Intentions, Processes and Frameworks for Change

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This lecture discusses the Law of Unintended Consequences, the importance of understanding your user to avoid typical pitfalls, frameworks for creating change, and adding the notion that moral capabilities are needed for an effective leader.

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Intentions, Processes and Frameworks for Change

  1. 1. The Road to Hell is Paved with Good Intentions: The Law of Unintended Consequences & Frameworks for Change
  2. 2. Design & Intentions Frameworks for Change Processes You, Leadership and Social Impact
  3. 3. The Law of Unintended Consequences “Any intervention in a complex system may or may not have the intended result, but will inevitably create unanticipated and often undesirable outcomes”
  4. 4. Green Dreams: Huangbaiyu Development photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  5. 5. Green Dreams: Farming Community photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  6. 6. Green Dreams: Meeting Needs photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  7. 7. Green Dreams: Unintended Uses photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  8. 8. Green Dreams: Consultation photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  9. 9. Green Dreams: Managing Expectations photo: http://www.pbs.org/frontlineworld/fellows/green_dreams/
  10. 10. Reflect/Debate: What are some potential criticisms of Tide’s Loads of Hope?
  11. 11. As designers, managers and business professionals- it is our role to make doing the right thing and buying the right thing as easy as possible.
  12. 12. Frameworks for Creating Change: The Rider- Analytical The Elephant- Emotional The Path- The Situation
  13. 13. The Story: Low-Fat Milk
  14. 14. Lesson 1: Direct the Rider “What looks like resistance is often a lack of clarity. So provide crystal clear direction. (Think 1% Milk)”
  15. 15. The Story: Radishes vs. Cookies & puzzles?
  16. 16. The Story: Too Many Gloves
  17. 17. Lesson 2: Motivate the Elephant “What looks like laziness is often exhaus- tion. The Rider can’t get his way by force for very long. So it’s critical that you engage peo- ple’s emotional side—get their Elephants on the path and cooperative (Think cookies and Radishes study and conference table full of gloves.)”
  18. 18. The Story: Stale Popcorn-Large vs. Small
  19. 19. Lesson 3: Shape the Path “What looks like a people problem is often a situation problem (The Path). When you shape the Path, you make change more likely, no matter what’s happening with the Rider and Elephant (Think of the shrinking Popcorn buckets)”
  20. 20. Story: Putting it All Together:
  21. 21. How did Donald Berwick... Direct the Rider? Motivate the Elephant? Shape the Path?
  22. 22. HEAR CREATE DELIVER -Identify Required Who to talk to -Making sense of data Resources -Identifying Patterns How to gain empathy -Create Implemen- -Defining Opportunities tation Plan How to capture stories -Creating Solutions -Scope out Finan- cial Sustainability participate opportunity identification observe interview build a team brainstorm synthesize prototype draw your job
  23. 23. Processes Overlay Define Discover Design Deliver Direct the Rider Motivate the Elephant Shape the Path Hear Create Deliver Generate Conceptualize Optimize Implement Mystery Heuristic Algorithm Code
  24. 24. Reflect: From your own experiences and from the examples previously given, which part(s) of these processes do you think are most often overlooked? Why?
  25. 25. You, Leadership & Social Impact
  26. 26. Leadership When you think of leaders today, what qualities come to mind that they possess?
  27. 27. Leadership What pitfalls do leaders most generally succumb to?
  28. 28. Leadership What type of moral capabilities do you think are needed for leaders today?
  29. 29. MBA Oath: As a manager, my purpose is to serve the greater good by bringing people and resources together to create value that no single individual can create alone. Therefore I will seek a course that enhances the value my enterprise can create for society over the long term. I recognize my decisions can have far- reaching consequences that affect the well-being of individuals inside and outside my enterprise, today and in the future. As I reconcile the interests of different constituencies, I will face choices that are not easy for me and others. Therefore I promise: I will act with utmost integrity and pursue my work in an ethical manner. I will safeguard the interests of my shareholders, co-workers, customers and the society in which we operate. I will manage my enterprise in good faith, guarding against decisions and behavior that advance my own narrow ambitions but harm the enterprise and the societies it serves. I will understand and uphold, both in letter and in spirit, the laws and contracts governing my own con- duct and that of my enterprise. I will take responsibility for my actions, and I will represent the performance and risks of my enterprise accurately and honestly. I will develop both myself and other managers under my supervision so that the profession continues to grow and contribute to the well-being of society. I will strive to create sustainable economic, social, and environmental prosperity worldwide. I will be accountable to my peers and they will be accountable to me for living by this oath. This oath I make freely, and upon my honor. mbaoath.org
  30. 30. Scales of Impact press education politics law healthcare markets Institutions business economy shelters nonprofits art programs local theater Communities libararies parks corner stores schools churches universities People neighbors homeless bosses friends classmates victims children family colleagues teachers politicians students lawyers
  31. 31. Scales of Impact Scalable Impact Institutions Time Communities People
  32. 32. There are those who give little of the much which they have - and they give it for recognition and their hidden desire makes their gifts unwholesome. And there are those who have little and give it all. These are the believers in life and the bounty of life, and their coffer is never empty. There are those who give with joy, and that joy is their reward. And there are those who give with pain, and that pain is their baptism. And there are those who give and know not pain in giving, nor do they seek joy, nor give with mindfulness of virtue; They give as in yonder valley the myrtle breathes its fragrance into space. -Kahlil Gibran. The Prophet
  33. 33. References Brown, Tim- Change by Design Fundaec Foundation- Intellectual Preparation for Social Action, Volume 1 Heath, Chip & Dan- Switch: How to Change Things When Change is Hard Martin, Roger- Opposable Mind: How Successful Leaders Win Through Inte- grative Thinking Martin, Roger- The Design of Business: Why Design Thinking is the Next Competitive Advantage MBA Oath- www.mba.com

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