Boosting Agility by Distributing Decision-Making
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The document discusses boosting agility through scaling decision making. It describes how human systems are complex due to factors like imperfect information, different agendas and unpredictable events. This can lead to three gaps: a knowledge gap between what is known and unknown, an effects gap between expected and actual outcomes of actions, and an alignment gap between desired and actual behaviors. The document advocates for an intent-based leadership approach where leaders provide context and intent for decisions while giving workers freedom to determine plans and actions. This bridges the gaps and fosters a bidirectional trust between leaders and workers. Leaders are advised to prioritize, let others decide, and be accountable, while workers are advised to make decisions, communicate, and adapt as needed.
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Boosting Agility by Distributing Decision-Making
- 1. #leanagileus@everydaykanban | @TeamLagom 1 Boosting Agility by Scaling Your Decision-Making Julia Wester Principal Consultant at Lagom Solutions Blogger at EverydayKanban.com
- 2. Agility the power of moving quickly and easily; nimbleness @everydaykanban | @TeamLagom 2 #leanagileus
- 3. @everydaykanban | @TeamLagom 3 #leanagileus It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin, 1809
- 4. @everydaykanban | @TeamLagom 4 #leanagileus
- 5. #leanagileus@everydaykanban | @TeamLagom 5 Adapted from Stephen Bungay’s “The Art of Action” Outcomes Actions Plans What We Think Will Happen
- 6. @everydaykanban | @TeamLagom 6 #leanagileus Image: padraicino.com (2014) But, Human Systems are Complex
- 7. @everydaykanban | @TeamLagom 7 #leanagileus The very business of getting an organization made up of individuals, no matter how disciplined, to pursue a collective goal produces friction just as surely as applying the brakes of a car. Stephen Bungay, Art of Action
- 8. #leanagileus@everydaykanban | @TeamLagom 8 Changing Environment Complex Environment Emotion & Stress Personal Interests Different Agendas External Actors Choice Lack of Data Noise Misunderstandings Different Interpretations Different Priorities Independent Wills Unpredictable Events Imperfect Information Imperfect Information Transfer Limited Knowledge Independent Agents Human Finitude Causes of Friction ExternalFactors InternalFactors
- 9. #leanagileus@everydaykanban | @TeamLagom 9 Adapted from Stephen Bungay’s “The Art of Action” Outcomes PlansActions Failure to Execute ! Inherent Human Limitations ! Uncertain environment ! The Complex Truth
- 10. Knowledge Gap Difference between what we would like to know and what we actually know Effects Gap Difference between what we expect our actions to achieve and what they actually achieve The 3 Gaps @everydaykanban | @TeamLagom 10 #leanagileus Adapted from Stephen Bungay’s “The Art of Action” Outcomes PlansActions ! ! ! Alignment Gap Difference between what we want people to do and what they actually do
- 11. Outcomes Plans Effects Gap Knowledge Gap Alignment Gap Actions Outcomes Plans Effects Gap Knowledge Gap Alignment Gap Actions @everydaykanban | @TeamLagom 11 Two approaches to getting things done #leanagileus more detailed controls more detailed information more detailed instructions freedom to adjust actions limit instruction, give intent allow levels to decide & back brief Instruction Direction Leader - Follower Leader - Leader
- 12. Can instruction ever work? @everydaykanban | @TeamLagom 12 #leanagileus Yes, in the right context Dave Snowden, released under CC BY 3.0 Instruction Direction Cynefin: a sense-making framework
- 13. @everydaykanban | @TeamLagom 13 #leanagileus Image: ohmygodlife.com The Vicious Cycle
- 14. @everydaykanban | @TeamLagom 14 #leanagileus Getting It Right
- 15. @everydaykanban | @TeamLagom 15 #leanagileus Bridging the Gaps with Intent
- 16. @everydaykanban | @TeamLagom 16 #leanagileus If a problem is widespread and enduring, its origins are likely to be deep-seated. Stephen Bungay, Art of Action The solution is therefore unlikely to be a quick fix or something new to add to what we do already. It is likely to be something fundamental, which involves changing what we do already.
- 17. @everydaykanban | @TeamLagom 17 #leanagileus Leaders, are you willing to 1. Prioritize (I mean really prioritize) 2. Let others make decisions? 3. Be accountable for others’ decisions? 4. Back off, but stay close for support? 5. Stick with it when it gets tough (long- term over short term).
- 18. @everydaykanban | @TeamLagom 18 #leanagileus Workers, are you willing to 1. Make decisions and assume responsibility for them. 2. Critically assess the way things are done 3. Communicate intent, often 4. Speak up when you see problems 5. Work on things that matter
- 19. @everydaykanban | @TeamLagom 19 #leanagileus Flickr: B4bees - CCby2.0 What keeps us from giving away or taking control? Turn to your neighbor and discuss (2 minutes)
- 20. Leader Worker @everydaykanban | @TeamLagom 20 #leanagileus Leader Worker Intent-Based Leadership Requires Bi-Directional Trust
- 21. @everydaykanban | @TeamLagom 21 #leanagileus How much control should be given? https://www.davidmarquet.com/2017/05/24/leadership-nudge-got-frustration/
- 22. Intent-Based Leadership The Basic Steps @everydaykanban | @TeamLagom 22 #leanagileus
- 23. @everydaykanban | @TeamLagom 23 #leanagileus Leader: Decide What Matters
- 24. @everydaykanban | @TeamLagom 24 #leanagileus Leader: Get the Message Across Via a Brief Context What triggered this need? What is the situation? Intent Short statement of task and its purpose Higher Intent How does this tie into intent from 1-2 levels up? Implied Tasks Obvious tasks that need to be done. Keep it minimal. Boundaries, Freedoms & Anti-Goals Known constraints, conditions to avoid, potential future decisions
- 25. @everydaykanban | @TeamLagom The Plan Actions team will take that should achieve outcomes How team will monitor success to determine if course correction is needed 25 #leanagileus Worker: Listen, Process, & Respond via a Backbrief Context What triggered this need? What is the situation? Intent Short statement of task and its purpose Higher Intent How does this tie into intent from 1-2 levels up? Implied Tasks Obvious tasks that need to be done. Keep it minimal. Boundaries, Freedoms & Anti-Goals Known constraints, conditions to avoid, potential future decisions Team Needed People / Skills Needed
- 26. Worker: Keep Lines of Communication Open @everydaykanban | @TeamLagom 26 #leanagileus Leader: Give People Space and Support
- 27. @everydaykanban | @TeamLagom 27 #leanagileus Worker: Reflect and Adapt As You Go
- 28. @everydaykanban | @TeamLagom 28 #leanagileus Outcomes PlansActions ! ! !
- 29. @everydaykanban | @TeamLagom 29 #leanagileus Cascading intent fosters agility
- 30. @everydaykanban | @TeamLagom 30 #leanagileus Ignoring Conflicting MetricsPunishing Good Intentions Common Mistakes to Watch Out For
- 31. Getting Started What to do next! @everydaykanban | @TeamLagom 31 #leanagileus
- 32. Assess if you and your team are ready, willing and able. @everydaykanban | @TeamLagom 32 #leanagileus
- 33. @everydaykanban | @TeamLagom 33 #leanagileus Choose a decision to start with
- 34. @everydaykanban | @TeamLagom 34 #leanagileus Resources