Iafna 2013 unleashing results - slideshare

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Iafna 2013 unleashing results - slideshare

  1. 1. Unleashing Results:Enabling Shared Understanding AndCommitment In Groups Tackling WickedProblemsMichael RandelRandel Consulting AssociatesKensington, MD, USA@mrandel#IAFNA2013
  2. 2. Michael Randel, CPF is an organization development consultant, professionalfacilitator and trainer with more than twenty years experience advisingorganizations around the world. He was awarded the Facilitation Impact Awardby the International Association of Facilitators in recognition of the impact of hiswork on his clients.Randel Consulting Associates is a management consulting company that leadsorganizations through change and growth. With more than 20 years internationalexperience, our global outlook enables us to see different ways to do things andto bring diverse people together to move forward. As a result, our clients arestronger, more successful and positioned for future growth.michael@RandelConsultingAssociates.com +1-202-656-3796Twitter: @mrandel2
  3. 3. Overview• Two Kinds of Meetings• Meetings that Unleash Results• Tools to Unleash Results• Summary & Key Resources• Two Kinds of Meetings3
  4. 4. Two Kinds of MeetingsTechnical• Tame Problems• Homogenous Groups• Project Management4
  5. 5. Adapted from Robert Horn http://www.stanford.edu/~rhorn/The Nature of Meetings Today?No unique “correct” view of the problemDifferent views of the problem and contradictory solutionsMost problems are connected to other problemsData are often uncertain or missingMultiple value conflictsIdeological and cultural constraintsPolitical constraints Economic constraintsNumerous possible intervention pointsConsequences difficult to imagineConsiderable uncertainty, ambiguityGreat resistance to changeFinancial constraints5
  6. 6. Two Kinds of MeetingsComplex• Wicked Problems• Diverse Groups• Adaptive Management6
  7. 7. Two Kinds of MeetingsTechnical vs. ComplexTame vs. Wicked7
  8. 8. Wicked Problems“A problem that is difficult or impossible tosolve because of incomplete, contradictory,and changing requirements that are oftendifficult to recognize.Moreover, because of complexinterdependencies, the effort to solve oneaspect of a wicked problem may reveal orcreate other problems.”Wikipedia8
  9. 9. Definition of Wicked Problems1. Each potential solution illuminates new aspects ofthe wicked problem.2. Wicked problems have no stopping rule.3. Solutions to wicked problems are not right orwrong.4. Every wicked problem is essentially unique andnovel.5. Every solution to a wicked problem is a "one-shotoperation".6. Wicked problems have no given alternativesolutions.9
  10. 10. “Because wicked problems are often imperfectlyunderstood it is important that they are widelydiscussed by all relevant stakeholders in order toensure a full understanding of their complexity. If aresolution of a wicked issue requires changes in theway people behave, these changes cannot readily beimposed on people. Behaviours are more conduciveto change if issues are widely understood, discussedand owned by the people whose behaviour is beingtargeted for change.”Australia (2007) Tackling Wicked Problemschangeownedunderstanding10
  11. 11. SharedUnderstandingSharedCommitmentBreakthroughResultschangeownedunderstanding11
  12. 12. Overview• Two Kinds of Meetings• Meetings that Unleash Results• Tools to Unleash Results• Summary & Key Resources• Meetings that Unleash Results12
  13. 13. How can we mobilizeshared understanding andshared commitmentin groups tackling wickedproblems?13
  14. 14. 20 participants14 organizationsPolitically contested environment50 year history of conflict and distrustUnleashing Results from this group?14
  15. 15. At first, meet Face to Face…15What can possiblygo wrong?
  16. 16. In CommonDifferencesWhat Group Members are Thinking…16
  17. 17. In CommonDifferencesWhat They Have Yet To Discover…17
  18. 18. SharedUnderstandingSharedCommitmentBreakthroughResults18
  19. 19. Common LanguageSharedUnderstandingSharedCommitmentBreakthroughResults19
  20. 20. Common LanguageShared Display SharedUnderstandingSharedCommitmentBreakthroughResults20
  21. 21. Common LanguageShared DisplayShared ValuesSharedUnderstandingSharedCommitmentBreakthroughResults21
  22. 22. Common LanguageShared DisplayShared ValuesShared OwnershipSharedUnderstandingSharedCommitmentBreakthroughResults22
  23. 23. SharedUnderstandingSharedCommitmentBreakthroughResultsCommon LanguageShared DisplayShared ValuesShared Ownership23
  24. 24. Overview• Two Kinds of Meetings• Meetings that Unleash Results• Tools to Unleash Results• Summary & Key Resources• Tools to Unleash Results24
  25. 25. ©2007-2010 CogNexus InstituteShared Display is the foundation forShared Understanding & Commitment25
  26. 26. 1. Pens and Sticky Notes26
  27. 27. 2. Sticky Walls/PinBoards27
  28. 28. 3. Graphic Recording/Facilitation28
  29. 29. Books by David SibbettImages – davidsibbett.com29
  30. 30. 4. Dialogue MappingAdapted from Stirling City Center Alliance30
  31. 31. Core ‘Grammar’ of Dialogue Mapping3 A Arguments:Pro (argumentssupporting)3 B Arguments:Con (argumentsagainst)1. Issues orQuestions2. Positionsor Ideas31
  32. 32. 32
  33. 33. Powernoodle is a cloud-based platform that helps organizationsmake more informed decisions and solve problems faster.... Powernoodle brings remotegroups together to facilitatecollaboration & brainstorming,gather feedback, evaluate ideas,allocate resources anddetermine next steps335. Powernoodle
  34. 34. Photocredit: powernoodle34
  35. 35. Overview• Two Kinds of Meetings• Meetings that Unleash Results• Tools to Unleash Results• Summary & Key Resources• Summary & Key Resources35
  36. 36. SummarySharedUnderstandingSharedCommitmentBreakthroughResultsCommon LanguageShared DisplayShared ValuesShared Ownership36
  37. 37. 37

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