ROFP - Dealing with Wicked Problems

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ROFP - Dealing with Wicked Problems

  1. 1. DEALING WITH WICKED PROBLEMS Reaching YOUR Full Potential: Taking the Next Step Conference
  2. 2. Obligatory Agenda Slide •Hi! •What? •So what? •Now what?
  3. 3. Activity 1 •Sort the pieces by colour •Decide among yourselves what pieces will be treated as special •Put “special” pieces into one pile
  4. 4. SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  5. 5. Activity 2 •Build a tower that is at least 20 bricks tall •The tower must have a regular colour pattern •Upper layers may not be wider than lower layers
  6. 6. COMPLICATED Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  7. 7. Activity 3 •Build an animal or a vehicle •It must have a regular colour pattern •Each colour of brick may be handled by only one person •You have 30 seconds to plan, after that no talking or whispering •Your group will be moved with your structure to another table every minute
  8. 8. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  9. 9. Activity 4 •Build a building or a plant •Rules from before apply •Your group will be moved with your structure to another table every minute •At random times we will move randomly selected people from one group to another •No planning time & no talking
  10. 10. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  11. 11. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond DISORDER CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  12. 12. Unstable Environment Complex & Chaotic Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Reduce risk with research and data UNCERTAINTY NEW EXPERIENCES Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems objectively
  13. 13. Unstable Environment Complex & Chaotic Succeed more often in new situations Place small bets, quickly Manage risk through action Develop multiple opportunities Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Continuously learn, adapt and … Reduce risk with research and data Accept UNCERTAINTY Seek NEW EXPERIENCES Develop Broad Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems empathetically Consider problems objectively
  14. 14. Change will lead to insight far more than insight will lead to change. Milton Erickson
  15. 15. SO WHAT? (Think, Pair, Share)
  16. 16. NOW WHAT? Reaching YOUR Full Potential
  17. 17. Connect angie.tarasoff@gov.ab.ca @angietarasoff http://ca.linkedin.com/in/angietarasoff/ www.newernormal.ca http://www.scoop.it/t/managing-complexity
  18. 18. References Workshop exercises adapted from: Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013 Slides 2-6 adapted from: Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76. Slides 7-11 adapted from: Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?" Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.

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