Tricky Projects & Sticky Change -...
Transcript of Tricky Projects & Sticky Change -...
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
Tricky Projects & Sticky Change IIBA UK Chapter Outputs
14th March 2012
Dr Penny Pullan and Dr Emma Langman
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Penny Pullan
Facilitator/Business Analyst/PM
I work with clients grappling with tricky
projects, which usually include:
disinterested stakeholders
ambiguous requirements
virtual teams
bags of uncertainty
Host of BA Summit (basummit.com)
Speaker at IIBA Europe Conference
Clients all over the world.
My book, with Ruth Murray Webster
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Emma Langman
Change Magician
I like really sticky projects with:
control-freak bosses
going-to-eat-some-worms employees
rebellious/passive-aggressive managers
people who really want something better!
(and elephants)
Co-founder of Great Insiders (greatinsiders.com)
Speaker at a number of conferences (IIBA, SoftEd, UNICOM etc)
Visiting Fellow University of Bristol (Systems, Learning, Leadership)
Mine and Lou’s Book (more later)
© 2012 Making Projects Work Ltd
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www.onedifference.org/uk/water/
www.playpumps.org
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So what’s
the “play-pump” for
business analysts
grappling with tricky
projects and sticky
change
?
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© 2012 Making Projects Work Ltd
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What are you
grappling with
right now
?
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It’s 7.15pm! Let’s look at the main
topics of interest
this evening
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Facilitating Great Meetings
With Penny
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Before the meeting:
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Before the meeting:
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www.graphicsmadeeasy.co.uk
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What is the ideal environment?
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“I was inspired to try a different approach in order to get feedback from staff
affected by a project I am working on. By enabling anonymous feedback using
post-it notes, I've finally broken through the wall of silence!”
“Incredible how such a simple technique can be so effective. My problem was that I
wasn't even getting negative feedback and this is what I was after - the exercise
provided me this, plus the bonus of lots of positive feedback as well.”
Many thanks,
Leila Cameroo
Senior Business Change Analyst
(Local Government)
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What Really Works
in Your Facilitated Sessions?
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What if you can’t be face to face?
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Conference Call Frustrations
www.conferencecallsmadeeasy.com
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Building Momentum for
Change
With Emma
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5 Common Theories about Change
1. Using a metaphor of bereavement is a good idea, and you can train people in Change
2. It all depends on top management leadership; and middle managers are the biggest problem
3. Top-down change can be planned, rolled out to plan, and synchronised
4. Re-structuring or Business Process Reengineering is Change
5. You can ‘do’ Lean, Six Sigma, BPR etc
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USING A METAPHOR OF
BEREAVEMENT IS A GOOD IDEA,
AND YOU CAN TRAIN PEOPLE IN
CHANGE
Common Belief 1:
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Models & Metaphors
Does introducing Change as being similar to the death of a loved one seem useful? Perhaps there are better metaphors!
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Other Models and Metaphors
• “The Change Monster” by Jeanie Daniel Duck
I highly recommend this book – also available on Kindle. Notice that Jeanie refers to lots of positives of Change too. Would the ‘monster’ work for your organisation as a metaphor of a shared ‘foe’ (cartoon) – or would it paralyse folk yet further?
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Other Models and Metaphors
• DREC
– Denial
– Resistance
– Excitement
– Commitment
During the session we talked about how many organisations start the new cycle of Change before finishing the first one. This causes yet more confusion/fear and lost productivity.
Remember the metaphor of teaching a child to ride a bike? (Due to my superb
acting skills, this may be etched in your mind until your next therapy session…)
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Other Models and Metaphors
• Journey
– What vehicle?
– Who chooses the destination?
– Who chooses the route?
– Will we all be pedalling/rowing etc?
– Are we all travelling in Economy?
• Moving House
– Making sure the tea and milk are packed last
– Will there be removal men? What are they like?
Who gets to choose the metaphor for the
Change that will be taking place?
A professionally-
facilitated workshop that enables a cross-section of
your employees takes part in creating the
metaphor and ‘story’ of the change can make a huge difference to your
success
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Exercise
• What models and metaphors of change do
you use in your organisation?
• What are their strengths and uses?
• What could the unintended consequences
be? Remember that the subconscious mind works in images and sounds and cannot tell the difference
between “truth” and “fiction”. Pay great care to the language that you choose to use around your Change programme.
Be authentic too…if the story is “we’ve run out of money and need to build a longer runway; we need to work together – and fast” then tell that story – don’t hide and pretend with “we’ve got time, we need to
get better, but, as senior leaders we know what we’re doing”
BE HONEST AND AUTHENTIC. People can smell BS!, even if they are nodding politely as you spout it
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IT ALL DEPENDS ON TOP
MANAGEMENT LEADERSHIP;
AND MIDDLE MANAGERS ARE
THE BIGGEST PROBLEM
Common Belief 2:
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Other Models and Metaphors
• Barry Oshry – “Power of the Middles” • Read any of Barry Oshry’s books. Also, follow Karen on
Twitter (@koshry) and she is likely to interact and answer your questions.
• Let me know if you are really interested in Barry’s stuff, as a
friend of mine is trying to get him over to the UK to run the Power Lab. Find out lots more about Barry at his blog: seeingsystems.blogs.com/about.html
• Note: I love Oshry’s stuff, but I’m not an expert. You might also want to find out about our friend Alex at: http://www.linkedin.com/pub/alex-smith/2/531/99b. Connect with me on LinkedIn and I’ll give you an introduction
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What is it like in those “worlds”?
• What is it like to be a Top?
• What is it like to be a Middle?
• What is it like to be a Bottom? What is it like to be a Top?
Is there really such a thing as ‘the Top? Where do shareholders sit in relation to that?
What’s it like to be a Bottom? What are the benefits /
disadvantages?
What’s it like to be a Middle?
Now think again – why does Change fail so often? Especially if we don’t even know this stuff?
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Partnerships with peers:
Power in the middle
Middles Disperse, Integrate,
Disperse…..
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Integration
• Share Information • Work Information • Coordinate • Problem Solve • Support One Another • Mutual Coaching • Look for New Possibilities • Collective Influence
One of our current clients has just saved themselves £k by creating an internal
coaching bank to help them do this. They are also one of the first in the world to have an accredited internal supervision for coaches. Innovative stuff!
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Payoffs for Middle
• Informed
• Supported
• Peer Group
• Share Best Practices If you are thinking about applying this thinking in your own organisation, then
you’ll need to be able to explain to people at all levels what’s in it for them.
It’s an old saying now – but WII FM is still a very popular station! [What’s In It For Me]
As a Business Analyst, if you wrote down the names of every person who is
touched by your current projects – could you hand on heart say that you are sure they can see what is ‘in this project for them’?
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Payoffs for Tops
• Get Consistent Information
• Can Move Initiatives Consistently
• Less Complexity
• More Time to Do Top Business If you are a ‘Top’ – then you know how much this matters.
This is the goal at the end of the rainbow.
Most Execs are looking in the wrong direction – blaming themselves, blaming the
PA – talking about how intransient and difficult the Middles are….and how disengaged the Bottoms seem to be. Most Execs just work harder and miss out on time with their loved ones etc. It’s so sad – if only they knew the power of helping
their Middles to really integrate (not just lip service). And it CAN be done…
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Why Middle Integration Doesn’t Happen
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“ ” Mentality
• We Are Unique
• We Have Little in Common
• We’re Competitive
• We’re Evaluative
• We Don’t Get Along
• There’s No Power Among Us
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Middle Space
Pulls Us Apart
“I” Mentality
The Vicious Cycle
Note for those interested in Systems Thinking. This is a classic Systems Dynamic. Find out more by reading Peter Senge’s book “The Fifth Discipline” and/or the more concrete and accessible “Fifth Discipline Handbook”
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We Don’t Integrate Because of How We
Feel About One Another
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We Feel the Way We Feel About Each Other
Because We Don’t Integrate
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53 © 2012 Making Projects Work Ltd
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We feel the way we feel about each
other because we don’t integrate
We don’t integrate
because of how we feel about each
other
The Vicious Cycle (revisited)
If we DID integrate, we would feel very differently about each other…
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54 © 2012 Making Projects Work Ltd
and Progression Partnership Ltd
Exercise
• Discuss “The Power of the Middles”. Do
you see any of these patterns of behaviour
in your organisation?
• If Middles are so powerful, why do / do
things change with a new senior team?
• If Middles are so powerful, why are Tops
paid so much? You might also like to reflect on how much of an individual’s apparent ‘performance’ is solely due to their
particular talents – and how much is the impact of the wider ‘system’. W.Edwards Deming used to say it was about 5% versus 95% system….or even 99%! Seems crazy at first….and obvious when you really think about it.
E.g. The estate agent nearest the door gets the most sales – so that estate agent gets to choose his first desk after the office move. And, of course, chooses the one nearest the door!
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TOP-DOWN CHANGE CAN BE
PLANNED, ROLLED OUT TO
PLAN, AND SYNCHRONISED
Common Belief 3:
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56 © 2012 Making Projects Work Ltd
and Progression Partnership Ltd
Other Models and Metaphors
• Sholtes – “The Leader’s Handbook”
• Patrick Hoverstadt – “The Fractal
Organization”
Buy these books and read them. If you don’t like reading things alone, or want to chat it through….contact me. I am just about to ‘wake up’ the web-based (FREE) book club, and we are currently reading “The Leader’s
Handbook”.
The stuff at the back of Patrick’s book about the order in which you do Change.
Scholtes’ book (and the accompanying book, “The Team Handbook” should be part of any great BA’s survival kit.
And, they’re spiral bound, lie flat – and are full of cartoons! Who could help but love them!
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57 © 2012 Making Projects Work Ltd
and Progression Partnership Ltd
Exercise
• Thinking about your own organisation,
what one thing would unlock most other
things?
• If you could only do 3 things, what would
you do….and in what order?
• What would happen if you tried those 3
things in a different order?
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58 © 2012 Making Projects Work Ltd
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Where to spend your time Peter Scholtes: “The Leader’s Handbook”
Moved and
Shaken
Moderate
Influence
Movers and
Shakers
Very High
The choir Champions
Degree of
support for this
change
Neutrals
Very Low
The statues Resisters
Very Low Very High
Allies in the cause
The target population for a change
strategy. These are those who are
influential and persuadable
Seek to have them suspend
judgement
Extent of influence over others
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59 © 2012 Making Projects Work Ltd
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KEY LEARNING POINT!
• The Choir are lovely to you – but this is not
where you should be spending your time.
• The Statues are horrid to you – only spend
time with them if you are a masochist!
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RE-STRUCTURING OR BUSINESS
PROCESS REENGINEERING IS
CHANGE
Common Belief 4:
YOU CAN ‘DO’ LEAN, SIX
SIGMA, BPR ETC
Common Belief 5:
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Process or Structure?
THE WAY WE ARE GENERALLY ORGANISED
THE WAY THE WORK WORKS!
CUSTOMERS SUPPLIERS
Neither. Both! (There is a big debate – but I think both… That’s more contentious than it seems!)
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62 © 2012 Making Projects Work Ltd
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Which is best?
• Lean
• Six Sigma
• Lean Sigma
• Business Process Re-engineering
• Balanced Scorecard
• EFQM
• IiP…..
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63 © 2012 Making Projects Work Ltd
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There is only one approach
for Sustained Change
• There is only one thing to change if you
are going to change everything…
• ….but it’s probably the hardest thing of
all…
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64 © 2012 Making Projects Work Ltd
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Your Thinking
Purpose
/Spirituality
Identity/Mission
Beliefs and Values
Capabilities/Strategies
Behaviours
Environment
Turns out that NLP isn’t just for snake-oil merchants (who use it very badly anyway). Instead, learning how to change your own (and others’) thinking – is a key BA skill now!
NLP = Neuro Linguistic
Programming. Please get in touch
for signposting to good trainers etc.
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WHAT ARE THE IMPLICATIONS
FOR THE BUSINESS ANALYST?
So What?
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66 © 2012 Making Projects Work Ltd
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Types of Evidence for Building
Momentum for Change
• Logic
• Emotion
• Experience
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67 © 2012 Making Projects Work Ltd
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Types of Skills….
• Analysis
• Synthesis
• Intuition
• Empathy
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68 © 2012 Making Projects Work Ltd
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Exercise
• What are the other key implications for the
Business Analyst of being able to:
– Help unstick change?
– Make sure change sticks?
• What one thing are you going to do as a
result of what we have discussed this
evening?
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
It’s 8.00pm! Almost time for the
prize draw… (while you’re popping in or
filling in your cards, we’ll take
more questions)
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PRIZE DRAW!
Win some great tools to help you with tricky projects and sticky change:
Penny offers:
•A Short Guide to Facilitating Risk Management
•Versatile Visual Vocabulary Vol I
Emma offers:
•Scholtes’ Leadership Handbook
•The 7 mistakes Internal Consultants Make
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
Everyone who asks for it will receive Penny’s report:
“12 ½ ways to make your meetings work”
and an electronic copy of Emma’s report:
“7 Mistakes that Internal Consultants,
Specialists and Advisors Make”
www.makingprojectswork.co.uk
www.progressionpartnership.com
www.greatinsiders.com
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
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What questions do you have?
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© 2012 Making Projects Work Ltd
and Progression Partnership Ltd
If you’d like to continue the
conversation: Twitter: @pennypullan @trickyprojects
@progpart or @emmalangman
Web:
www.makingprojectswork.co.uk
www.basummit.com
www.progressionpartnership.com
www.greatinsiders.com