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Suddenly Reality…
Why your theories don’t work
09/10/2015 ©Q:PIT Ltd 2015 1
• We have been selling process improvement and quality for
quarter of a century…
09/10/2015 ©Q:PIT Ltd 2015 2
Where are th...
09/10/2015 ©Q:PIT Ltd 2015 3
Pick a Framework
ISO 9001
Baldridge
People-CMM
E-Sourcing Capability Model
ISO/IEC 12207
CMM
...
09/10/2015 ©Q:PIT Ltd 2015 4
Images stolen from the Internet
without acknowledgement,
but with an apology
09/10/2015 ©Q:PIT Ltd 2015 5
What Went Wrong?
People
Process Technology
People
09/10/2015 ©Q:PIT Ltd 2015 6
What are People?
09/10/2015 ©Q:PIT Ltd 2015 7
What are People?
Images stolen from the Internet
without acknowledgement,
but with an apology
• Type 1 Processes
– Subconscious
– Awareness
– Continuity
• Type 2 Processes
– Conscious
– Effort
– Concentration
09/10/2...
09/10/2015 ©Q:PIT Ltd 2015 9
Type 1 Processes
2+2=?
Images stolen from the Internet
without acknowledgement,
but with an a...
09/10/2015 ©Q:PIT Ltd 2015 10
Type 2 Processes
Images stolen from the Internet
without acknowledgement,
but with an apology
• “All variants of voluntary effort – cognitive, emotional and
physical – draw on a shared pool of mental energy” (Roy
Bau...
• In the XIXth century, a new life form emerged: the Corporation
• Previously, people were offering services to their neig...
• The Corporation does what it knows, it stays in its comfort zone
• In comes a consultant who tells it to stop, listen an...
• Strong leadership
• Sense of urgency
• Vision of success
• Communication
• Empowerment
• Regular improvements
• Consolid...
09/10/2015 ©Q:PIT Ltd 2015 15
The Consultant
Images stolen from the Internet
without acknowledgement,
but with an apology
09/10/2015 ©Q:PIT Ltd 2015 16
Stop. Change Everything. Now.
Images stolen from the Internet
without acknowledgement,
but w...
• “Too much concern about how well one is doing in a task disrupts
performance by loading short-term memory with pointless...
09/10/2015 ©Q:PIT Ltd 2015 18
Results
Images stolen from the Internet
without acknowledgement,
but with an apology
• It is not too much work
• It is not having to make decisions
09/10/2015 ©Q:PIT Ltd 2015 19
What Causes Stress?
It is the...
09/10/2015 ©Q:PIT Ltd 2015 20
What is stress?
“Masculine” reaction:
Fight or Flight
“Feminine” reaction:
Tend and Befriend...
• Excess adrenaline
– Increased heart rate
– Forces muscle contraction
• Excess cortisol
– Increased glucose levels
– Inhi...
09/10/2015 ©Q:PIT Ltd 2015 22
The Impact of Stress
No one to Fight…
Nowhere to Flee…
No one to Tend…
No one to Befriend…
I...
09/10/2015 ©Q:PIT Ltd 2015 23
The Impact of Social Inequality
Health and Social Problems:
• Life expectancy
• Maths and Li...
09/10/2015 ©Q:PIT Ltd 2015 24
The Same is True Within Your Organization
0
0.5
1
1.5
2
2.5
40-64 years 64-69 years 70-89 years
Admin Prof/Exec Clerical Other
09/10/2015 ©Q:PIT Ltd 2015 25
Mortali...
• We are naturally beings who like to solve problems
• We are designed to take on challenges
• We have evolved to control ...
• What is the most efficient way to bring about change and reduce
stress?
09/10/2015 ©Q:PIT Ltd 2015 27
So, what should we...
09/10/2015 ©Q:PIT Ltd 2015 28
Sex!
09/10/2015 ©Q:PIT Ltd 2015 29
Prokaryotes
Images stolen from the Internet
without acknowledgement,
but with an apology
Pro...
09/10/2015 ©Q:PIT Ltd 2015 30
Eukaryotes
Images stolen from the Internet
without acknowledgement,
but with an apology
When...
09/10/2015 ©Q:PIT Ltd 2015 31
In Detail
Images stolen from the Internet
without acknowledgement,
but with an apology
The c...
• Work like a Prokaryote:
– Cloning the same service, the same solution to one customer after
another
– Without hope for g...
09/10/2015 ©Q:PIT Ltd 2015 33
Choices for Fresh DNA
Images stolen from the Internet
without acknowledgement,
but with an a...
• Find the bright spots
• Script the critical moves
• Point to the destination
• Find the feeling
• Shrink the change
• Gr...
Agnotology
• The study of what we do not know and
why we do not know it
• Ignorance is not just the absence of
knowledge, ...
• Identify the successful person in the team, the successful team in
the organization
• Agnotology:
– Why did they succeed...
• Most resistance comes from not understanding
• Agnotology:
– Why are people resisting your proposal?
– What is it that t...
• Make it a thing of beauty, make it
fun
• “I will buy a drink to the one who
finds the most defects in this
review”
• Let...
• Just take a step, don’t aim for the
horizon
• “We are not changing the
company, we are asking you to
just do this once a...
• My team is going to be the best team in the company
• Create a team spirit – whatever works in your team’s culture:
– Ge...
• Remove the blockages
• Changing the environment, the
communication can have a
profound impact on making
things happen
• ...
• Put in place action triggers
• Include best practices in the
standard life-cycle
• Make sure that actions are
related an...
• Use peer-pressure and the herd mentality
• Don’t attract attention to the 20% who refuse to join in, focus on
the 80% wh...
09/10/2015 ©Q:PIT Ltd 2015 44
Don’t Give Up!
Images stolen from the Internet
without acknowledgement,
but with an apology
Put it into practice
Let’s make it happen!
09/10/2015 ©Q:PIT Ltd 2015 45
• I want to get my team to work smart:
– Focus on the right thing
– Doing the work correctly, not more than necessary
– Pr...
• I cannot expect someone else to do my work for me
• I do not expect other people to correct my mistakes
• I am not going...
• Some of my colleagues are producing higher standards of quality
than others
– The quality of their products / services a...
• We are going to perform peer reviews:
– Take time to review each other’s work before it is delivered
– We will write dow...
• Our customers are already turning to China, Indonesia, Libya and
other countries which are cheaper
• Management is looki...
• The effort you put into reviewing will be recognized in your
performance review which I will give management
• For every...
• This is not a big deal:
– You take two hours per week to review a colleague’s work and report
your findings
– That inclu...
• We will be recognized as the number one team in the company
• Customers will ask for our products and services as they s...
• You should focus on your work during the day
– You do not need to read your e-mails (or have your e-mail programme
runni...
• No product is finished without the review
• During our progress meetings (weekly meetings, daily scrums…)
we will only c...
• Already 5 people have implemented this approach and are
showing results, we have the data
• Our time to market has alrea...
• Report to management on the results
• Show the benefit to the organization of your activities
• Use their language to ge...
• “Conquerors estimate in their temple before the war begins. They
consider everything. The defeated also estimate before ...
09/10/2015 ©Q:PIT Ltd 2015 59
Q&A
• Peter Leeson
– Q:PIT Ltd
PO Box 6066
Milton Keynes
MK1 9BH
United Kingdom
– Direct Line: +44 (0)20 8433 4120
– Mobile/Ce...
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Reality interferes with your Plans

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Improve and change projects fail largely because the theories, models and frameworks don't take into account the reality of people, working in real business, with pressures and priorities and problems. If change was easy as you think, why would the organization be in the place it is today? This is an alternative version to the presentation shown at the BCS offices in London on 9 October 2015.

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Reality interferes with your Plans

  1. 1. Suddenly Reality… Why your theories don’t work 09/10/2015 ©Q:PIT Ltd 2015 1
  2. 2. • We have been selling process improvement and quality for quarter of a century… 09/10/2015 ©Q:PIT Ltd 2015 2 Where are the results?
  3. 3. 09/10/2015 ©Q:PIT Ltd 2015 3 Pick a Framework ISO 9001 Baldridge People-CMM E-Sourcing Capability Model ISO/IEC 12207 CMM EIA 731 ISO/IEC 15288 CMMI-SVC CMMI-ACQ SSE-CMM ISO/IEC 15504 BS 15000 TickITplus CMMI-DEV TQM BS 7799 Six-Sigma V AgileCobiT MIL-STD-498 EIA 632 eSCM-SP FAA iCMM IEEE 1220 SA-CMM IEEE/EIA 12207 IPD-CMM ISO 15939 J-STD-016 PSM PSP Q9000 SECAM Automotive SPICE TL9000 TSPPMMM TMMi DevOps Moar Diagrams Trusted CMM SECM ISO 10011 IEEE 1498 Trillium ISO/CD 9004-8 SSAE16 SFIA
  4. 4. 09/10/2015 ©Q:PIT Ltd 2015 4 Images stolen from the Internet without acknowledgement, but with an apology
  5. 5. 09/10/2015 ©Q:PIT Ltd 2015 5 What Went Wrong? People Process Technology People
  6. 6. 09/10/2015 ©Q:PIT Ltd 2015 6 What are People?
  7. 7. 09/10/2015 ©Q:PIT Ltd 2015 7 What are People? Images stolen from the Internet without acknowledgement, but with an apology
  8. 8. • Type 1 Processes – Subconscious – Awareness – Continuity • Type 2 Processes – Conscious – Effort – Concentration 09/10/2015 ©Q:PIT Ltd 2015 8 People Manage Information in Two Minds • You have two main minds, two ways of processing:
  9. 9. 09/10/2015 ©Q:PIT Ltd 2015 9 Type 1 Processes 2+2=? Images stolen from the Internet without acknowledgement, but with an apology
  10. 10. 09/10/2015 ©Q:PIT Ltd 2015 10 Type 2 Processes Images stolen from the Internet without acknowledgement, but with an apology
  11. 11. • “All variants of voluntary effort – cognitive, emotional and physical – draw on a shared pool of mental energy” (Roy Baumeister) • This means – Tell the children to be quiet when you drive in bad weather – Stop walking to explain the political situation in Syria 09/10/2015 ©Q:PIT Ltd 2015 11 Type 2 Processes Interrupt you
  12. 12. • In the XIXth century, a new life form emerged: the Corporation • Previously, people were offering services to their neighbours based on their abilities and the needs of others • The Corporation is only interested in its own survival, without concern for the people affected, employees or clients – It seeks to grow and reproduce – It will attack, kill, swallow or destroy its competitors – It is more interested in generating profit than in providing service 09/10/2015 ©Q:PIT Ltd 2015 12 And in business?
  13. 13. • The Corporation does what it knows, it stays in its comfort zone • In comes a consultant who tells it to stop, listen and do what I say • Its Level 1 Processes are busy – Firefighting – Struggling because “we lack resources” – We know we need to do something but… – Next year, when things have calmed down – But that’s the way we have always done it – This is how we built our business 09/10/2015 ©Q:PIT Ltd 2015 13 Corporate Survival Images stolen from the Internet without acknowledgement, but with an apology
  14. 14. • Strong leadership • Sense of urgency • Vision of success • Communication • Empowerment • Regular improvements • Consolidating gains • Encouraging change 09/10/2015 ©Q:PIT Ltd 2015 14 Fundamentals of success Images stolen from the Internet without acknowledgement, but with an apology
  15. 15. 09/10/2015 ©Q:PIT Ltd 2015 15 The Consultant Images stolen from the Internet without acknowledgement, but with an apology
  16. 16. 09/10/2015 ©Q:PIT Ltd 2015 16 Stop. Change Everything. Now. Images stolen from the Internet without acknowledgement, but with an apology
  17. 17. • “Too much concern about how well one is doing in a task disrupts performance by loading short-term memory with pointless anxious thoughts.” 09/10/2015 ©Q:PIT Ltd 2015 17 The Audit / Appraisal / Evaluation
  18. 18. 09/10/2015 ©Q:PIT Ltd 2015 18 Results Images stolen from the Internet without acknowledgement, but with an apology
  19. 19. • It is not too much work • It is not having to make decisions 09/10/2015 ©Q:PIT Ltd 2015 19 What Causes Stress? It is the feeling of lack of control and continuously being judged Images stolen from the Internet without acknowledgement, but with an apology
  20. 20. 09/10/2015 ©Q:PIT Ltd 2015 20 What is stress? “Masculine” reaction: Fight or Flight “Feminine” reaction: Tend and Befriend http://www.50symptomsgone.com/?p=4772
  21. 21. • Excess adrenaline – Increased heart rate – Forces muscle contraction • Excess cortisol – Increased glucose levels – Inhibits critical functions: digestion, growth, reproduction, immune system 09/10/2015 ©Q:PIT Ltd 2015 21 Stress Impact
  22. 22. 09/10/2015 ©Q:PIT Ltd 2015 22 The Impact of Stress No one to Fight… Nowhere to Flee… No one to Tend… No one to Befriend… Images stolen from the Internet without acknowledgement, but with an apology
  23. 23. 09/10/2015 ©Q:PIT Ltd 2015 23 The Impact of Social Inequality Health and Social Problems: • Life expectancy • Maths and Literacy • Infant mortality • Homicides • Imprisonments • Teenage pregnancy • Trust • Obesity • Mental health • Social mobility
  24. 24. 09/10/2015 ©Q:PIT Ltd 2015 24 The Same is True Within Your Organization
  25. 25. 0 0.5 1 1.5 2 2.5 40-64 years 64-69 years 70-89 years Admin Prof/Exec Clerical Other 09/10/2015 ©Q:PIT Ltd 2015 25 Mortality over 25 years by Hierarchy
  26. 26. • We are naturally beings who like to solve problems • We are designed to take on challenges • We have evolved to control our destiny 09/10/2015 ©Q:PIT Ltd 2015 26 Give Control, Take Control Images stolen from the Internet without acknowledgement, but with an apology
  27. 27. • What is the most efficient way to bring about change and reduce stress? 09/10/2015 ©Q:PIT Ltd 2015 27 So, what should we do?
  28. 28. 09/10/2015 ©Q:PIT Ltd 2015 28 Sex!
  29. 29. 09/10/2015 ©Q:PIT Ltd 2015 29 Prokaryotes Images stolen from the Internet without acknowledgement, but with an apology Prokaryotes are single cell beings which multiply efficiently through cloning
  30. 30. 09/10/2015 ©Q:PIT Ltd 2015 30 Eukaryotes Images stolen from the Internet without acknowledgement, but with an apology When one prokaryote engulfed another, the eukaryotes – multi- cellular beings – came into existence
  31. 31. 09/10/2015 ©Q:PIT Ltd 2015 31 In Detail Images stolen from the Internet without acknowledgement, but with an apology The combination, where one became the nucleus and the other the mitochondrion, allowed growth The presence of two strands of DNA leads to degeneration and requires the influx of new DNA for reproduction
  32. 32. • Work like a Prokaryote: – Cloning the same service, the same solution to one customer after another – Without hope for growth or evolution • Work like a Eukaryote: – Growing, multiplying and creating energy and evolution – Losing efficiency every time something changes – Unless it is offered fresh DNA 09/10/2015 ©Q:PIT Ltd 2015 32 Organizational Choice
  33. 33. 09/10/2015 ©Q:PIT Ltd 2015 33 Choices for Fresh DNA Images stolen from the Internet without acknowledgement, but with an apology The company can get into partnership, merge or be bought up by another to bring fresh ideas and creativity Or a consultant can bring a little bit of fresh ideas through slow and precise artificial insemination
  34. 34. • Find the bright spots • Script the critical moves • Point to the destination • Find the feeling • Shrink the change • Grow your people • Tweak the environment • Build habits • Rally the herd • Keep it going 09/10/2015 ©Q:PIT Ltd 2015 34 Steps to Success: Nudging
  35. 35. Agnotology • The study of what we do not know and why we do not know it • Ignorance is not just the absence of knowledge, it is frequently the result of something else… – Culturally induced ignorance – The outcome of propaganda – The effect of the repetition of lies Metrology • The study of measurement • Understanding that measurement is not just numbers • Metrology includes all theoretical and practical aspects of measurement 09/10/2015 ©Q:PIT Ltd 2015 35 Two Sciences 84 Still sometimes referenced as Agnatology
  36. 36. • Identify the successful person in the team, the successful team in the organization • Agnotology: – Why did they succeed when others failed? – What are the differences? • Metrology: – What does “successful” mean? – What makes you believe they were successful? 09/10/2015 ©Q:PIT Ltd 2015 36 Pockets of Excellence
  37. 37. • Most resistance comes from not understanding • Agnotology: – Why are people resisting your proposal? – What is it that they do not understand? – How can I simplify this? • Metrology: – What is the level of understanding? – How do you measure a team’s understanding? 09/10/2015 ©Q:PIT Ltd 2015 37 Clarify the Approach (Agnotology is still sometimes called agnatology)
  38. 38. • Make it a thing of beauty, make it fun • “I will buy a drink to the one who finds the most defects in this review” • Let your developers watch the end-users using your products or services 09/10/2015 ©Q:PIT Ltd 2015 38 Create an Emotion Images stolen from the Internet without acknowledgement, but with an apology
  39. 39. • Just take a step, don’t aim for the horizon • “We are not changing the company, we are asking you to just do this once and capture the measurements and lessons learnt” • “Give it a try, just once, and tell my why it does not work” • Little strokes will tumble great oaks 09/10/2015 ©Q:PIT Ltd 2015 39 Shrink the Change
  40. 40. • My team is going to be the best team in the company • Create a team spirit – whatever works in your team’s culture: – Get-together with tea and cakes or beer and pizza – T-shirts and badges – Slogans and logos • Make them proud! 09/10/2015 ©Q:PIT Ltd 2015 40 Make It Personal Images stolen from the Internet without acknowledgement, but with an apology
  41. 41. • Remove the blockages • Changing the environment, the communication can have a profound impact on making things happen • “Remove the tiny obstacles, plan for the dyslexics” 09/10/2015 ©Q:PIT Ltd 2015 41 Clear the Path Images stolen from the Internet without acknowledgement, but with an apology
  42. 42. • Put in place action triggers • Include best practices in the standard life-cycle • Make sure that actions are related and difficult to miss 09/10/2015 ©Q:PIT Ltd 2015 42 Build Habits
  43. 43. • Use peer-pressure and the herd mentality • Don’t attract attention to the 20% who refuse to join in, focus on the 80% who are doing it 09/10/2015 ©Q:PIT Ltd 2015 43 Rally the Herd
  44. 44. 09/10/2015 ©Q:PIT Ltd 2015 44 Don’t Give Up! Images stolen from the Internet without acknowledgement, but with an apology
  45. 45. Put it into practice Let’s make it happen! 09/10/2015 ©Q:PIT Ltd 2015 45
  46. 46. • I want to get my team to work smart: – Focus on the right thing – Doing the work correctly, not more than necessary – Producing quality products which do not require revisiting • Management does not want us to waste time on non-productive activities • We are continuously under pressure and fire-fighting 09/10/2015 ©Q:PIT Ltd 2015 46 Objective
  47. 47. • I cannot expect someone else to do my work for me • I do not expect other people to correct my mistakes • I am not going to impose errors and corrections on my colleagues • I will start by cleaning my space before complaining about others 09/10/2015 ©Q:PIT Ltd 2015 47 Acceptance
  48. 48. • Some of my colleagues are producing higher standards of quality than others – The quality of their products / services are seen to be better – They take less time to get a product from concept to delivery • What are they doing different? • Can they review my work and see where I am going wrong? 09/10/2015 ©Q:PIT Ltd 2015 48 Pockets of Excellence
  49. 49. • We are going to perform peer reviews: – Take time to review each other’s work before it is delivered – We will write down every error identified and classify them – We will focus on the concept that the review is not there to find errors but to create error-free products – We will create checklists based on all the errors found to help us identify them next time 09/10/2015 ©Q:PIT Ltd 2015 49 Clarify the Approach
  50. 50. • Our customers are already turning to China, Indonesia, Libya and other countries which are cheaper • Management is looking at reducing costs • If we don’t do something now, next year will be too late 09/10/2015 ©Q:PIT Ltd 2015 50 Tell me Why
  51. 51. • The effort you put into reviewing will be recognized in your performance review which I will give management • For every hour invested in reviewing and correcting now, we will save time at the end of the project • If we can deliver early and under budget, I will take the whole team out to dinner on the project’s budget 09/10/2015 ©Q:PIT Ltd 2015 51 Create an Emotion
  52. 52. • This is not a big deal: – You take two hours per week to review a colleague’s work and report your findings – That includes taking half an hour to discuss or clarify any findings with the author – You can submit your product to be reviewed even if it is not finished – We will book the time, so that the whole review is scheduled and happens on time 09/10/2015 ©Q:PIT Ltd 2015 52 Shrink the Change
  53. 53. • We will be recognized as the number one team in the company • Customers will ask for our products and services as they see the difference in quality • We will be able to justify a bonus 09/10/2015 ©Q:PIT Ltd 2015 53 Make It Personal
  54. 54. • You should focus on your work during the day – You do not need to read your e-mails (or have your e-mail programme running) during the day, if you read your e-mails three times a day, that is enough – You can put your phone on silent and ignore it while you are working – Any panic and emergencies will be treated between 13.00 and 14.30, and on Thursday – nothing cannot wait (outside those hours, everything will get forwarded to your project manager) 09/10/2015 ©Q:PIT Ltd 2015 54 Clear the Path
  55. 55. • No product is finished without the review • During our progress meetings (weekly meetings, daily scrums…) we will only count the products that have been reviewed as complete • Your colleague’s time to review your product, with your checklist is scheduled based on your estimated completion date 09/10/2015 ©Q:PIT Ltd 2015 55 Build Habits
  56. 56. • Already 5 people have implemented this approach and are showing results, we have the data • Our time to market has already been reduced by 12% 09/10/2015 ©Q:PIT Ltd 2015 56 Rally the Herd
  57. 57. • Report to management on the results • Show the benefit to the organization of your activities • Use their language to get their support 09/10/2015 ©Q:PIT Ltd 2015 57 Now, Use The Evidence
  58. 58. • “Conquerors estimate in their temple before the war begins. They consider everything. The defeated also estimate before the war, but they do not consider everything. Estimating completely creates victory. Estimating incompletely causes failures.” » Sun Tzu “The Art of War” 09/10/2015 ©Q:PIT Ltd 2015 58 And Remember
  59. 59. 09/10/2015 ©Q:PIT Ltd 2015 59 Q&A
  60. 60. • Peter Leeson – Q:PIT Ltd PO Box 6066 Milton Keynes MK1 9BH United Kingdom – Direct Line: +44 (0)20 8433 4120 – Mobile/Cell: +44 (0)773 998 98 67 – E Mail: Peter@qpit.ltd.uk – Skype: qpitpjl – Internet & blog: http://www.qpit.net 09/10/2015 ©Q:PIT Ltd 2015 60 Contact Information

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