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Tools for Making Sense of Complex Organizational Change

Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.

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V I SUA L I Z I N G COMP L EX 
CHANGE 
JASON LITTLE 
WWW.L E A N C H A N G E . O RG 
@JASONLITTLE
4 TOOLS FOR VISUALIZING COMPLEX CHANGES 
PERSPECTIVE MAPPING 
ORGANIZATIONAL CHART LANDMINES! 
BLAST RADIUS OF CHANGE 
INTERCONNECTEDNESS OF CHANGES WITH 7S
PERSPECTIVE MATTERS 
CIO 
We’re going Agile to remain competitive. 
Yeah right, he has no idea what this means, 
our teams don’t have the skills… 
Yay! A new fad…the managers will never let 
us do this. 
THERE IS NO MAGIC SOLUTION TO CREATE ALIGNMENT 
1 -PERSPECTIVE MAPPING
COLLECT DATA BEFORE IMPLEMENTING THE CHANGE 
EXECUTIVES 
FORCE FIELD ANALYSIS - EXECUTIVE LEVEL 
“WHAT WILL HELP THIS CHANGE SUCCEED?” 
“WHAT WILL HOLD THIS CHANGE BACK?” 
SUPPORTING 
THE CHANGE 
HOLDING BACK 
THE CHANGE 
1 -PERSPECTIVE MAPPING
REPEAT WITH MANAGEMENT - COMPARE DATA WITH EXECUTIVE DATA 
FORCE FIELD ANALYSIS - MANAGEMENT LEVEL 
“WHAT WILL HELP THIS CHANGE SUCCEED?” 
“WHAT WILL HOLD THIS CHANGE BACK?” 
SUPPORTING 
THE CHANGE 
HOLDING BACK 
THE CHANGE 
MANAGERS 
SHOW MANAGERS THE EXECUTIVE DATA AT THE END 
1 -PERSPECTIVE MAPPING
REPEAT WITH TEAMS/STAFF - COMPARE DATA WITH EXECUTIVE/MANAGEMENT DATA 
FORCE FIELD ANALYSIS - TEAM/STAFF LEVEL 
“WHAT WILL HELP THIS CHANGE SUCCEED?” 
“WHAT WILL HOLD THIS CHANGE BACK?” 
SUPPORTING 
THE CHANGE 
HOLDING BACK 
THE CHANGE 
TEAMS/STAFF 
SHOW TEAMS/STAFF EXECUTIVE/MANAGEMENT DATA AT THE END 
1 -PERSPECTIVE MAPPING

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Tools for Making Sense of Complex Organizational Change

  • 1. V I SUA L I Z I N G COMP L EX CHANGE JASON LITTLE WWW.L E A N C H A N G E . O RG @JASONLITTLE
  • 2. 4 TOOLS FOR VISUALIZING COMPLEX CHANGES PERSPECTIVE MAPPING ORGANIZATIONAL CHART LANDMINES! BLAST RADIUS OF CHANGE INTERCONNECTEDNESS OF CHANGES WITH 7S
  • 3. PERSPECTIVE MATTERS CIO We’re going Agile to remain competitive. Yeah right, he has no idea what this means, our teams don’t have the skills… Yay! A new fad…the managers will never let us do this. THERE IS NO MAGIC SOLUTION TO CREATE ALIGNMENT 1 -PERSPECTIVE MAPPING
  • 4. COLLECT DATA BEFORE IMPLEMENTING THE CHANGE EXECUTIVES FORCE FIELD ANALYSIS - EXECUTIVE LEVEL “WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?” SUPPORTING THE CHANGE HOLDING BACK THE CHANGE 1 -PERSPECTIVE MAPPING
  • 5. REPEAT WITH MANAGEMENT - COMPARE DATA WITH EXECUTIVE DATA FORCE FIELD ANALYSIS - MANAGEMENT LEVEL “WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?” SUPPORTING THE CHANGE HOLDING BACK THE CHANGE MANAGERS SHOW MANAGERS THE EXECUTIVE DATA AT THE END 1 -PERSPECTIVE MAPPING
  • 6. REPEAT WITH TEAMS/STAFF - COMPARE DATA WITH EXECUTIVE/MANAGEMENT DATA FORCE FIELD ANALYSIS - TEAM/STAFF LEVEL “WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?” SUPPORTING THE CHANGE HOLDING BACK THE CHANGE TEAMS/STAFF SHOW TEAMS/STAFF EXECUTIVE/MANAGEMENT DATA AT THE END 1 -PERSPECTIVE MAPPING
  • 7. VISUALIZE ALL THE DATA TOGETHER PERSPECTIVE DATA EXECUTIVES MANAGERS TEAMS/STAFF SUPPORTING THE CHANGE HOLDING BACK THE CHANGE THEME 1 THEME 1I 1 -PERSPECTIVE MAPPING
  • 8. BY LAYER? AS A GROUP? + - More effective conversations Faster feedback Can speed up alignment Hard to do in bigger orgs At odds with current culture Fear with staff to speak up + - Easier to schedule for larger orgs Safer if you suspect trust issues Scalable More overhead for change team Prolongs lack of honest dialogue May preserve that status quo 1 -PERSPECTIVE MAPPING
  • 9. ORGANIZATIONAL CHART LANDMINES BUSINESS IT PRODUCTS MARKETING DEV QA OPS WHO IS IMPACTED? HOW SEVERE IS IT FOR EACH DEPARTMENT? HIGH MEDIUM LOW 2 -ORGANIZATIONAL CHART LANDMINES!
  • 10. “FIREWALL” THE CHANGE BUSINESS IT PRODUCTS MARKETING DEV QA OPS EXPERIMENT: TRY AGILE WITH ONE PRODUCT HIGH MEDIUM LOW 2 -ORGANIZATIONAL CHART LANDMINES!
  • 11. A DIFFERENT VISUALIZATION - BLAST RADIUS PRODUCT 1 DEPENDENT! DEV CUSTOMERS OPS MARKETING QA PROCESS STATUS ! REPORTS Processes Affected PILOT! TEAM TEAM(S) People Affected Directly Affected In-Directly Affected Observers + Early Adopters - Laggards Fence-sitters + + - - ! Hard to change “Easier” to change ! 3 -BLAST RADIUS OF CHANGE
  • 12. VISUALIZING COMPLEXITY WITH MCKINSEY 7S A CHANGE HERE… STRATEGY STRUCTURE SYSTEMS SHARED VALUES STAFF SKILLS STYLE 4 -VISUALIZING COMPLEXITY
  • 13. VISUALIZING COMPLEXITY WITH MCKINSEY 7S A CHANGE HERE… STRATEGY STRUCTURE SYSTEMS SHARED VALUES STAFF SKILLS STYLE AFFECTS THE OTHER 6 DIMENSIONS… 4 -VISUALIZING COMPLEXITY
  • 14. WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE? REALLY HARD! STRATEGY STRUCTURE SYSTEMS SHARED VALUES QUICK WIN! STAFF SKILLS STYLE DO THIS EXERCISE FOR EACH DIMENSION 4 -VISUALIZING COMPLEXITY
  • 15. WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE? THEME 1 STRATEGY STRUCTURE SYSTEMS SHARED VALUES STAFF SKILLS STYLE VISUALIZE INTERDEPENDANCE BETWEEN DIMENSIONS 4 -VISUALIZING COMPLEXITY
  • 16. ADD THE DETAILS AGILE TEAM PILOT PROGRAM WHAT IS CHANGING? WHAT IF IT DOESN’T CHANGE? STRATEGY Get products to market sooner to increase customer retention Status quo will be preserved, with new labels only STRUCTURE re-organize functional teams into product teams Fighting and competition between departments will increase, strategy not realized. SYSTEMS Implement new tooling for pilot teams Team will be forced into using existing in-adequate tools, slower production, lower quality, strategy not realized. STYLE Managers and PMs become servant leaders Teams will be unable to fully self-organize, benefits of strategy not realized. STAFF Increased self-organization “Style” will continue to be command and control SKILLS Training Staff and Management won’t have the knowledge to support the change. 4 -VISUALIZING COMPLEXITY
  • 17. USING THESE TOOLS WITH OTHER METHODS PERSPECTIVE MAPPING LANDMINES! - use to create awareness (ADKAR) - creates urgency (Kotter) - contributes to engagement (PCI) - creates personal connection (PCI) SUMMARY - understand resistance - identify if more planning is needed - learn what to avoid…for now BLAST RADIUS INTERCONNECTEDNESS - identify quick wins (Kotter) - increases knowledge (ADKAR) - contributes to shared values (7S) - communicate risks - identifies reach of change coalition (Kotter) - plan for intended consequences - stakeholder alignment and buy-in
  • 18. lIKE WHAT YOU SEE? "This is a key piece of work for further advancing agile, lean and change management. It's a must read for anyone starting a transformation" - Jamie Longmuir, Agile Practitioner ! Lean Change Management is a collection of innovative practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a feedback-driven approach to change that can be adapted to any organization. Get the Book
  • 19. WANT TO SEE MORE? BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE) APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE)