey Global Survey 2014

31. The Social Media prism of Brian Solis
http://www.theconversationprism.com/
Mastermodule regisseren van sociale Netwerken en sociaal kapitaal

32. What is your personal social media strategy?
Source: HBR november 2010; What’s Your Personal Social Media Strategy, Soumitra Dutta

33. Research from Social Media messages
• Twitter Mood research Johan Bollen:
http://www.youtube.com/watch?v=r5dxYc3pD5Y

34. Research Johan Bollen Indiana University

35. Actual research on prediction heart disease
via social media analysis

36. Coosto
Social Media Lab Tools we use at Hanze
Social Data Research Lab

37. What was happening at this moment?
08-01-2015
Mastermodule regisseren van sociale Netwerken en sociaal kapitaal

38. And now…

39. At the end..

40. A3 Thinking
4

41. Storyline of the Problem Solving A3
4

42. Getting Things Done (GTD)
4

43. 43
Tasks that you do not have finished
and unfinished commitments cause
the majority of your daily stress

44. 44
And ....
Do you know what you really are good
at and what suits who you are?

45. What is Getting Things Done (GTD)?
• A very practical process that busy people helps
to gain control in their lives
• Time management and operation system based
on objectives, results and insights about your own
way of working, the wastage and the improvements
• Well combined with other personal effectiveness
methods such as Lean Management, Covey, TheoryU,
etc.
• And above all it gives you peace because you
have confidence and control over your affairs

46. It starts with management of yourself
Busy person Master and ruler
Responder Micromanager
High perspective
Maximal controlMinimal
control
Low perspective

47. The 5 stages of the GTD workflow

48. The GTD workflow

49. Team of Teams
4

50. The model of organising should suit to the
ambition, the common goal and the challenge
Leadership 1.0
Leadership 4.0Leadership 3.0
Leadership 2.0

51. Stage of
development
Teamaspect
Team led by
manager
Self-managing
team
Self-organising
team
Self governing
team
Common
Goal
and strategy
Commitment
Complementairy tasks
and roles
Clear communication
Constructive conflict
Cohesion
Credible coaching
Dominant Spiral
Dynamics Values color
So we now can can apply the team
development model in a situational context
Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0

52. A3 for Setting up
the urgency storyline
Spiral Dynamics for creating
the guiding coalition
Drijfveer
per DIN aspect
Target Effort Network
for developing vision
Target Effort Network
for communicating
vision
R: 127
G: 127
B: 127
R: 166
G: 166
B: 166
R: 191
G: 191
B: 191
R: 217
G: 217
B: 217
R: 255
G: 0
B: 0
R: 255
G: 192
B: 0
R: 255
G: 153
B: 0
R: 199
G: 218
B: 238
R: 168
G: 199
B: 228
R: 227
G: 236
B: 246
R: 136
G: 182
B: 220
R: 99
G: 158
B: 211
R: 51
G: 103
B: 153
R: 0
G: 128
B: 0
Standaard
Grijstinten
Accenten
Bodytekst Calibiri 20pts
Titel stijl Calibiri 32pts
Lijn/pijl
R:19 G:26 B:125
13
Visual & Operational
Management for
implement & sustain
change
Design Thinking
for creative groupacting
Step 1
Establish a sense of urgency
Step 2
Create the guiding coalition
Step 3
Develop a change vision
Step 4
Communicate the vision for buy-in
Step 5
Empower broad based action
Step 6
Generate short term wins
Step 7
Never let up
Step 8
Incorporate change into culture
Create a
climate for
change
Engage &
enable
the whole
organization
Implement &
sustain change

53. Practice
• Form your usual assignment groups
• Choose a challenge for each person
• Choose which Leadership tool of method suits best with
a specific challenge
• Apply this method in solving the challenge
• Describe what happens and report back

54. Lessons learned and recap on lecture 1, 2, 3 and 4

55. Where to find the solution?
Leading PeopleManaging Systems
Develop Seven Leadership skills
• Commit to leadership first,
everything else second
• Lead differently than you think
• Embrace your softer side
• Forge right relationships, drive right
results
• Master communications
• Inspire others
• Build people, not systems
• Leading people
Core management
processes (e.g., strategy,
planning, program
execution, operations)
MaximizeCollaborative
Leadership
Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk

56. Team culture is not visible at first sight
Observed environment
Behavior
Group skills
Values and
Beliefs
Identity
Effects
Doing
Being able to
Believing, have a strong
opinion about
Being
Actual development takes place only when developed skills and behavior are aligned with
the values, beliefs and knowledge on the same level
Artifacts
Espoused Beliefs
and values
Basic, fundamental
underlying assumptions
Culture levels of Schein Culture levels of Bateson

57. Golden
Circle
(Sinek )
Human
Needs
(Assink)
Spiral Dynamics
(Graves)
Seven levels of
consciousness (Barrett)
TheoryU Level
(Scharmer)
TheoryU Leadership
skill
Why Spiritual Turquoise; Holistic,
spiritual view on work Service to
humanity
Need for
develop
ment
Performing Act in conjunction with
the entire new system
Yellow; Integrative,
systematic,
innovative, co-
creation
Making the
difference
Let arise
‘Open Will’
Prototyping
New way of acting by
connected heads,
hearth and hands
How Mental Green;
Egalitation/Communit
arian, care about each
other
Cohesion
Connect with the
source, Presencing
In contact with the
system ‘Open heart’
Seeing with fresh
eyes
‘Open Mind’
Generative listening,
collectief verbonden
Empathic listening,
releasing
andconnecting
Factual listening, see
the difference
Orange; Oriëntation
on result and being
successfull, seeing
opportunities
Transformation
What Emotional Blue; Purposeful,
Authoritartan, doing
the job right, planning
and procedures
Esteem focus
on order and
quality
Basic
needs
Listening from known
patterns
Downloading from old
patterns
Red; decisive, fun in
collaboration from a
marterial perspective
Esteem
focused on
emotion
Fysical Purple; Informal
leadership, rituals
Relationship
awareness

58. What
How
Why
Rationality
and analytial
mind
(Neocortex)
Feeling, Trust
and intuition
(Lymbic brain)
From inside
to outside
Combination Spiral Dynamics and Golden Circle
Research to success in sustainable communities at the SAIL
project (Ecoliner build sustainable freighter) shows that the
initiators have significant other values profile than the established
order, for which another buy-in is required to accept the
problem and solution
Established orderInitiators

59. Open
Will
Open
Heart
Open
Mind
LISTENING 2:
from outside
disconfirming
[new] data
Downloading
habits of judgment
reconfirming old
opinions & judgments
Factual listening
noticing differences
LISTENING 3:
from within
seeing through
another person‘s eyes
emotional connection
Empathic listening
LISTENING 1:
from habits
LISTENING 4:
from Source
connecting to an
emerging future whole;
shift in identity and self
Generative listening
(from the future
wanting to emerge)
Theory U as ‘toolkit’ for leaders

60. 90%
Lurkers
So find the right values and skilled people to
start and establish your community
With the knowledge about the innovative and changeminded character of your crowd

61. 1. Telling
-Explaining verbally
2. Showing
-Demonstrating how it is done
3. Illustrating
-Explaining with written material or pictures
4. Question & Answer
-Asking about and discussing the contents
Typical teaching methods…
Training Within Industry (TWI)
Storytelling is here to stay

62. Storyline of the Problem Solving A3
6

63. Framework of a Lean Management System
Elements of a lean
management system

64. New view on leadership
1. Commit to selfdevelopment, head for the ‘True North’ and be
yourself aware about the different change colours, social
networks and social capital
2. Coach and develop other people
3. Support and faclitate daily improvements (Kaizen’s)
4. Develop a collaborative vision and check the goals and
commitment horizontal and vertical
The ‘True North’:
• Challenge yourself and your employees and think together with them about the next
challenge
• Kaizen mind (every day a step better)
• Go and see (Gemba Walks)
• Teamwork before everything
• Respect for people
Source: The Toyota Way to Lean Leadership, Jeffrey Liker

65. Stage of
development
Teamaspect
Team led by
manager
Self-managing
team
Self-organising
team
Self governing
team
Common
Goal
and strategy
Commitment
Complementairy tasks
and roles
Clear communication
Constructive conflict
Cohesion
Credible coaching
Dominant Spiral
Dynamics Values color
So we now can can apply the team
development model in a situational context
Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0

66. A3 for Setting up
the urgency storyline
Spiral Dynamics for creating
the guiding coalition
Drijfveer
per DIN aspect
Target Effort Network
for developing vision
Target Effort Network
for communicating
vision
R: 127
G: 127
B: 127
R: 166
G: 166
B: 166
R: 191
G: 191
B: 191
R: 217
G: 217
B: 217
R: 255
G: 0
B: 0
R: 255
G: 192
B: 0
R: 255
G: 153
B: 0
R: 199
G: 218
B: 238
R: 168
G: 199
B: 228
R: 227
G: 236
B: 246
R: 136
G: 182
B: 220
R: 99
G: 158
B: 211
R: 51
G: 103
B: 153
R: 0
G: 128
B: 0
Standaard
Grijstinten
Accenten
Bodytekst Calibiri 20pts
Titel stijl Calibiri 32pts
Lijn/pijl
R:19 G:26 B:125
13
Visual & Operational
Management for
implement & sustain
change
Design Thinking
for creative groupacting
Step 1
Establish a sense of urgency
Step 2
Create the guiding coalition
Step 3
Develop a change vision
Step 4
Communicate the vision for buy-in
Step 5
Empower broad based action
Step 6
Generate short term wins
Step 7
Never let up
Step 8
Incorporate change into culture
Create a
climate for
change
Engage &
enable
the whole
organization
Implement &
sustain change

67. Translation to execution
6

68. 68