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Discovering What Good Looks Like with Clean Language, Agendashift and Cynefin

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Clean Language is a model for coaching conversations. Agendashift is a values-based change management approach that seeks to make the agenda for change explicit. Cynefin is a systems model which describes different domains such that appropriate action can be taken.

Together these tools can be combined to identify outcomes for change and choose appropriate change strategies.

This practical workshop will show you how, by using Clean Language and Agendashift prompts within a Cynefin Four Points Contextualisation exercise.

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Discovering What Good Looks Like with Clean Language, Agendashift and Cynefin

  1. 1. A proud member of the with Clean Language, Agendashift and Cynefin Lean Agile Scotland #lascot16 Discovering What Good Looks Like Copyright © 2015-2016 Agendashift™ (a trading name of Positive Incline Ltd). All rights reserved. For further information about this material, see www.agendashift.com/partner and www.agendashift.com/partner_licence
  2. 2. Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift, @KanbanInside Blog: positiveincline.com, blog.agendashift.com •  Author, Kanban from the Inside •  Brickell Key Community Contribution Award 2014 •  Former Executive Director and global development manager, then IT Director •  Interim delivery manager for two UK government digital “exemplar” projects •  Consultant, trainer, coach, founder #hello, my name is Mike Burrows
  3. 3. Karl Scotland Email: kjscotland@googlemail.com Twitter: @kjscotland Blog: availagility.co.uk •  Founding member of Limited WIP Society and Lean Systems Society •  Brickell Key Community Contribution Award 2013 •  Creator of Kanban Thinking (with the Kanban Canvas), the Ball Flow Game, and the Lego Flow Game (with Sallyann Freudenberg) •  Consultant, trainer, coach #hello, my name is Karl Scotland
  4. 4. Don’t be a jerk, be excellent to each other! http://leanagile.scot/code-of-conduct/ This is a workshop
  5. 5. Coaching Strategy deployment Strategy planning Values-based delivery assessment Debrief / action workshop Transformation strategy framework Transparency | Balance | Collaboration | Customer Focus | Flow | Leadership Lean-Agile | Kanban | Clean Language | Cynefin | Lean Startup | A3 | Servant Leadership Agendashift Transforming Lean-Agile transformation ™
  6. 6. A proud member of the Context for change (1) In groups of 3 to 5 (4 is ideal) 1.  Clarify together: •  What (roughly) is the organisational scope of the exercise? 2.  Identify any stakeholders you may need to represent 3.  On your own behalf, write down at least one problem, challenge or objective for each of the following levels: •  Personal •  Team •  Corporate 4.  In your group, try to do the same on behalf of unrepresented stakeholders
  7. 7. A proud member of the Context for change (2) Taking turns in the roles of client (representing yourself or role- playing for an absent stakeholder), coach, and scribe (note taker), identify desired outcomes •  The client starts by stating a problem, challenge or objective from the previous exercise •  Using only the phrases below, the coach guides the conversation •  “(And) What would you like to have happen?” •  “(And) then what happens?” •  ”(And) what happens before X”? •  “Is there anything else about X?” •  “What kind of X (is that X)?” •  The scribe notes down anything that sounds like a potentially relevant outcome (not problems or solutions) #cleanlanguage
  8. 8. Complicated – The right plan is knowable through expert analysis Obvious – The right plan is evident with minimal expertise Complex – The path will be knowable only in hindsight Chaos – There is no right path; we must act first #cynefin four points contextualisation (Disorder) Context for change (3)
  9. 9. A proud member of the Assessment •  Mindful of context, score the 18 prompts across these 6 categories: 1.  Transparency 2.  Balance 3.  Collaboration 4.  Customer focus 5.  Flow 6.  Leadership •  “Which are you most drawn to?” Use the “star” functionality (sparingly) as you finish each category
  10. 10. A proud member of the The Agendashift scoring scale 1.  Barely started – little evidence, if any 2.  Early gains – sporadic evidence, not widespread or consistent 3.  Getting there – evident, but improvement or more consistency needed 4.  Nailing it, consistently – firmly established, widely and consistently evident
  11. 11. A proud member of the Agree areas for attention •  Prioritise prompts for your team as follows: •  Generate: Quickly and silently, identify on separate sticky notes one to three prompts per person from the assessment that represent promising areas of potential change •  Organise: Group sticky notes together by category. As you add your sticky note, explain your choice •  Prioritise: “Dot vote” to identify your team’s top three •  Prepare to report back: •  Your top three prompts and why they’re important •  Which categories (values) generated the most sticky notes?
  12. 12. A proud member of the Desired outcomes (1) Taking turns in the roles of client, coach, and scribe, identify desired outcomes •  The client starts with a prioritised prompt •  Using only the phrases below, the coach guides the conversation •  “(And) What would you like to have happen?” •  “(And) then what happens?” •  ”(And) what happens before X”? •  “Is there anything else about X?” •  “What kind of X (is that X)?” •  The scribe notes down anything that sounds like a potentially relevant outcome (not problems or solutions) #cleanlanguage
  13. 13. Complicated – The right plan is knowable through expert analysis Obvious – The right plan is evident with minimal expertise Complex – The path will be knowable only in hindsight Chaos – There is no right path; we must act first (Disorder) Desired outcomes (2) #cynefin four points contextualisation
  14. 14. Complicated – The right plan is knowable through expert analysis Obvious – The right plan is evident with minimal expertise Complex – The path will be knowable only in hindsight Chaos – There is no right path; we must act first (Disorder) Desired outcomes (3) #cynefin four points contextualisation –  Competition –  Engagement –  Exploration –  Ecosystems –  Evolution –  …
  15. 15. A proud member of the Generate and prioritise actions Prioritise actions for your team as follows: •  Generate: Quickly and silently, generate some action ideas on sticky notes for your chosen three prompts •  Prioritise: Dot vote or “pass the cards” to choose the team’s top three actions and from those agree one that you will pursue •  Refine & discuss: •  Agree draft wording of your top three •  “(And) then what happens?” (about an action) •  “(And) what needs to happen for X?” (about an outcome) •  Revise as necessary •  “Which are you most drawn to?” Choose your team’s top one •  Prepare to report back on all three
  16. 16. A proud member of the Hypothesis-driven change We believe that (actionable change) ____________________________ will result in (meaningful impact) ____________________________. We’ll know that we have succeeded when (observable outcomes)___________________________ ___________________________ ___________________________. #leanstartup
  17. 17. Change: Owner: Mentor: Context / scope: Aligned to objective: (owner) Copyright © 2016 Agendashift (a trading name of Positive Incline Ltd) This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Pilot experiments (new A3s) Directly impacted Other stakeholders & influencers Assumptions & dependencies People Insights To be validated To be resolved Downside (to be invalidated/mitigated) Upside (to be nurtured) Hypothesis Risks We believe that will result in We'll know that we have succeeded when: Agendashift Transforming Lean-Agile transformation ™
  18. 18. A proud member of the Assumptions, dependencies, pilot experiments Assumptions: •  What don’t we know yet? What’s not yet proven or demonstrated [1] •  “What would have to be true for this option to look fantastic?” [2] •  Neither validated nor invalidated Dependencies: •  What isn’t in place yet? •  for a demonstrably successful implementation What pilot experiments should we conduct first? •  Significantly quicker and cheaper than the experiment as a whole •  Potential for massive savings in time, money, and reputation [2] Roger L. Martin, in Lafley, A. G. and Roger L. Martin. 2013. Playing to Win, How Strategy Really Works (Boston: Harvard Business Press) [1] See PMBOK definition
  19. 19. A proud member of the Risks •  What potential downsides exist with this change? How should we be prepared to mitigate them? •  What potential upsides should we look for? How can we nurture them? •  Is this experiment safe-to-fail? •  Additional pilot experiments needed?
  20. 20. A proud member of the Quick recap •  Hypothesis •  Actionable change, meaningful impact, measures •  Assumptions & dependencies •  What (outside our control) would need be true to make this option “fantastic”? •  What must we put in place to ensure success •  Risks •  Downside (with mitigations), upside (to nurture) •  Safety •  Pilot experiments
  21. 21. A proud member of the People For your specific change, identify these stakeholders: •  Those impacted •  Influencers •  Customers & other beneficiaries of the change •  Management & governance Q: Who holds a veto? Q: How will you go about building a coalition for change?
  22. 22. A proud member of the Organise experiments for implementation Adapted from Jeff Anderson’s The Lean Change Method; see also Ash Maurya’s Running Lean Agree Urgency Nego,ate Change Validate Adop,on Verify Performance Complete Next Adopted Reverted Soon Rejected New Abandoned
  23. 23. A proud member of the Organise experiments for implementation •  Walk your most urgent change across the board. What specific conversations are you having at each stage? With whom? Agree Urgency Negotiate Change Validate Adoption Verify Performance Complete Next Adopted Reverted Soon Rejected New Abandoned •  How frequently will you review the board? Who needs to be there?
  24. 24. A proud member of the Plan the path 1. Refine existing [kanban] systems 6. Explore fitness for purpose 2. Improve the service experience 3. Manage the knowledge discovery process 4. Balance demand and capability 5. Address sources of dissatisfaction and other motivations for change Transparency Leadership Flow Customer focus Balance Collaboration
  25. 25. A proud member of the 1.  Review your top 3 actions and all outcomes relevant to them 2.  In the style of an Agendashift prompt (examples below), compose some sentences that will be “more true” if your outcomes are achieved •  “We identify dependencies between work items in good time and sequence them accordingly” •  “Our vision and purpose are clear to us, our customers, and our stakeholders” •  “We ensure that opportunities for improvement are recognised and systematically followed through” 3.  Can you identify any common themes, strategies, assumptions, or values not previously articulated? 4.  Do you have the right set of initial actions? Sure about the follow- through? Full circle
  26. 26. A proud member of the Coaching Strategy deployment Strategy planning Values-based delivery assessment Debrief / action workshop Transformation strategy framework Transparency | Balance | Collaboration | Customer Focus | Flow | Leadership Lean-Agile | Kanban | Clean Language | Cynefin | Lean Startup | A3 | Servant Leadership Agendashift Transforming Lean-Agile transformation ™
  27. 27. A proud member of the Clean Language •  Created by the late David Grove •  Further developed by James Lawler & Penny Tompkins Recommended reading: •  The Five Minute Coach: Improve Performance Rapidly Lynne Cooper & Mariette Castellino (2012) •  Clean Language: Revealing Metaphors and Opening Minds Wendy Sullivan & Judy Rees (2008) •  From Contempt to Curiosity: Creating the Conditions for Groups to Collaborate Using Clean Language and Systemic Modelling Caitlin Walker (2014) References and acknowledgements
  28. 28. A proud member of the The Cynefin framework •  Created by Dave Snowden Founder and chief scientific officer, Cognitive Edge Recommended reading: •  A leader’s framework for decision making David J. Snowdon & Mary E. Boone (2007, Harvard Business Review) hbr.org/2007/11/a-leaders-framework-for-decision-making •  The Cynefin Mini-Book Greg Brougham (2015, InfoQ) www.infoq.com/minibooks/cynefin-mini-book •  Finding Your Place on the Framework – Simon Powers www.adventureswithagile.com/2016/04/11/cynefin-review-part-7-finding- your-place-on-the-framework/ References and acknowledgements
  29. 29. A proud member of the Lean Startup •  Created by Eric Ries Recommended reading: •  Running Lean: Iterate from plan A to a plan that works Ash Maurya (2012) •  The Lean Startup: How constant innovation creates radically successful businesses  Eric Ries (2011) References and acknowledgements
  30. 30. A proud member of the A3 •  Developed inside Toyota Recommended reading: •  Managing to Learn: Using the A3 management process to solve problems, gain agreement, mentor, and lead John Shook (2010) •  Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System Durward K. Surbek II & Art Smalley (2008) References and acknowledgements
  31. 31. A proud member of the Kanban, the Kanban Method •  Kanban was developed inside Toyota •  The Kanban Method was developed by David J. Anderson; it describes the application of kanban to creative knowledge work Recommended reading: •  Kanban from the Inside: Understand the Kanban Method, connect it to what you already know, introduce it with impact Mike Burrows (2014) •  Essential Kanban Condensed David J. Anderson & Andy Carmichael (2016) •  Kanban: Successful evolutionary change for your technology business David J. Anderson (2010) References and acknowledgements
  32. 32. A proud member of the Servant Leadership •  An ancient idea developed most notably by Robert K. Greenleaf in the 1970’s Recommended reading in this and related subjects: •  Servant Leadership: A journey into the nature of legitimate power and greatness Robert K. Greenleaf (2012, 25th anniversary edition released) •  Organizational Culture and Leadership Edgar H. Schein (2010) •  The Fifth Discipline: The art and practice of the learning organization Peter Senge (2nd Edition, 2006) References and acknowledgements

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