How To Change The World

How to Change the World

@jurgenappelo

© Jurgen Appelo  version 1.20  management30.com

story

For 15 years I failed to leave my mark in this world.
Until I started writing...

http://agilescout.com/top-agile-blogs-200/

#ALE2011 unconference
http://ale2011.eu/

http://www.flickr.com/photos/mfloryan/sets/72157627519257013/

How did I do that

I often get questions like this...

How can I...

• “Make” the rest of the organization more Agile?

How can I...

• “Motivate” my employees to develop themselves?

How can I...

• “Convince” customers they should accept Scrum?

How can I...

• “Convince” customers they should accept Scrum?
• Etc...

How can I be successful
at influencing other
people to do what I want

It seems we all want to learn...

How to change a social complex system

A software team is a complex adaptive system (CAS), because it
consists of parts (people) that form a system (team), and the
system shows complex behavior while it keeps adapting to a
changing environment.

It’s the same with brains, bacteria, immune systems,
the Internet, countries, gardens, cities, and beehives.
They’re all complex adaptive systems.

The Body of Knowledge of Systems

Complex systems theory
is the study of complex
systems using multiple
system theories

Management in the System
Managers are just like the other people,
only with a few “special powers”

Management in the Environment
Or... managers are part of the team’s context,
constraining and steering the system

System boundaries are fuzzy, so you can choose...

System or Environment

This depends on the problem you want to solve

And discovered
the facets
of social change...

The mojito method

Make something
amazing out of
existing ingredients
that are good but
boring

http://www.flickr.com/photos/miamism/3956659923/

The System
PDCA cycle
Deming/Shewhart
http://en.wikipedia.org/wiki/PDCA

• What Is Your Goal?
• Where Is It Going Well?

Develop a vision,
analyze where
things are going
well, and copy
those behaviors.

The vision... pan-European collaboration
Going well... new initiatives born in meetups
To be copied... getting together face-to-face

http://ale2011.eu/

Goal checklist
specific and understandable relevant and useful
simple and concise time-bound and time-specific
manageable and measurable tangible and real
memorable and reproducible excitable and igniting
attainable and realistic inspiring and visionary
ambitious and stimulating value-based and fundamental
actionable and assignable revisitable and assessable
agreed-upon and committable

Example 1

Actionable As a company, and as individuals, we
value integrity, honesty, openness,
Ambitious personal excellence, constructive self-
Inspiring criticism, continual self-improvement,
and mutual respect. We are
Measurable committed to our customers and
Memorable partners and have a passion for
technology. We take on big challenges,
Realistic and pride ourselves on seeing them
Relevant through. We hold ourselves
accountable to our customers,
Simple shareholders, partners, and employees
Tangible by honoring our commitments,
providing results, and striving for the
Time-bound highest quality.

Example 2

Actionable Our mission is to organize the world’s
information and make it universally
Ambitious accessible and useful.
Inspiring
Measurable
Memorable
Realistic
Relevant
Simple
Tangible
Time-bound

https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results

• What Are the Crucial Steps?
• When and Where Do You Start?

Define simple steps to follow, and choose the right
moment/place to start.
http://www.flickr.com/photos/cs-jay/4668311333/

Simple step... gather at XP2011
Right time and place... Madrid

https://picasaweb.google.com/OlafLewitz/ALENetworkWorldCafeAtXP2011Results?feat=directlink#5605477727341141010

• How Do You Get Feedback?
• How Do You Measure Results?

Shorten the feedback cycles,
so you learn faster.

http://www.flickr.com/photos/mil8/2164167813/

The Feedback Door
Feedback... sticky notes
Measure... happiness index

http://www.noop.nl/2011/04/the-feedback-door.html

3 Principles for good KPI’s / metrics
1. The KPI relates to a stakeholder’s purpose
2. The KPI helps improve an aspect of the system
3. The KPI is part of the work of those who are interested in it

metrics

targets

incentives

• How Do You Accellerate Results?

Try, again and again, until you have it right.
(And learn from other people’s failures.)
http://www.huffingtonpost.com/2010/04/15/history-tablet-pc-photos_n_538806.html

I’ve noticed that game design also takes many iterations...

The System
A social system is complex
and adaptive. Keep poking it
with ideas and see how it
responds and changes.

We can't control systems or figure them
out. But we can dance with them.
- Donella H. Meadows, Thinking in Systems

http://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557/

You want the organization to be more Agile?

• What Is Your Goal?
• Where Is It Going Well?
• What Are the Crucial Steps?
• When and Where Do You Start?
• How Do You Get Feedback?
• How Do You Measure Results?
• How Do You Accellerate Results?

The Individuals
ADKAR model
Hiatt
http://www.change-management.com/

• How Will You Communicate?
• How Will You Set an Example?

Choose ways to communicate...

http://www.flickr.com/photos/ajnabee/18211729/

• How Do You Make It Urgent?
• How Do You Make It Desirable?

Address people’s intrinsic desires.
http://www.globo.com/

“16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Steven Reiss. Who Am I? The 16 Basic Desires
Order Or stable environments That Motivate Our Actions and Define Our
Vengeance The need to strike back Personalities. City: Berkley Trade, 2002

“16 Basic Desires”
Order Or stable environments

Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002

“Self-Determination Theory”

Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved

Edward L. Deci and Richard M. Ryan. The
Handbook of Self-Determination Research.
Rochester: University of Rochester Press, 2004

“Self-Determination Theory”
Social Contact / Relatedness The need for friends
Independence / Autonomy Being an individual

Edward L. Deci and Richard M. Ryan. The
Handbook of Self-Determination Research.
Rochester: University of Rochester Press, 2004

10 Intrinsic Desires

“Drive”
Idealism / Purpose The need for purpose
Competence / Mastery The need to feel capable

Daniel H. Pink, Drive: The Surprising Truth
About What Motivates Us. Riverhead, 2009

10 Intrinsic Desires
Mastery / Competence The need to feel capable
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Goal / Idealism / Purpose The need for purpose

Curiosity
Honor
Acceptance
Mastery
Power
Freedom
Relatedness
Order
Goal
Status

Find innovative ways to target human needs

• What Will You Tell Them?
• Who Will Be Teaching?

Use experts to help
people understand
exactly what to do.

http://www.imdb.com/title/tt0266697/

Gurus, coaches,
mentors, trainers...

• What Makes It Easy?
• How Can They Practice?

Make it as easy as possible for people to make a change.

Scrum... easy to start with (though not easy to do well)

• What Are the Short-Term Wins?
• What Makes It Sustainable?

Build habits with
small successes to
make behaviors
sustainable.

http://www.engadget.com/2008/04/11/nike-going-wifi-and-3g-headed-to-iphone/

Reinforcement through play, collaboration, competition...

The Individuals
Sending rational messages is
not enough. Treat people as
emotional beings who can
use a little help on the way.

Discover a few vital behaviors, change
those, and problems—no matter their
size—topple like a house of cards.
- Kerry Patterson, Influencer

http://www.amazon.com/Influencer-Change-Anything-Kerry-Patterson/dp/007148499X/

You want developers to educate themselves?

• How Will You Communicate?
• How Will You Set an Example?
• How Do You Make It Urgent?
• How Do You Make It Desirable?
• What Will You Tell Them?
• Who Will Be Teaching?
• What Makes It Easy?
• How Can They Practice?
• What Are the Short-Term Wins?
• What Makes It Sustainable?

The Interactions
Adoption Curve model
Rogers
http://en.wikipedia.org/wiki/Diffusion_of_innovations

• Are You Committed?
• Who Is Assisting You?

Make sure you are not on your own.
Ask other people for help.

http://www.whitehouse.gov/photos-and-video/photogallery/august-2011-photo-day

Some of my heroes...
http://twitter.com/#!/olaflewitz
http://twitter.com/#!/duarte_vasco
http://twitter.com/#!/alexboly
http://twitter.com/#!/jacoporomei

• Who Will Be the Innovators?

Find the innovators who want to
be the first to try new things.
http://www.iphone-ipod.org/

Some “innovators” interested in the Management 3.0 book...

• Who Are the Early Adopters?
• How Will the Leaders Help?

And let them convince early adopters...

• How Do You Reach the Early Majority?
• How Will You Cross the Chasm?

Adapt your approach so
that you are able to
cross the “chasm”
between early adopters
and early majority.

http://www.flickr.com/photos/runkalicious/5067038840/

From “Agile Management” to “concrete practices for managers”

• How Will You Deal with Skeptics?

Listen to the skeptics and understand
what is holding them back.

“It will never work...” -> I must broadcast our successes.
“There’s a hidden agenda...” -> I will be ridiculously transparent.
“You are xenopohobic...” -> I must be careful of my language.

• How Do You Prevent a Relapse?
• How Do You Deal with Resistance?

Don’t stop too soon! Keep monitoring things and don’t
give the laggards a chance to undo all your work.

“It seems Agile has succeeded. Let’s get out of here!”
Ehm no, maybe stay around for a while...

The Interactions
Behaviors are transmitted
from person to person in a
social network. Treat them as
beneficial viruses.

What distinguishes high performers are
large and diversified personal networks.
- Rob Cross, The Hidden Power of Social Networks

http://www.amazon.com/Hidden-Power-Social-Networks-Understanding/dp/1591392705/

You want people to use your services?

• Are You Committed?
• Who Is Assisting You?
• Who Will Be the Innovators?
• Who Are the Early Adopters?
• How Will the Leaders Help?
• How Do You Reach the Early Majority?
• How Will You Cross the Chasm?
• How Will You Deal with Skeptics?
• How Do You Prevent a Relapse?
• How Do You Deal with Resistance?

The Environment
Five I’s

http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

• How Do You Make Things Visible?
• How Do You Ease Communication?

Keep goals visible and
make people aware of
their actual behavior.
http://traversealive.com/

Use information radiators
to stimulate progress.

• What Is the Group Identity?
• How Can You Apply Peer Pressure?

Appeal to a higher identity that people
want to associate themselves with.
http://www.wldcup.com/news/2008/06/20080620_49206_soccer_news.html

http://www.animalwallpaper.org/brown-bears-wallpaper-1-bear.html/brown_bears-1-2

A common tactic: them versus us

http://www.flickr.com/photos/mfloryan/6135910482/

• Can You Incentivize Good Behavior?

Incentivize good behavior with small rewards.

http://dolphinswimming.dolphindiscovery.com/index.php/tag/abc-animal-training/

A word of appreciation often works quite well...
http://yfrog.com/z/gzy12hsj

• Which Barriers Will You Remove?
• Which Guides Will You Place?

Remove obstacles and add guidance
to make things easier.
http://www.azdot.gov/ccpartnerships/roundabouts/history.asp

Make required steps as
simple as possible.

Define and enforce rules of good conduct...

http://www.flickr.com/photos/wordridden/53998367/

Through independent institutes, or communities of practice...

The Environment
Behavior is a function of a
person and his or her
environment. Instead of
changing a person, change
the environment.

Culture changes only after you have
successfully altered people's actions, after
the new behavior produces some group
benefit for a period of time.
- John P. Kotter, Leading Change

http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/

You want your friends to go to a conference?

• How Do You Make Things Visible?
• How Do You Ease Communication?
• What Is the Group Identity?
• How Can You Apply Peer Pressure?
• Can You Incentivize Good Behavior?
• Which Barriers Will You Remove?
• Which Guides Will You Place?
• Who Can Make the Rules?

Other models... Switch
1) Direct the Rider
Follow the Bright Spots Clone what is working well
Script the Critical Moves Clearly define specific behaviors
Point to the Destination Explain why it’s worth it
2) Motivate the Elephant
Find the Feeling Make people feel something
Shrink the Change Make small steps easier
Grow Your People Cultivate a sense of identity
3) Shape the Path
Tweak the Environment Change people’s situation
Build Habits Encourage people’s habits
Rally the Herd Develop contagious behavior

Other models... Influencer
Motivation Ability

Personal Make the Undesirable Surpass Your Limits
Desirable

Social Harness Peer Pressure Find Strength in
Numbers

Design Rewards and
Structural
Demand Accountability Change the Environment

Other models... Influencer 55%

Other models... Leading Change
1. Establish a Sense of Urgency
2. Create the Guiding Coalition
3. Develop a Vision and Strategy
4. Communicate the Change Vision
5. Empower Employees for Broad-Based Action
6. Generate Short-Term Wins
7. Consolidate Gains and Produce More Change
8. Anchor New Approaches in the Culture

Other models... Leading Change 65%

Other models... Fearless Change
Early Later
Ask for Help Corporate Angel
Connector Dedicated Champion
Do Food Hometown Story
Early Adopter Just Enough
Guru on Your Side Local Sponsor
In Your Space Mentor
Piggyback Royal Audience
Stay in Touch Smell of Success
etc… etc…

Other models... Fearless Change 80%

http://www.management30.com/change-management/

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@jurgenappelo (twitter)

noop.nl (blog)

jurgenappelo.com (site)

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How To Change The World

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