CBODN 2013 unleashing results in groups tackling wicked problems

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Enabling shared understanding and commitment in groups tackling wicked problems

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  • Explain how Heifetz sees ‘technical’ meetings – Experts apply current know-howCurrent problem is well-understood, and known (technical) solutions are availableCurrent problem can be defined and understood, but no technical solution exists yetExplain Snowden’s view of Simple and Complicated domains, as distinct from Complex (and Chaos)
  • Pair up and play tic-tac-toe… without using paper and pen, just your hands and the air between you.
  • Sources for Sticky Walls:ICANeulandHome-made Alternatives
  • Question: Who has attended any of the Visual Sessions? What insights and take-aways?
  • Describe the path from Wicked Problems to IBIS, to Dialogue Mapping
  • CBODN 2013 unleashing results in groups tackling wicked problems

    1. 1. @mrandel @CBODN Unleashing Results: Enabling Shared Understanding And Commitment In Groups Tackling Wicked Problems Michael Randel Randel Consulting Associates Kensington, MD, USA
    2. 2. Overview Two Kinds of Problems • Two Kinds of Problems • Meeting to Unleash Results • Tools that Unleash Results • Summary 2
    3. 3. Two Kinds of Problems Technical • Tame Problems • Homogenous Groups • Project Management 3
    4. 4. The Nature of Problems Today? No unique “correct” view of the problem Different views of the problem and contradictory solutions Data are often uncertain or missing Most problems are connected to other problems Multiple value conflicts Ideological and cultural constraints Political constraints Economic constraints Numerous possible intervention points Consequences difficult to imagine Financial constraints Considerable uncertainty, ambiguity Great resistance to change 4 Adapted from Robert Horn http://www.stanford.edu/~rhorn/
    5. 5. 5
    6. 6. Two Kinds of Problems Complex • Wicked Problems • Diverse Groups • Adaptive Management 6
    7. 7. Two Kinds of Problems Technical Tame vs. vs. Complex Wicked 7
    8. 8. Wicked Problems “A problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.” Wikipedia 8
    9. 9. Definition of Wicked Problems 1. Each potential solution illuminates new aspects of the wicked problem. 2. Wicked problems have no stopping rule. 3. Solutions to wicked problems are not right or wrong. 4. Every wicked problem is essentially unique and novel. 5. Every solution to a wicked problem is a "one-shot operation". 6. Wicked problems have no given alternative solutions. 9
    10. 10. “Because wicked problems are often imperfectly understood it is important that they are widely discussed by all relevant stakeholders in order to ensure a full understanding of their complexity. If a resolution of a wicked issue requires changes in the way people behave, these changes cannot readily be imposed on people. Behaviours are more conducive to change if issues are widely understood, discussed and owned by the people whose behaviour is being targeted for change.” change Australia (2007) Tackling Wicked Problems 10
    11. 11. Shared Understanding understanding Breakthrough Results owned change Shared Commitment 11
    12. 12. Overview • Two Kinds of Problems • Meeting tothat Unleash Results Problems Unleash Results • Tools that Unleash Results • Summary 12
    13. 13. How can we mobilize shared understanding and shared commitment in groups tackling wicked problems? 13
    14. 14. Unleashing Results from this group? 20 participants 14 organizations Politically contested environment 50 year history of conflict and distrust 14
    15. 15. At first, meet Face to Face… What can possibly go wrong? 15
    16. 16. What Group Members are Thinking… In Common Differences 16
    17. 17. What They Have Yet To Discover… In Common Differences 17
    18. 18. Shared Understanding Breakthrough Results Shared Commitment 18
    19. 19. Shared Language http://www.jpl.nasa.gov/pictures/solar/mcoartist.html
    20. 20. Shared Language Shared Understanding Breakthrough Results Shared Commitment 20
    21. 21. Shared Display Source: http://www.cognexus.org/Clients/DeltaConservancy/DD_Sept_2013/
    22. 22. Shared Language Shared Display Shared Understanding Breakthrough Results Shared Commitment 22
    23. 23. Shared Values http://online.usip.org/negotiation/3_1_8.php
    24. 24. Shared Language Shared Display Shared Understanding Breakthrough Results Shared Values Shared Commitment 24
    25. 25. Shared Ownership Source: Michael Randel
    26. 26. Shared Language Shared Display Shared Understanding Breakthrough Results Shared Values Shared Commitment Shared Ownership 26
    27. 27. Shared Language Shared Display Shared Understanding Breakthrough Results Shared Values Shared Commitment Shared Ownership 27
    28. 28. Overview • Two Kinds of Problems • Meeting to Unleash Results • Tools to Unleash Results • Tools that UnleashResults • Summary 28
    29. 29. 1. Pens and Sticky Notes 29
    30. 30. 2. Sticky Walls/PinBoards 30
    31. 31. 3. Graphic Recording/Facilitation 31
    32. 32. 4. Dialogue Mapping 32 ©2007-2010 CogNexus Institute
    33. 33. http://www.cognexus.org/Clients/DeltaConservancy/DD_Sept_2013/
    34. 34. Core ‘Grammar’ of Dialogue Mapping 1. Issues or Questions 2. Positions or Ideas 3 A Arguments: Pro (arguments supporting) 3 B Arguments: Con (arguments against) 34
    35. 35. 5. Powernoodle 35
    36. 36. Powernoodle is a cloud-based platform that helps organizations make more informed decisions and solve problems faster. ... Powernoodle brings remote groups together to facilitate collaboration & brainstorming, gather feedback, evaluate ideas, allocate resources and determine next steps 36
    37. 37. Powernoodle Practice How can we mobilize shared understanding and shared commitment in groups tackling wicked problems?
    38. 38. Overview • Two Kinds of Problems • Meeting to Unleash Results • Tools that Unleash Results • Summary Summary 38
    39. 39. Summary Common Language Shared Display Shared Understanding Breakthrough Results Shared Values Shared Commitment Shared Ownership 39
    40. 40. Resources Australia, Public Service Commission Tackling Wicked Problems: a public policy perspective (2007) Conklin, Jeff Dialogue Mapping (2005) Culmsee, Paul The Heretic’s Guide to Best Practices (2011) Dialogue Mapping www.CleverWorkArounds.com YouTube: Paul Culmsee http://cognexus.org/cognexus_institute.htm - Dialogue Mapping Resources http://cognexus.org/tutorials.htm - Tutorials http://compendium.open.ac.uk/institute/ - Software Download Groupaya Delta Dialogues Phase 1 report http://delta.groupaya.net/phase-1-final-report/ delta.groupaya.net Heifetz, Ron Leadership without Easy Answers (1998) The Practice of Adaptive Leadership (2009) PollEverywhere www.PollEverywhere.com Powernoodle www.Powernoodle.com http://help.powernoodle.com/ Sibbett, David Visual Meetings (2010) - Visual Teams (2011) Visual Leaders (2013) Stanfield, Brian The Workshop Book (2002) Straker, David Rapid Problem Solving with Sticky Notes (1997)
    41. 41. Michael Randel is the Director of Randel Consulting Associates, a management consulting and organizational development firm, leading organizations and businesses through change and growth.. Working at the intersection of organization learning and change management, Randel Consulting Associates engages at local, national and global levels to: • Coach teams and executive leadership through change and improvement, • Design and facilitate meetings and retreats for staff, members, and external stakeholders, • Create and run professional development programs that equip people with the skills and knowledge they need to succeed. michael@RandelConsultingAssociates.com +1-202-656-3796 www.RandelConsultingAssociates.com Twitter: @mrandel 41

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