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How to Change the World


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A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.

There is also a booklet available about this topic:

Published in: Business, Technology
  • just finished the reading of Jurgen's book : hihgly recommended book for any Change Agent and all ! I will definitily use or continue to use the ideas clearly synthetized in this valuable book and especially two extracted from Jurgen's book : Mind the people by ensuring that your change initiative does not forget to take into account the people aspect. Value all discussions, the good ones and the bad ones, as when people critizise the change initiative's effect, it means they care about the topic !
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How to Change the World

  1. 1. Jurgen Appelo writer, speaker, entrepreneur...
  2. 2. story For 15 years I failed to leave my mark in this world. Until I started writing...
  3. 3.
  4. 4. I often get questions like this... How did I do that
  5. 5. How can I... • “Make” the rest of the organization moreAgile?
  6. 6. How can I... • “Make” the rest of the organization moreAgile? • “Motivate” my employees to develop themselves?
  7. 7. How can I... • “Make” the rest of the organization more Agile? • “Motivate” my employees to develop themselves? • “Convince” customers they should accept Scrum?
  8. 8. How can I... • “Make” the rest of the organization more Agile? • “Motivate” my employees to develop themselves? • “Convince” customers they should accept Scrum? Etc...•
  9. 9. How can I be successful at influencing other people to do what I want
  10. 10. 14
  11. 11. It seems we all want to learn... How to change a social complex system
  12. 12. I am inspired by...
  13. 13. And I discovered the facets of social change...
  14. 14. The mojito method Make something amazing out of existing ingredients that are good but boring
  15. 15. Consider the system
  16. 16. Consider the individuals
  17. 17. Consider the interactions
  18. 18. Consider the environment
  19. 19. Dance with the System
  20. 20. The System PDCA cycle Deming/Shewhart
  21. 21. • What IsYour Goal? • Where Is It GoingWell?
  22. 22. Develop a vision, analyze where things are going well, and copy those behaviors.
  23. 23. The vision... pan-European collaboration Going well... new initiatives born in meetups To be copied... getting together face-to-face
  24. 24. What Are the Crucial Steps?• When and Where Do You Start?•
  25. 25. Define simple steps to follow, and choose the right moment/place to start.
  26. 26. • How DoYou Get Feedback? • How DoYou Measure Results?
  27. 27. The Feedback Door Feedback... sticky notes Measure... happiness index
  28. 28. • How DoYou Accelerate Results?
  29. 29. Try, again and again, until you have it right. (And learn from other people’s failures.)
  30. 30. A social system is complex and adaptive. Keep poking it with ideas and see how it responds and changes. The System
  31. 31. We can't control systems or figure them out. But we can dance with them. - Donella H. Meadows,Thinking in Systems
  32. 32. You want the organization to be more Agile? • What Is My Goal? • Where Is It GoingWell? • What Are the Crucial Steps? • When andWhere Do I Start? • How Do I Get Feedback? • How Do I Measure Results? • How Do I Accelerate Results?
  33. 33. Mind the People
  34. 34. The Individuals ADKAR model Hiatt
  35. 35. How Will You Communicate?• How Will You Set an Example?•
  36. 36. Choose ways to communicate...
  37. 37. • How DoYou Make It Urgent? • How DoYou Make It Desirable?
  38. 38. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
  39. 39. Find innovative ways to target human needs Curiosity Honor Acceptance Mastery Power Freedom Relatedness Order Goal Status
  40. 40. Who Will Be Teaching?• How Will You Teach Them?•
  41. 41. Use experts to help people understand exactly what to do.
  42. 42. • What Makes It Easy? • How CanThey Practice?
  43. 43. Make it as easy as possible for people to make a change.
  44. 44. • WhatAre the Short-TermWins? • What Makes It Sustainable?
  45. 45. Build habits with small successes to make behaviors sustainable.
  46. 46. Sending rational messages is not enough. Treat people as emotional beings who can use a little help on the way. The Individuals
  47. 47. You want developers to educate themselves? • HowWill I Communicate? • HowWill I Set an Example? • How Do I Make It Urgent? • How Do I Make It Desirable? • WhoWill BeTeaching? • HowWill ITeachThem? • What Makes It Easy? • How CanThey Practice? • What Are the Short-Term Wins? • What Makes It Sustainable?
  48. 48. Stimulate the Network
  49. 49. The Interactions Adoption Curve model Rogers
  50. 50. Are You Committed?• Who Is Assisting You?•
  51. 51. Make sure you are not on your own. Ask other people for help.
  52. 52. • WhoWill Be the Innovators?
  53. 53. Find the innovators who want to be the first to try new things.
  54. 54. • Who Are the EarlyAdopters? • HowWill the Leaders Help?
  55. 55. How Do You Reach the Early Majority?• How Can You Make It Viral?•
  56. 56. Adapt your approach so that you are able to cross the “chasm” between early adopters and early majority.
  57. 57. • HowWillYou Deal with Skeptics?
  58. 58. Listen to the skeptics and understand what is holding them back.
  59. 59. • HowWillYou Prevent a Relapse?
  60. 60. Don’t stop too soon! Keep monitoring things and don’t give the laggards a chance to undo all your work.
  61. 61. The Interactions Behaviors are transmitted from person to person in a social network. Treat them as beneficial viruses.
  62. 62. You want people to use your services? Am I Committed?• Who Is Assisting Me?• Who Will Be the Innovators?• Who Are the Early Adopters?• How Will the Leaders Help?• How Do• I Reach the Early Majority? How• Can I Make It Viral? How Will• I Deal with Skeptics? How• Will I Prevent a Relapse?
  63. 63. Change the environment
  64. 64. The Environment Five I’s
  65. 65. • How DoYou Radiate Information? • How DoYou Ease Communication?
  66. 66. Keep goals visible and make people aware of their actual behavior.
  67. 67. What Is the Group Identity?• How Can You• Grow Peer Pressure?
  68. 68. Appeal to a higher identity that people want to associate themselves with.
  69. 69.
  70. 70. A common tactic: them versus us
  71. 71.
  72. 72. • CanYou IncentivizeGood Behavior?
  73. 73. Incentivize good behavior with small rewards.
  74. 74. Which Barriers Will You Remove?• Which Guides Will You Place?•
  75. 75. Remove obstacles and add guidance to make things easier.
  76. 76. • Who Can Make the Rules?
  77. 77. Define and enforce rules of good conduct...
  78. 78. Behavior is a function of a person and his or her environment. Instead of changing a person, change the environment. The Environment
  79. 79. Culture changes only after you have successfully altered people's actions, after the new behavior produces some group benefit for a period of time. - John P. Kotter, Leading Change
  80. 80. You want your friends to go to a conference? • How Do I Radiate Information? • How Do I Ease Communication? • What Is the Group Identity? • How Can I Grow Peer Pressure? • CanYou Incentivize Good Behavior? • Which Barriers Will I Remove? • Which GuidesWill I Place? • Who Can Make the Rules?
  81. 81. Change Management 3.0
  82. 82.
  83. 83. @jurgenappelo
  84. 84. This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at