- The document discusses Rob Brown's experiences and reflections on what is possibly possible with agile in large organizations.
- Brown discusses that first order changes do not change the underlying system, while second order changes transcend the system by changing how the system changes.
- He suggests understanding constraints, people, structures, and forces in the system, while not getting caught by the system. Small changes to individuals can cause reflection and changes in mindsets and behaviors.
The document discusses sense-making for digital products. It explains that sense-making involves developing a plausible understanding or "map" of a shifting situation, testing that map with others through discussion and action, and refining or abandoning the map based on its credibility. Sense-making principles include using many types of data from different sources, collaborating, modeling and prototyping ideas, and learning from experiments. The document emphasizes that sense-making is a process and that design can be a powerful tool for sense-making.
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
The document discusses change management and facilitating change. It introduces various tools and techniques for understanding change processes at different levels of complexity. It also discusses the importance of involving stakeholders and using whole systems approaches, such as appreciative inquiry, to create engagement and alignment around change initiatives.
Slides with notes for my workshop at Lean UX 2014. This is an iterated version of my 2013 workshop - different exercise, slightly different content, but much is similar. Includes link to handout!
So, Now You're An Agilist, What's Next?Jurgen Appelo
Doing projects better doesn't stop at agile. In this presentation I attempt to distill new advances in software development from the field of complexity science.
Complexity science is the study of complex systems, like ecosystems, biological systems, economic systems, etc. "Complexity science" is the scientific approach to "systems thinking". It can be used to understand and explain why complex systems behave the way they do. Ken Schwaber, Jim Highsmith and other experts have explained in their books that a lot of agile concepts have been copied from the study of complex systems. However, agile software development has not covered all there is to learn.
I will show why practices must be agile (self-organized) *and* formal (controlled), why any software development method is doomed to fail, why managing scope is a too simplistic interpretation of the principle of “embracing change”, why most process improvement initiatives are linear and wrong, and why some sets of practices will be show chaotic behavior when combined.
The document discusses various aspects of leadership. It begins by looking at definitions and descriptions of leadership from the MIT Leadership Center, noting that leadership is about making a difference, asking the right questions, acting with integrity, being a verb rather than a noun, tackling tough problems, and not being defined by titles. It then discusses how to build leadership by looking for inspirations from leaders like CEOs of Amazon, LinkedIn, Alibaba, and others. It suggests adopting strong leadership principles and maxims. It recommends experimenting with key practices like one-on-ones, OKRs, and the Pareto principle. Finally, it advises going into action and avoiding dysfunctional leadership mindsets.
Dealing with complexity and uncertainty in natural resource management and ot...ILRI
This document summarizes a presentation about dealing with complexity and uncertainty in natural resource management and other "wicked problems." It discusses that development issues are complex problems with incomplete and contradictory requirements that are difficult to define and solve. It notes that development efforts often overlook complexity and take simplistic approaches that are disconnected from realities, imposed from outside, and not sustainable. To address complexity, the presentation recommends planning with uncertainty, understanding interconnected systems, empowering stakeholders, and using multi-stakeholder processes to incorporate diverse knowledge and capacities.
The document discusses sense-making for digital products. It explains that sense-making involves developing a plausible understanding or "map" of a shifting situation, testing that map with others through discussion and action, and refining or abandoning the map based on its credibility. Sense-making principles include using many types of data from different sources, collaborating, modeling and prototyping ideas, and learning from experiments. The document emphasizes that sense-making is a process and that design can be a powerful tool for sense-making.
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
The document discusses change management and facilitating change. It introduces various tools and techniques for understanding change processes at different levels of complexity. It also discusses the importance of involving stakeholders and using whole systems approaches, such as appreciative inquiry, to create engagement and alignment around change initiatives.
Slides with notes for my workshop at Lean UX 2014. This is an iterated version of my 2013 workshop - different exercise, slightly different content, but much is similar. Includes link to handout!
So, Now You're An Agilist, What's Next?Jurgen Appelo
Doing projects better doesn't stop at agile. In this presentation I attempt to distill new advances in software development from the field of complexity science.
Complexity science is the study of complex systems, like ecosystems, biological systems, economic systems, etc. "Complexity science" is the scientific approach to "systems thinking". It can be used to understand and explain why complex systems behave the way they do. Ken Schwaber, Jim Highsmith and other experts have explained in their books that a lot of agile concepts have been copied from the study of complex systems. However, agile software development has not covered all there is to learn.
I will show why practices must be agile (self-organized) *and* formal (controlled), why any software development method is doomed to fail, why managing scope is a too simplistic interpretation of the principle of “embracing change”, why most process improvement initiatives are linear and wrong, and why some sets of practices will be show chaotic behavior when combined.
The document discusses various aspects of leadership. It begins by looking at definitions and descriptions of leadership from the MIT Leadership Center, noting that leadership is about making a difference, asking the right questions, acting with integrity, being a verb rather than a noun, tackling tough problems, and not being defined by titles. It then discusses how to build leadership by looking for inspirations from leaders like CEOs of Amazon, LinkedIn, Alibaba, and others. It suggests adopting strong leadership principles and maxims. It recommends experimenting with key practices like one-on-ones, OKRs, and the Pareto principle. Finally, it advises going into action and avoiding dysfunctional leadership mindsets.
Dealing with complexity and uncertainty in natural resource management and ot...ILRI
This document summarizes a presentation about dealing with complexity and uncertainty in natural resource management and other "wicked problems." It discusses that development issues are complex problems with incomplete and contradictory requirements that are difficult to define and solve. It notes that development efforts often overlook complexity and take simplistic approaches that are disconnected from realities, imposed from outside, and not sustainable. To address complexity, the presentation recommends planning with uncertainty, understanding interconnected systems, empowering stakeholders, and using multi-stakeholder processes to incorporate diverse knowledge and capacities.
Getting insights from natural system to create an Agile “Living”CompanyRazvan Olariu
Agile practices are designed to facilitate organizational learning through collaboration like natural systems. Tools like Scrum, Kanban boards and iterations promote learning within teams. However, more can be done to enhance knowledge transfer between teams in the post-knowledge era of information overload. The presenter proposes improving online courses, communication channels, tech talks and learning skills seminars to better structure and share information across teams through discussion, debate and peer learning. The goal is to apply principles of emergence and self-organization to build a "living company" capable of continuous adaptation.
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Making sense of messy problems - Systems Thinking for multi-channel UXjohanna kollmann
I gave this talk at the IA Summit in New Orleans on March 25, 2012. Here's the talk description:
It’s part of our job to talk to people to figure out complex situations. To build things people love, we have to understand not only users, but also the wider context we’re working in: people, systems, structures, business models, and more. The need to think the user experience through on several channels challenges us to envision a system that is cohesive and delivers delightful experiences.
Business analysis, computer science and psychology offer different frameworks and tools to help to make sense of a messy situation, to articulate and visualize the problem. In this talk, I will present a selection of techniques that are relevant to UX, such as Soft Systems Methodology or the Business Model Canvas.
You will walk away with:
- Knowledge about systems thinking theory
- An understanding of how systems thinking methods can be used as part of a UX process, incl. tools and techniques
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Neuroentrepreneurship symposium 2015 Academy of ManagementNorris Krueger
Joint research symposium applying insights from neuroscience to understanding entrepreneurship. Builds on the 2014 symposium which was SRO. This is a great crew so feel free to contact any of them
In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with.
Note: About 90% of this presentation consists of slides from an earlier presentation (So Now You're an Agilist, What's Next?) But this one is more focused on management.
http://www.noop.nl
http://www.jurgenappelo.com
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
This document discusses managing complexity using the Cynefin framework. It begins with the author's background and reflections on past project performance. It then discusses that complexity is the norm for many projects and initiatives due to interconnected systems and emergent behaviors. Traditional reductionist approaches are insufficient for complex problems. The Cynefin framework categorizes problems into obvious, complicated, complex, and chaotic domains and suggests sensemaking and appropriate strategies for each. The document advocates understanding complexity, influencing rather than controlling systems, and learning over rigid planning when managing complex initiatives and environments.
The document summarizes key points from presentations given at the 2010 Tamarack CCI Conference. It features summaries of talks by Thomas Homer-Dixon, John Ott, and Brenda Zimmerman. The speakers discussed the need for leadership that acknowledges complexity, is authentically inclusive, and embraces risk and failure as opportunities to learn. They emphasized viewing problems through a systems lens and using collaboration and experimentation to address complex challenges.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
The document provides a list of book suggestions for an HR book club. It includes 12 books summarized with the title, author, publication year, Amazon link, themes addressed in the book, and a brief commentary or blurb about each book. The books cover a range of topics related to leadership, organizational culture and development, creativity, ethics and more.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.
Through the new lens complexity and school psychology REVISED 05 2015Bruce Waltuck
NEWLY REVISED Presentation slides on Complexity and the practice of school psychology. Seminar for doctoral students, all of whom are currently working professional school psychologists. NEW MATERIAL on DIFFERENT TYPES OF PROBLEMS, NEW TOOLS AND METHODS and More.
Complexity, Collaboration and UnconferencingGeoff Brown
Geoff Brown discusses focusing on solutions rather than problems to enable change. He advocates using new approaches like "unconferencing" conferences to invite collaborative content and value non-experts. Understanding complexity is also important, as is recognizing that human behavior is complexly influenced by social networks. Solutions should be the focus through approaches like appreciative inquiry and positive psychology.
Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 15 years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
Can Today’s COO Still Benefit from Hammer and Champy’s Reengineering the Corp...LizzyManz
In the prologue to their 2001 revision, Hammer and Champy acknowledge that reengineering has received heavy criticism after the initial high praise; a large portion of that criticism argues that reengineering is well past its day in the sun.
Getting insights from natural system to create an Agile “Living”CompanyRazvan Olariu
Agile practices are designed to facilitate organizational learning through collaboration like natural systems. Tools like Scrum, Kanban boards and iterations promote learning within teams. However, more can be done to enhance knowledge transfer between teams in the post-knowledge era of information overload. The presenter proposes improving online courses, communication channels, tech talks and learning skills seminars to better structure and share information across teams through discussion, debate and peer learning. The goal is to apply principles of emergence and self-organization to build a "living company" capable of continuous adaptation.
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Making sense of messy problems - Systems Thinking for multi-channel UXjohanna kollmann
I gave this talk at the IA Summit in New Orleans on March 25, 2012. Here's the talk description:
It’s part of our job to talk to people to figure out complex situations. To build things people love, we have to understand not only users, but also the wider context we’re working in: people, systems, structures, business models, and more. The need to think the user experience through on several channels challenges us to envision a system that is cohesive and delivers delightful experiences.
Business analysis, computer science and psychology offer different frameworks and tools to help to make sense of a messy situation, to articulate and visualize the problem. In this talk, I will present a selection of techniques that are relevant to UX, such as Soft Systems Methodology or the Business Model Canvas.
You will walk away with:
- Knowledge about systems thinking theory
- An understanding of how systems thinking methods can be used as part of a UX process, incl. tools and techniques
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Neuroentrepreneurship symposium 2015 Academy of ManagementNorris Krueger
Joint research symposium applying insights from neuroscience to understanding entrepreneurship. Builds on the 2014 symposium which was SRO. This is a great crew so feel free to contact any of them
In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with.
Note: About 90% of this presentation consists of slides from an earlier presentation (So Now You're an Agilist, What's Next?) But this one is more focused on management.
http://www.noop.nl
http://www.jurgenappelo.com
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
This document discusses managing complexity using the Cynefin framework. It begins with the author's background and reflections on past project performance. It then discusses that complexity is the norm for many projects and initiatives due to interconnected systems and emergent behaviors. Traditional reductionist approaches are insufficient for complex problems. The Cynefin framework categorizes problems into obvious, complicated, complex, and chaotic domains and suggests sensemaking and appropriate strategies for each. The document advocates understanding complexity, influencing rather than controlling systems, and learning over rigid planning when managing complex initiatives and environments.
The document summarizes key points from presentations given at the 2010 Tamarack CCI Conference. It features summaries of talks by Thomas Homer-Dixon, John Ott, and Brenda Zimmerman. The speakers discussed the need for leadership that acknowledges complexity, is authentically inclusive, and embraces risk and failure as opportunities to learn. They emphasized viewing problems through a systems lens and using collaboration and experimentation to address complex challenges.
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
The document provides a list of book suggestions for an HR book club. It includes 12 books summarized with the title, author, publication year, Amazon link, themes addressed in the book, and a brief commentary or blurb about each book. The books cover a range of topics related to leadership, organizational culture and development, creativity, ethics and more.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.
Through the new lens complexity and school psychology REVISED 05 2015Bruce Waltuck
NEWLY REVISED Presentation slides on Complexity and the practice of school psychology. Seminar for doctoral students, all of whom are currently working professional school psychologists. NEW MATERIAL on DIFFERENT TYPES OF PROBLEMS, NEW TOOLS AND METHODS and More.
Complexity, Collaboration and UnconferencingGeoff Brown
Geoff Brown discusses focusing on solutions rather than problems to enable change. He advocates using new approaches like "unconferencing" conferences to invite collaborative content and value non-experts. Understanding complexity is also important, as is recognizing that human behavior is complexly influenced by social networks. Solutions should be the focus through approaches like appreciative inquiry and positive psychology.
Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 15 years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
Can Today’s COO Still Benefit from Hammer and Champy’s Reengineering the Corp...LizzyManz
In the prologue to their 2001 revision, Hammer and Champy acknowledge that reengineering has received heavy criticism after the initial high praise; a large portion of that criticism argues that reengineering is well past its day in the sun.
This document discusses polarity theory and its application to leadership challenges. It provides an overview of polarity theory, developed by Barry Johnson, which views challenges not as problems to solve but as interdependent polarities to leverage. The document outlines the 5 steps of the polarity mapping process - seeing, mapping, assessing, learning, and leveraging - and provides an example of how one woman leveraged the activity-rest polarity during her recovery from paralysis. It argues that seeing challenges as polarities rather than problems allows one to better attain benefits and minimize limitations. Mapping, assessing, and leveraging polarities can help individuals and organizations improve performance and well-being.
Forced collaboration in agile/lean initiatives due to increasing business demands and delivery speed can lead to collaboration fatigue and decision fatigue. This stress response can cause people to exhibit traits of the "dark triad" - narcissism, psychopathy, and Machiavellianism - in interactions. If left unaddressed, there is a risk this could develop into "dark collaboration" where people are only interested in their own needs and avoiding discomfort. The greatest threat is a shift toward "happy making" collaboration that prioritizes comfort over the critical thinking needed to drive innovation. Organizations must embrace neurodiversity in collaboration and accept that difficulty is often a sign they are having important challenges.
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
Agile Consistency vs Flexibility: Creating a Culture of ChangeCprime
The benefits of adopting Lean and Agile practices are based on creating an environment that facilitates learning and flexibility. Yet by enforcing one specific methodology or tool across teams, organizations hinder their ability to deliver customer value.
In this webinar, Steve Adolph addresses the challenges organizations face when adopting Lean and Agile methodologies and presents a three-element model that enables organizations to create a consistent and flexible culture that motivates practitioners to embrace change for faster delivery of business value.
Agile Consistency vs Flexibility: Creating a Culture of ChangeTasktop
“We need to get everyone on the same page”
“We need to be able to talk the same language”
“We need to do things the same way”
These are the arguments frequently heard to justify the need for Lean-Agile centers of excellence and methodologies. While consistency is necessary, are we conflating conformity with consistency?
The benefits of adopting Lean and Agile practices are based on creating an environment that facilitates learning and flexibility. Yet by enforcing one specific methodology or tool across teams, organizations hinder their ability to deliver customer value.
In this webinar, Steve Adolph, addresses the challenges organizations face when adopting Lean and Agile methodologies and presents a three-element model that enables organizations to create a consistent and flexible culture that motivates practitioners to embrace change for faster delivery of business value.
Diagnosing and solving organizational problems means looking
not merely to structural reorganization for answers but to a
framework that includes structure and several related factors.
In today’s uncertain world, employees need a way to make sense of competing demands that create tension. Such conflicting demands include planning for the long term and operating in the short term; acting globally while dealing with local needs; collaborating and competing with other companies.
This document proposes an alternative vision for public education and society. It suggests redefining success around attachment, authenticity, and facilitating people's curiosities, rather than tests and policies. A framework is described where technology connects people based on their interests and facilitates learning across generations in shared spaces. Stories from individuals show how their curiosities could lead to collaboration addressing issues like cancer research. Benefits include engaged, motivated learning and developing relationships. Certified teachers would gather daily in hubs to pursue their passions and support youth. The goal is to prototype this alternative through crowdsourced resources and connections.
This document discusses how physical work environments can support agile teams. It finds that top-performing companies spend more time collaborating, learning, and socializing than average companies. These companies also view collaboration as more critical than focus work. The document also describes how coworking spaces foster sharing, openness, and co-creation through principles of authenticity, flexibility, and transparency. It provides examples of how agile teams at Nokia and Navteq benefited from being co-located, with improvements in communication, decision-making, and team cohesion. Lastly, it discusses challenges of collaboration versus focus, proximity versus privacy, and outlines a vision for the future of work spaces.
This document discusses understanding human behavior. It explains that human behavior is influenced by both innate human nature and individual experiences and environment. Understanding human behavior requires a scientific approach, and factors like personality, motivation, and communication within organizations are important to consider. Effective management now focuses on treating employees as individuals with feelings that impact their work.
Facilitating Complexity: A Pervert's Guide to ExplorationWilliam Evans
A talk given at the Melbourne Cynefin meetup. A set of riffs on how to facilitate teams exploring the Complex Domain.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, DevOps, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at New York University's Stern Graduate School of Management.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in service design innovation, user experience strategy and research. His roles include directing UX for social network alanysis & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect working in Knowledge Management, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference now in it’s 6th year, founded the LEAD SUMMIT NYC, and was also the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
This document discusses zooming out from an individual focus to a systems-level perspective in psychological and educational work. It advocates taking an ecological approach that considers all levels of a client's environment, including peers, family, school, community and policies. Barriers to this approach include focusing assessments and conversations on individuals rather than systems. The document provides examples of strengths-based, appreciative questions that can help practitioners zoom out to understand how various layers of a client's environment interact. It emphasizes involving all stakeholders in assessment, feedback and intervention to properly address problems at a systems level.
We have a convergence of crises: Food, Fuel, and Finance. So, we need a solution that is converging that addresses the Local, Global and Cosmic aspects which lead to Survive / Understand / Love. It is coming from SOHO, Sun and Soul. Because, ultimately we (each and every one of us):
(1) Must have our own individual Small Office Home Office (Survive)
(2) Appreciate the Sun: its place in the world / ecology (Understand)
(3) Find our own Salutogenesis or Soul: Wisdom & Love (Love)
It is all about the Big Three:-
(1) I (Self) / Its (Nature) / We (Culture)
(2) Profit / Planet / People or Economy / Ecology / Equity
(3) Body / Mind / Spirit
(4) Beauty / Truth / Goodness
Similar to British Computing Society [Software Practice Advancement]: What is possibly possible in large organisations adopting agile? (20)
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Originally presented at XP2024 Bolzano
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