Process and Structure can be changed overnight. Mindsets can't

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Process and Structure can be changed overnight.

Mindsets will not

Gaetano Mazzanti

@mgaewsj

agile42


Change Initiatives Often* Fail

Why?

Predefined Target Illusion

Organizational Culture Underestimated/Ignored

…other (minor?) reasons…

1

2

*beware of % failure myths

3


Predefined Target Illusion


Brochureware


Magic Recipes


replicate circumstances (practices) hoping to replicate outcomes


Correlation vs Causation

the ones who failed did exactly the same things


Linearity / Cause-Effect Illusion


known (?)

start

predefined destination

Big Designed Change


Sorry, it doesn’t work


an organization is an ecosystem

of interdependent services


Obvious

ComplicatedComplex

Chaotic

Cynefin - David Snowden

Complexity

disorder

Categorize Best Practices

Rigid Constraints

Analyze Good Practices

Governing ConstraintsProbe

Emergent Practices Enabling Constraints

Act Novel Practices

Absence of Constraints

You Are

Here


There are no Best Practicesin a Complex System


why do you wantto change?


Wants vs Needs

“confusing wants with needs is a common path to

frustration & ineffectiveness”

Torbjörn Gyllebring


some questions are still the same(and they are wrong!)

‘how to manage and control (today)?’

anyway, the answers have changed!


on to culture…


ResultsActions

Beliefs

Experiences

The “Results Pyramid” is copyright of Partners in Leadership LLC

beliefs, actions, results

Culture


The “Results Pyramid” is copyright of Partners in Leadership LLC

beliefs, actions, results

ResultsActions

Beliefs

ExperiencesCulture

man

age

lead

man

age

lead


How do you understand your culture?

Assess it

(it takes courage

and a model)


There are Tons of Models


Culture Type: Clan Orientation: Collaborative

Theory of Effectiveness: Human development and participation

CVF (Competing Values Framework)

Culture Type: Hierarchy

Orientation: Controlling Theory of Effectiveness: Control and efficiency with capable processes

Culture Type: Adhocracy

Orientation: Creative Theory of Effectiveness: Innovativeness, vision, and new resources

Culture Type: Market

Orientation: Competing Theory of Effectiveness: Aggressively competing, customer focus

Flexibility & Discretion

Stability & Control

Inte

rnal

Foc

us &

Inte

grat

ion

Exte

rnal

Foc

us &

Diff

eren

tiatio

n


Assessing Your Culture

structured conversations to share stories from the

company past and present

agree on a cultural profile


Cultural Profile

more Agile


Current Cultural Profile


Desired Cultural Profilewhich strategic direction is the company taking?


Narrative Landscapes

Pressure from management

Pressure self-imposed

Do it RightDo it Right

Do it Fast


Narrative Landscapes



Do it Right

Do it Fast


Fitness Landscapes



Do it Right

Do it Fast


Fitness Landscapes


fine, and then?


What’s in it for me?

LIES


Change Resistance is a Myth


no amount of logic and evidence can shift a mindset

Experience vs Explanations

People need to define and experiencethe new way of doing things


you can’t run change initiatives like projects

you can’t manage change in predefined steps

there’s no schedule to meet

no specific budget to allocate

the outcome is unknown

months/years


Strategy for Change

look for volunteers, “want to” vs “have to”

identify safe-to-fail experiments

only set the direction and some enabling constraints

share it, make it visible


Enabling Constraints

Heuristics vs Rules

opening possibilities by limiting choices

provide guidance which can adapt to the unknowable unknowns

might be done vs must be done


experiment

checklearn

do

metric

hypothesis

Change Loops


Learn Fast

run multiple experiments

it’s ok if some of the experiments fail

learn early, fail fast less

establish a regular cadence


aligned with the change strategy

how could it increase the organization’s fitness for purpose deliver more customer value improve people’s lives amplify success or dampen failure

be validated as fast as possible

Experiments – How To


Rituals

to strengthen the behaviors the organization wanted more to dampen the ones which are considered inappropriate

keep the beneficial ones from the existing culture

(e.g.: Daily Standup, Ritual Dissent, …)


Check You are Moving in the Right Way

mmmh

Adapt!desired

actua

l



Do it Right

Do it Fast


keep experimenting and learning never stop


Spread the VirusAdverseCulture

NewCulture Connectors

Barriers


Here come the New Fads


New Fads

Holacracy – B.Robertson “There are no bosses here, because I say so” ~Zappo’s CEO

Teal – F.Laloux1st necessary condition is “Top Leadership” Leadership has to have a mind set that is compatible with the ideals of Teal. i.e. and “integrated worldview”.2nd necessary condition is “Ownership” Enlightened Owners share the ideals of Teal

Mindfulness“Sure, you could introduce a new ‘mindfulness’ program at work… or you could fix your system that is overburdening people” @SemanticWill


just a few more words(the words of change)

change of language asa sign of cultural change


The (wrong) Words of ChangeEnforce

Drive

Install

Fear

Shame

Blame

Resource

Busyness

Compliance

Best Practices


The Words of Change

Experiment

Learn

Adapt

Trust

Alignment

Autonomy

Value


a quick recap

don’t change everything

map the culture, map the stories

engage people from different parts of the organisation

set enabling constraints

run multiple parallel small safe-to-fail experiments

learn (measure, spot anomalies, check language, …)

loop, keep going


be ready for the unexpected


“a path emergewhen we walk on it”

Dave Snowden


be sure it does not get wiped away


Gaetano Mazzanti

@mgaewsj

[email protected]

agile42

mailto:[email protected]

mailto:[email protected]

Process and Structure can be changed overnight. Mindsets can't

Leadership & Management

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