13. A very inspiring diagram. The paper's title
is: Nobody ever gets credit for fixing
problems that never happened!
This affects our traditional ways with
appraisal and improvement
http://web.mit.edu/nelsonr/www/Repennin
g=Sterman_CMR_su01_.pdf
29. Iceberg Model
! Address the real-problem by
thinking beyond the event-
level
! Identify opportunities to
deliver the highest value
! Clarifying the real issue
drives design
CASE: Elevate The Help desk
Your discovery team are the
thinkers responsible for
identifying patterns, structural
issues and mental models, not
responding to “events”
35. Simple Reflections
Client:
How would you know what I am going through? You’ve probably
never even done an Agile transformation in an organization of our
size.
Interviewer:
You feel that I don’t have enough expertise to help you.
36. Amplified Reflections
Client:
How would you know what I am going through? You’ve probably
never even done an Agile transformation in an organization of our
size.
Interviewer:
You feel that it is impossible for your company to implement Agile.
37. Double-Sided Reflections
Client:
This company is gigantic, and it is full of red tape. It will probably
take too much effort to get the full benefits of Scrum. We might need
to do a hybrid approach.
Interviewer:
You know that it will be a challenge to implement Agile in this
company, and you also know it is important to increase your teams’
efficiency.
38. Shifted-Focus Reflections
Client:
You are an expert in the field. I pay you. Now, tell me what I have to
do.
Interviewer:
I am more interested in what you want to do. I’d like to find a way to
help you get through this situation. Tell me what is important to you.
39. Shifted-Focus Reflections
Client:
You are an expert in the field. I pay you. Now, tell me what I have to
do.
Interviewer:
I am more interested in what you want to do. I’d like to find a way to
help you get through this situation. Tell me what is important to you.