Facilitative Leadership & Creative Problem Solving
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Facilitative Leadership and Creative Problem SolvingFacilitative Leadership and Creative Problem Solving::Two Tools for High Performing Business AnalystsTwo Tools for High Performing Business Analysts
Developed by Andy WilkinsDeveloped by Andy [email protected]@perspectiv.co.uk
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
AgendaAgenda
1. The situation2. An overview of Facilitative Leadership and
Creative Problem Solving: 2 useful tools forbusiness analysts
3. Questions and answers
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
““Here be dragonsHere be dragons…”…”
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Norms for us to work with in this sessionNorms for us to work with in this session
My commitment to you is to:• Work to maintain your interest• Provide an opportunity to think
about some new ways of working
I need you to:• Engage in the session (avoid distractions)
• Consider what you have to ‘let go’of to maximise your learning
As I can only ever own 50% of a contract, are you happy with this?
perspectiv
Faced with a choice between changing one’s mindand proving that there is no need to do so,
almost every BAgets busy on the proof.
John Kenneth Galbraith
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Setting the stageSetting the stage
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Some questionsSome questions……
Who here sees their work in business analysis assomething to do with…
1. Change?2. Creativity?3. Problem Solving?4. Innovation?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Setting the stageSetting the stage……
•How would you characterise the futureenvironment for business analysts?
•What is your image of what the business analystsenvironment is like?
•What is your view of the 21st century businessanalysts environment contrasted with the 20thcentury?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Or
toward
sm
ore
liketh
is?
Towards more like this?
How do you see the world moving?How do you see the world moving?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Some of our assumptions about the environment are thatSome of our assumptions about the environment are thatyour organisations may increasingly be required toyour organisations may increasingly be required to ……
•…be fitter and more adaptable in order to succeed•…continuously strengthen your capability to
respond quickly and imaginatively to internal andexternal changes
•…thrive at the speed of change and on the edge ofmore and more chaos & complexity
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
And this environmental complexity may includeAnd this environmental complexity may include……
•…heightened economic uncertainty•…increasingly discerning customers•…conflicting stakeholders needs•…relentless demand for faster response•…diminishing global boundaries•…fierce competition
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
The world of business analystsThe world of business analysts……
•They need to evolve, change, and transform•They need to become:
•strategic leaders of change•to provide exceptional requirements management•to facilitate divisional communications, joint application
design sessions, and process mapping workshops;•to be able to be part of high performing teams;•and build relationships using emotional intelligence.
•In short, to be able to master a uniquecombination of hard and soft skills.
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Some recent reportsSome recent reports
BCG and WFPMA 2010 Report:• "Improving leadership development." (Second most important factor).• "We are looking for two things: great problem-solving skills - the ability
to take a really messy problem, disaggregate it and drive to data-driven answers - and really deep business sense." (Google)
IBM CEO Report 2010:• Creativity is the most important leadership quality, according to
CEOs. Standouts practice and encourage experimentation andinnovation throughout their organizations. Creative leaders expect tomake deeper business model changes to realize their strategies. Tosucceed, they take more calculated risks, find new ideas, and keepinnovating in how they lead and communicate.
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
A FTSE 100 directors thoughtsA FTSE 100 directors thoughts……• It's the relationship that really matters. The 'soft stuff', if you like. We are
not selling, we are here to help.• It's also about language and having a shared language over time.• It's about how you help people get to where they want to get to.• It is about holistic - systemic - collaborative thinking.• It's about creativity and innovation and bringing insights from other
industries beyond just technology.• We have to find time to think creatively so that we can increase value.• It's about having the moral courage to challenge and push back at times.• It's about letting go.• It's about feedback - watch any high performing team - they don't hide
issues and giving each other feedback.• It's about creating an environment that fosters ideas.• It requires an inquiring and collaborative mind.
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Perspectiv © Perspectiv LLPIIBA, 3 March 2011
We are playing anew game by old rules
Barnett, a Pentagon’s New Map
The new rules
The old rules
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
What sort of problem is a business analyst's work?What sort of problem is a business analyst's work?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Knotty problemsKnotty problems
Pullhere
Managers are not confronted with problems that are independent ofeach other, but with dynamic situations that consist of changing
problems that interact with each other. I call such situationsmesses... managers do not solve problems: they manage messes.
Russ Ackoff
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Task/Technical/ProcessComplexity
Peo
ple
/So
cial
/Beh
avio
ura
lC
om
ple
xity
Lo: Close tocertainty
Hi: Far fromcertainty
Hi:
Far
fro
mag
reem
ent
Lo
:C
lose
toag
reem
ent
Wicked Problems/Complex
Wicked Messes/Chaotic
Messy/ComplicatedProblems
Tame/SimpleProblems
What sort of problem is a business analyst's work?What sort of problem is a business analyst's work?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
We fail more often becausewe solve the wrong problem than because
we get the wrong solutionto the right problem.
Russell Ackoff
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Wicked Problems are characterised byWicked Problems are characterised by ……
• Complexity - interconnectivity - scale - novelty• Unforeseen new structures• Unexpected new properties• Radical and incremental innovation• No definite formulation of the problem• Each problem is essentially unique - often has not been faced before - and is
entwined with other problems• The search for solutions never stops• Solutions are not good or bad or limited, but are judgment calls and are often
difficult to measure.
Wicked problems often crop up when organizations have to face constant change orunprecedented challenges. They occur in a social context; the greater the disagreementamong stakeholders, the more wicked the problem. In fact, it is the social complexity ofwicked problems as much as their technical difficulties that make them tough to manage.
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
So what sort of leadership is required toSo what sort of leadership is required to
address wicked problems and wicked messes?address wicked problems and wicked messes?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Some questionsSome questions
•How many people in the room would callthemselves a facilitator, at times?
•How many people in the room would callthemselves a leader, at times?
•When facilitating, how many people in the roomwould see themselves in a leadership role?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
TheThe ‘‘TT’’of skills & competenciesof skills & competencies
Intra and interpersonal skills - peoplecompetencies such as: learning & teaching,management, leadership, communication,
listening, problem solving, innovation,creativity, change, values/culture, teams andgroups, building & mending relationships ….
Co
nte
nt,
fun
ctio
nal
,IQ
,sp
ecia
list
skill
s–
core
com
pet
enci
es-
eng
inee
r,ac
cou
nta
nt,
des
ign
er,
mar
kete
er,t
ech
no
log
ist…‘Hard’skills
‘Soft’skills(even ‘harder’skills)
Sou
rce:
Dan
ielG
oldm
anE
mot
iona
lint
ellig
ence
As a rule of thumb,IQ contributes about
20-40%of the factors
that will determineyour success
As a rule of thumb,intra and inter personalcompetenciesaccount for about60-80%of the factorsthat will determineyour success
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Design Thinking
Discipline
Thinking
Horizontalize Yourself
Do werecruitdrillerswho canlearn, orlearnerswho candrill?Question asked atBP
Examples of 'T'Examples of 'T' nessness
IDEO: often quoted as theworld’s most innovativecompany
© Perspectiv LLP
IBM - the Tshaped
professional
CQ
+PQ
>IQ
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Facilitative LeadershipFacilitative Leadership
• This session will aim to share some further thoughts and ideas to thewisdom that already exists in the business analysts community relatedto Facilitative Leadership and Creative Problem Solving –two toolsthat may help prepare business analysts to achieve their ambitions.
• Creative Problem Solving is a tried and test 50 year old method basedon people’s natural problem solving style and which integrates easilyas a complement to the Business Analysis Body of Knowledge as wellas other methods such as Lean and Six Sigma.
• But as a client recently said to us: “Whilst Creative ProblemSolving, Lean, and Six Sigma are all excellent methods, they areno good if you can't bring people with you, create a productiveenvironment, and make it work in practice. This is whatFacilitative Leadership provides.”
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Our definition of Facilitative LeadershipOur definition of Facilitative Leadership
Process-orientedinclusive leadership
that involves interactionsamong two or more people
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Climate Outcomes
Process
People
LPI
Facilitative Leadership pays continualFacilitative Leadership pays continualattention to four areasattention to four areas• Facilitative Leadership (FL) is a type of leadership that is required when faced with
problems that have people and technical complexity (often referred to as 'wicked problems' - theyare complex and defy simple formulations and easy solutions)
• Facilitative Leadership involves taking a systems approach by paying attention tocreating a productive Climate, through an inclusive Leadership approach, and thedisciplined use of deliberate Process such as Creative Problem Solving andothers such as Lean and Six Sigma to achieve the desired Outcomes.
• The defining feature ofFacilitative Leaders is thatthey offer process andstructure rather thandirections and answers.In every situation, they knowhow to design ways that enablepeople to find their ownanswers.
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Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Have you ever considered theclimate or atmosphere
in your team or organisationor the climate that you create
around you?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
“Isn't trying to understand atmosphere like tryingto nail jam/jello to the wall?”
“Anyway, how can you measure atmosphere?”
“And I don't really believe it is as importantas the hard and technical stuff.”
You might be thinking to yourselfYou might be thinking to yourself……..
© Wilkins & Stuart-Cox
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
ClimateThe observable habits
that characterise life in anorganisation.
CultureThe values and beliefs that
reflect the deeperfoundations of the
organisation.
Climate is different to cultureClimate is different to culture
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
What Does It Say?What Does It Say?
O p p o r t u n i t yi s n o w h e r e
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
The fish is the last to discover water
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
The dimensions of a healthy climateThe dimensions of a healthy climate
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Management& leadershipbehaviours
Perfo
rman
ce
The leadership/management behaviours andThe leadership/management behaviours andclimate and performance linksclimate and performance links
Climate
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Another questionAnother question……
This then raises an intriguing question: what are thetop 4 characteristics of leadership in order forpeople to willingly follow (you as a BA)?
One of the ways we separate leadership frommanagement is to point out that leadership isbestowed on you by your followers andmanagement is bestowed on you by your boss.
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Facilitative Leadership contrasted withFacilitative Leadership contrasted withManagerial LeadershipManagerial Leadership……11
ExpertLimitedContent
LimitedDevelopedProcess Skills
Helps others by bringing content andpower and some process expertise to
the situation
Helps others to contain, ameliorate ofsolve a problem –to agree a coherentway forward using a 'process' approach
Focus
Managerial LeadershipFacilitative Leadership
Power
Based on Positional Power:•Reward Power•Coercive Power•Legitimate Power
•Expertise in Content Power
Based on Credibility:•Competence/Expertise in Leadership
•Honesty•Forward Looking
•Inspiring/Believable
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
©C
reat
ive
Pro
blem
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ving
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upIn
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Facilitative Leadership complements and enhancesFacilitative Leadership complements and enhancesother methods such as Lean and Six Sigmaother methods such as Lean and Six Sigma
Climate
Process
People
LPI Outcomes
"FL-CPS & Lean Six Sigma work extremely well together"
Davies, Donoghue, and McNamee
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Creative Problem Solving v6.1 isCreative Problem Solving v6.1 is ……
•…a 50 year old process (method) based on howpeople naturally solve problems. (The currentversion is V6.1)
•…a model to help you solve problems andmanage change creatively.
•…a set of easy to use tools to help translate goalsinto reality.
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Prescriptive view of processPrescriptive view of process
®
®
®
®
®
®®®
® ®
®
® ®
®
Dropproblemsin here
Receivesolutionshere
©C
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Pro
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ving
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Perspectiv © Perspectiv LLPIIBA, 3 March 2011
The descriptive CPS 6.1The descriptive CPS 6.1™™processprocess
Clarifying the ChallengeYou’re not sure what you want or
where you want to goYou don’t have, or haven’t explored
all perspectivesYou’re not sure what the real
problem is
ConstructingOpportunities
FramingProblems
ExploringData
GeneratingIdeas
DevelopingSolutions
BuildingAcceptance
PlanningYour
Approach
Getting IdeasYou know what the problem is,but you don’t know how to get
new ideas to solve it
Planning forImplementation
You have new ideas, but youdon’t know how to transformthem from ideas into reality
Mod
elus
edw
ithpe
rmis
sion
.©C
reat
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Perspectiv © Perspectiv LLPIIBA, 3 March 2011
The FLThe FL--CPS toolboxCPS toolbox
GUIDELINES FORGENERATING OPTIONS
GUIDELINES FORFOCUSING OPTIONS
•BRAINSTORMING WITH POST-ITS®
•BRAINWRITING•IMAGERY TREK•LADDER OF ABSTRACTION•MORPHOLOGICAL MATRIX•BRAINSTORMING ENHANCERS•VIR (Visually Identifying
Relationships)•BRAINSTORMING
•ALUo (Advantages, Limitations, Uniquequalities, overcome Limitations)
•EVALUATION MATRIX•HIGHLIGHTING•MUSTS/WANTS•PCA (Paired Comparison Analysis)•SELECTING HITS•SML (Short, Medium, Long)•CRITERIA
CHOOSING TOOLS FOR FOCUSING OPTIONSCHOOSING TOOLS FOR GENERATING OPTIONS
©C
reat
ive
Pro
blem
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ving
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c.
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
If your situation includes thisIf your situation includes this……• Imperative to change. Employee survey says we are not
very good at it. Got to try and take people along thechange journey. Traditionally, we have not worried aboutthe softer issues like bringing people with us. This meanswe have to increase ENGAGEMENT.
•Also our organisation design requires us toCOLLABORATE across the business. In the Old Way,command & control worked but not if we want to be at theFrontier.
•When working on change we have to look at the HEAD(does this make sense?), HEART (how do we feel aboutthis and is it being done fairly?) & BELLY (how fired upand courageous are we to be part of it?)
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
……or thisor this……are you and your organisationare you and your organisationexperiencing..experiencing..
• ..'products/outcomes' that are based on the collectivewisdom of the group - or based on those that have themost verbal dexterity and the loudest voice?
•…emphasising speed too much at the expense of quality?•…not having a consistent process for solving our
organizational problems?•…a lack of clarity about roles in change?•…a need to work more collaboratively as we move
forward?
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
A FTSE 100 directors thoughtsA FTSE 100 directors thoughts……• It's the relationship that really matters. The 'soft stuff', if you like. We are
not selling, we are here to help.• It's also about language and having a shared language over time.• It's about how you help people get to where they want to get to.• It is about holistic - systemic - collaborative thinking.• It's about creativity and innovation and bringing insights from other
industries beyond just technology.• We have to find time to think creatively so that we can increase value.• It's about having the moral courage to challenge and push back at times.• It's about letting go.• It's about feedback - watch any high performing team - they don't hide
issues and giving each other feedback.• It's about creating an environment that fosters ideas.• It requires an inquiring and collaborative mind.
©Pe
rspe
ctiv
LLP
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Facilitative LeadershipFacilitative Leadership
ConstructingOpportunities
FramingProblems
ExploringData
ConstructingOpportunities
FramingProblems
ExploringData
GeneratingIdeas
DevelopingSolutions
BuildingAcceptance
DevelopingSolutions
BuildingAcceptance
PlanningYour
Approach
Model used with permission. © Creative Problem Solving Group Inc.
Climate
Productiveenvironment
OutcomesMore Improvement,
Productivity,Growth
ProcessDeliberate
Method
© Creative Problem Solving Group Inc.
PeopleInclusive
Leadership
Creative Problem SolvingCreative Problem Solving
Perspectiv © Perspectiv LLPIIBA, 3 March 2011
Further informationFurther informationI hope this provided some useful insights about Facilitative Leadership andCreative Problem Solving. If you would like to obtain more information ormaybe attend a course, the following resources might be of use:
Courses are available from:•www.perspectiv.co.uk•www.thinkfirstserve.com•www.thedevelopmentdifference.com
Recommended books:•Creative Approaches to Problem Solving (3rd edition). Isaksen, Dorval,
Treffinger.•Meeting the Innovation Challenge. Leadership for Transformation and
Growth. Isaksen and Tidd.
Facilitative Leadership and Creative Problem SolvingFacilitative Leadership and Creative Problem Solving::Two Capabilities for High Performance Business AnalystsTwo Capabilities for High Performance Business Analysts
Developed by Andy WilkinsDeveloped by Andy [email protected]@perspectiv.co.uk