a positive approach to organizational learning and transformational collaboration frank j. barrett,...
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A Positive Approach to A Positive Approach to Organizational Learning Organizational Learning
and Transformational and Transformational CollaborationCollaboration
Frank J. Barrett, PhDFrank J. Barrett, PhDProfessor of ManagementProfessor of Management
GSBPPGSBPPNaval Postgraduate SchoolNaval Postgraduate School
OverviewOverview Organizational transformation and learning Organizational transformation and learning The start of transformation – breakthrough The start of transformation – breakthrough
insights insights Case Study -- Gunfire at Sea: keep curiosity alive. Case Study -- Gunfire at Sea: keep curiosity alive. Obstacles to innovation: success traps and Obstacles to innovation: success traps and
problem solving mentalityproblem solving mentality Steps toward positive changeSteps toward positive change
• Generative learning: choose comparisons and form Generative learning: choose comparisons and form questions wiselyquestions wisely
Power of positive image for learning potentialPower of positive image for learning potential Finding and supporting innovations in your own Finding and supporting innovations in your own
commands. commands.
Anticipating the futureAnticipating the future
The Age of the NetworkThe Age of the Network
Small Groups Hierarchy Bureaucracy Networks
Nomadic Agricultural Industrial Information
160,000 BCE. 10,000 BCE 18th century... 20th century...
+ + +
It’s not about TechnologyIt’s not about Technology
Quotes from Feb 6 briefQuotes from Feb 6 brief
““Sea Enterprise’s success is based on trust.” Sea Enterprise’s success is based on trust.” ““Trust is the cornerstone.”Trust is the cornerstone.” ““The solutions to this can only come out of collaborative The solutions to this can only come out of collaborative
relationships.” relationships.” ““Enterprise is not a command and control structure.”Enterprise is not a command and control structure.” ““As excomm meets, it’s in a collaborative way, they need As excomm meets, it’s in a collaborative way, they need
to understand each other, they need to appreciate each to understand each other, they need to appreciate each other’s perspective.”other’s perspective.”
““We have to work together to create performance We have to work together to create performance agreements.”agreements.”
““We’re trying to spread what we learned in NAE and SWE We’re trying to spread what we learned in NAE and SWE and push it to other warfare enterprises to accelerate and push it to other warfare enterprises to accelerate their learning.” their learning.”
““We’re not yet sure how often we’ll have to meet.” We’re not yet sure how often we’ll have to meet.” ““How do we know anyone’s getting this? Where’s the How do we know anyone’s getting this? Where’s the
feedback loop.” feedback loop.”
CollaborationCollaboration
Learning and explorationLearning and exploration
Warnings: watch out for some Warnings: watch out for some answersanswers
““We’re free – you don’t pay for me so We’re free – you don’t pay for me so you shouldn’t care. But you should, you shouldn’t care. But you should, it’s dollars you don’t have for other it’s dollars you don’t have for other things.” things.”
““We’re unique. “We’re only ones who We’re unique. “We’re only ones who do this.”do this.”
““I know what the customer wants.”I know what the customer wants.”
““You’re building context as You’re building context as opposed to managing context.”opposed to managing context.”
-Roger Conway-Roger Conway
““Learning should be a joyful Learning should be a joyful process.”process.”
Kotter: create sense of urgency!Kotter: create sense of urgency!
Requirementfor
DiscontinuousOrganizational
Change
Shifts in Mission Definition
Technological Innovation
Funding Shifts
GeopoliticalShifts
Shifts in WarfightingStrategies
New Partnerships
DestabilizingEvent(s)
12
Repeated urgencyRepeated urgency
Urgency Fatigue!Urgency Fatigue!
Leadership and TransformationLeadership and Transformation Leadership is critical to the success of Leadership is critical to the success of
innovationinnovation Top leadershipTop leadership— Create urgency and readiness — Create urgency and readiness
for changefor change Middle leadership Middle leadership — Create a context for — Create a context for
learning, experimentation and collaborationlearning, experimentation and collaboration Deckplate Deckplate — feel supported to explore, — feel supported to explore,
experiment, contribute to new vision. experiment, contribute to new vision. All three levels are required for effective All three levels are required for effective
leadership of innovationleadership of innovation
Planning and learningPlanning and learning
Mapping Primary Value StreamsMapping Primary Value Streams
Provider contributions: Reliance on other Provider ‘overhead’ (MPT&E)
Reliance on other product lines: The extent to which a product line to the FRE supports another of my product lines (NAVSUP)
Outside support: Leveraging others’ resources (Congressional adds, other Services)
$valuecost
What should be considered as ‘main stream’ vs supporting in the product line?
Pro
vider
Pro
vider
Ou
tside S
pt
Ou
tsid
e S
pt
Owned process
pro
du
ct li
ne
Ou
tsid
e S
pt
oth
er
Define interdependencies
MPT&E
NAVSUP
ONR
NAVSEA/SP/PEO
NAVAIR/PEO
SPAWAR/PEO
Health Svcs
NAVFAC/PEO
Installations
OUTPUT =READINESS/CAPABILITY
ATCOST
CNO
CFFC/VCNO/
ASN (RDA)
N8/ASN (FMC)
REQUIREMENTS
RESOURCESPROVIDERS
DemandSignals
MPT&E
AT&L
Installa-tions
Health Care
S & T
NAE SWE USE NNFE NECE
Navy Enterprise StructureNavy Enterprise StructureThe Top TriangleThe Top Triangle
Navy Enterprise StructureNavy Enterprise StructureThe Top TriangleThe Top Triangle
18
WARFARE ENTERPRISES
PROVIDERS/ ENABLERS
Completing the governance model
Short exerciseShort exercise
A successful change you’ve A successful change you’ve experienced.experienced.
An unsuccessful change that did not An unsuccessful change that did not quite meet your expectations. quite meet your expectations.
Get together and generate lists. Get together and generate lists.
Change formulaChange formula
Change = a X b X c > dChange = a X b X c > d• (a) Awareness of present state X(a) Awareness of present state X• (b) Vision of Ideal Future X(b) Vision of Ideal Future X• (c) Process for Change (especially first (c) Process for Change (especially first
steps)steps) > (d) Cost of change (Loss).> (d) Cost of change (Loss).
Starting Appreciative InterviewStarting Appreciative Interview(dialogue in pairs)(dialogue in pairs)
A-->B (15 min)A-->B (15 min) B-->A (15 minB-->A (15 min))
Spirit of discoverySpirit of discovery Take brief notes Take brief notes At the end.. At the end.. summary & thankssummary & thanks
The mystery of insightThe mystery of insight
Where do we get images of a Where do we get images of a possible future? possible future?
Starbuck’sStarbuck’s
Insight Insight
Strategic planning vs strategic Strategic planning vs strategic learninglearning
““Strategic planning in most cases is Strategic planning in most cases is 10% strategy and 90% planning.”10% strategy and 90% planning.”• Willie PetersonWillie Peterson
Strategic learning for innovationStrategic learning for innovation
All breakthrough strategies are All breakthrough strategies are based on unique insightsbased on unique insights
What kind of climate generates What kind of climate generates breakthrough insights and innovative breakthrough insights and innovative strategies?strategies?
Hint: comparisons generate insightsHint: comparisons generate insights
Gunfire at SeaGunfire at Sea
““They are holding the They are holding the horses.” horses.”
Gunfire at SeaGunfire at Sea
Discussion questionsDiscussion questions What was Scott’s motivation? How was it What was Scott’s motivation? How was it
possible for Scott to notice innovative possible for Scott to notice innovative potential of rapid aim firing?potential of rapid aim firing?
What was Sim’s motivation? What was Sim’s motivation? Why did the Navy resist Sims’ idea?Why did the Navy resist Sims’ idea? What was it about Sims that made him What was it about Sims that made him
ineffective as a leader of change initially?ineffective as a leader of change initially? What made him effective in the end?What made him effective in the end? What was it about the way the Navy was What was it about the way the Navy was
organized that made innovation more organized that made innovation more difficult in this case?difficult in this case?
Gunfire at SeaGunfire at Sea
Scott’s motivation: free to Scott’s motivation: free to experiment, passionexperiment, passion
Sim’s motivation: adapt and improveSim’s motivation: adapt and improve Obstacles to adapting: history of Obstacles to adapting: history of
success, lots of change; image of success, lots of change; image of heroism and careerism; bureau of heroism and careerism; bureau of ordnance; tyranny of success. ordnance; tyranny of success. Excess success Excess success kills curiosity kills curiosity
Spanish-American WarSpanish-American War
9,500 shots fired at various close 9,500 shots fired at various close rangesranges
121 hits121 hits
Just above 1 percentJust above 1 percent
Continuous aim firingContinuous aim firing
18981898 Target – lightship Target – lightship
hulkhulk Firing done by 5 Firing done by 5
shipsships Duration 15 Duration 15
minutesminutes Hits - 2Hits - 2
19051905 Target – area 75 x Target – area 75 x
25 feet25 feet Firing done by 1 Firing done by 1
gunnergunner Duration 1 minuteDuration 1 minute Hits - 15Hits - 15
Top Top 100 in100 in
19951995
Top Top 100 in100 in
19951995
Still Still top top 100 100 in in
20052005
Still Still top top 100 100 in in
20052005
Global Global Fortune 100Fortune 100
Global Global Fortune 100Fortune 100
100
45
100
45
Maintaining leadership position is difficult
Numerous examples of industry leaders that have fallen…
...And relatively few that have remained great
REST ON YOUR LAURELS… AND REST IN PEACEREST ON YOUR LAURELS… AND REST IN PEACE
The Innovator’s DilemmaThe Innovator’s Dilemma
Clayton Christensen, a Harvard professor, studied Clayton Christensen, a Harvard professor, studied firms that were responsible for “discontinuous firms that were responsible for “discontinuous technical innovations” in their industries.technical innovations” in their industries.
His conclusion?His conclusion?
Market leaders were almost never responsible for Market leaders were almost never responsible for bringing discontinuous technical innovations to bringing discontinuous technical innovations to market, even though they possessed the market, even though they possessed the knowledge and capability to do so.knowledge and capability to do so.
Product Life Cycle 1
Product Life Cycle 2
1. TechnicalDiscontinuity
5. TechnicalDiscontinuity
3. DominantDesign
Product Innovation
2. Period of Ferment
Num
ber
of
Inno
vatio
ns
Time4. Period of IncrementalChange
Patterns of Industry Evolution: “Punctuated Patterns of Industry Evolution: “Punctuated Equilibrium”Equilibrium”
IncrementalChange
DiscontinuousChange
Drop-outs
Drop-outs
Drop-outs
Equilibrium
Disequilibrium
Time
Activity
Success SyndromeSuccess Syndrome
The “Death Spiral”
SustainedSuccess
SustainedSuccess
SuccessSyndromeSuccess
Syndrome
Codification Internal focus Insularity,
arrogance, and complacency
Complexity Conservatism Disabled learning
OutcomesOutcomes
Decreased customer focus
Increased cost Loss of speed Less innovation Capacity to act
problems
EnvironmentalDisequilibrium EnvironmentalDisequilibrium
Do More of the Same
Continue doingthose things
that contributedto success in
the past
Do More of the Same
Continue doingthose things
that contributedto success in
the past
Declining Performance
Declining Performance
Denial andDefensiveReactions
Denial andDefensiveReactions
From competency traps to “the art From competency traps to “the art of unlearning”of unlearning”
Current methods seem reasonableCurrent methods seem reasonable Successful firms don’t wait for crises Successful firms don’t wait for crises
to occur.to occur. Create opportunities to surprise Create opportunities to surprise
yourself.yourself. Spencer Silver at 3M in 1964: “the Spencer Silver at 3M in 1964: “the
literature was full of examples that literature was full of examples that said you can’t do this.” said you can’t do this.”
Culture: the double edged swordCulture: the double edged sword
Can provide competitive advantage Can provide competitive advantage and long term failure.and long term failure.
Overcoming cultural inertiaOvercoming cultural inertia
““Cultural inertia comes with Cultural inertia comes with organizational age and success. . . . organizational age and success. . . . Cultural inertia is a key reason for Cultural inertia is a key reason for managers’ failures to introduce managers’ failures to introduce revolutionary change.” revolutionary change.” • M. Tushman.M. Tushman.
““Fixing the culture is the most critical Fixing the culture is the most critical – and the most difficult part of a – and the most difficult part of a corporate transformation.”corporate transformation.”• Lou Gerstner, CEO at IBMLou Gerstner, CEO at IBM
Vietnam village and nutritionVietnam village and nutrition
Choose comparisons wiselyChoose comparisons wisely
Amplifying positive devianceAmplifying positive deviance
Your Experience of changeYour Experience of change
Where have you seen these Where have you seen these dynamics in the Navy?dynamics in the Navy?
An example of an attempt to change An example of an attempt to change a unit in which people are so familiar a unit in which people are so familiar and comfortable with the old system and comfortable with the old system that has been working well? that has been working well?
Appreciative approaches to Appreciative approaches to managing changemanaging change
Discovering our strengthsDiscovering our strengths
Peter Drucker…in his most recentPeter Drucker…in his most recent book “The Next Society” book “The Next Society”
““The task of The task of leadership is to leadership is to create an create an alignment of alignment of strengths, making strengths, making our weaknesses our weaknesses irrelevant”.irrelevant”.
Constructionist PrincipleConstructionist Principle:: The way we know is The way we know is fateful.fateful.
Principle of SimultaneityPrinciple of Simultaneity:: Change begins at the Change begins at the moment you ask the question.moment you ask the question.
Poetic PrinciplePoetic Principle:: Organizations are an open book. Organizations are an open book. Anticipatory PrincipleAnticipatory Principle:: Deep change = change in Deep change = change in
active images of the future.active images of the future. Positive PrinciplePositive Principle:: The more positive the question, The more positive the question,
the greater and longer-lasting the change.the greater and longer-lasting the change. Narrative PrincipleNarrative Principle: Storytelling makes sense of : Storytelling makes sense of
the past and supports pathways into the future.the past and supports pathways into the future.
?
Two Kinds of LearningTwo Kinds of Learning
Problem solvingProblem solving Generative Generative learninglearning
Identify problemsIdentify problems
Analyze causesAnalyze causes
Propose solutionsPropose solutions
Action planningAction planning
Appreciate and value Appreciate and value the best of what the best of what already existsalready exists
Envision what is Envision what is possiblepossible
Dialogue about Dialogue about possibilitiespossibilities
InnovateInnovate
The unintended consequences The unintended consequences of deficit based developmentof deficit based development
Conservative, limiting approach to Conservative, limiting approach to inquiryinquiry
Learned hopelessness: people learn Learned hopelessness: people learn to live with diminished expectationsto live with diminished expectations
Overlearned deficiency expectation: Overlearned deficiency expectation: we assume something must be wrong we assume something must be wrong somewheresomewhere
Deftness with problem solving draws Deftness with problem solving draws attention to breakdownsattention to breakdowns
Problem with problem solvingProblem with problem solving Language of mystique developsLanguage of mystique develops Managers develop self worth as problem Managers develop self worth as problem
solverssolvers Fragmented view of the world: managers Fragmented view of the world: managers
become experts in smaller parts of the systembecome experts in smaller parts of the system Culture of defensive posturing: It’s not my Culture of defensive posturing: It’s not my
problemproblem• Skilled incompetence: looking good better than Skilled incompetence: looking good better than
being goodbeing good• Defensiveness discourages experimentationDefensiveness discourages experimentation
Vocabulary of human deficitVocabulary of human deficit
“YES” MEN
MISSED COMMITMENTS
BURNOUT
CriticalThinking
Gap Analysis
TURF BATTLES
New Circuit Failure Rate
REORGANIZATION
Repeat Reports
Spell Check
BLOCKED CALLS
UNFAVORABLE
TROUBLE REPORTCUSTOMERCOMPLAINTS
RISKPERFORMANCE REVIEW
DEBUG
Red Tape
WARNING SILOSDown Time
To a hammer everything is a nail!To a hammer everything is a nail!
Appreciative Inquiry is a ShiftAppreciative Inquiry is a Shift
““No problem can be solved from the same No problem can be solved from the same level of consciousness that created it. We level of consciousness that created it. We must learn to see the world anew.”must learn to see the world anew.”
““There are only two ways to live your life. One There are only two ways to live your life. One is as though nothing is a miracle. The other is as though nothing is a miracle. The other is as though everything is a miracle.”is as though everything is a miracle.”
– – Albert EinsteinAlbert Einstein
• Positive Health…Placebo, etc.
• Pygmalion: We are Made and Imagined In Each Others Eyes
• What Good are Positive Emotions? Inspiration, Hope, Joy
• Imbalanced “Inner Dialogue”
• Rise and Fall of Cultures
• Affirmative Capacity?
Many Many DisciplinesDisciplines
Positive Positive Images of Images of Future ---> Future ---> Enhance Enhance learninglearning
Quick conversation…Quick conversation…
What areas—pygmalion, inner What areas—pygmalion, inner dialogue, “what good are positive dialogue, “what good are positive emotions”, rise and fall of cultures, emotions”, rise and fall of cultures, affirmative capability—are most affirmative capability—are most interesting to you?interesting to you?
Other research? An experience for Other research? An experience for your life? your life?
Deficit Problems & Affirmative Topics
Deficit IssuesSexual Harassment
Mid-mgmt. TurnoverFear of Job LossLow MoraleTurfism/SilosDelayed OrdersCustomer ComplaintsLack of TrainingMissed Commitments
Affirmative TopicsPositive Cross-GenderWorking Relationships
Creating Outstanding Leadership
“Braggingly Happy”customers
…the “Perfect Event”
Topic Creation: Examples
Transformational Cooperation
Healthy Multi-racial Relationships
Revolutionary Customer Response
Magnetic Work Environment
Outstanding Arrival Experiences
Business as an Agent of World Benefit
Courageous Acts of Goodness
Empowering & Enlightened Leadership
Genius is Creating the QuestionGenius is Creating the Question
““What would the universe look like if What would the universe look like if I were riding on the end of a light I were riding on the end of a light beam at the speed of light?”beam at the speed of light?”
---Albert Einstein---Albert Einstein
Power of positive questionPower of positive question
What do you want to learn more What do you want to learn more about? about?
What do you want to see more of? What do you want to see more of? What mental models or behavioral What mental models or behavioral
practices, if they were alive and practices, if they were alive and present, would have a powerful present, would have a powerful impact on the health and vitality of impact on the health and vitality of your command? your command?
Leadership and TransformationLeadership and Transformation Leadership is critical to the success of Leadership is critical to the success of
innovationinnovation Top leadershipTop leadership— Create readiness for change— Create readiness for change Middle leadership Middle leadership — Create a context for — Create a context for
learning, experimentation and collaborationlearning, experimentation and collaboration Deckplate Deckplate — feel supported to explore, — feel supported to explore,
experiment, contribute to new vision. experiment, contribute to new vision. All three levels are required for effective All three levels are required for effective
leadership of innovationleadership of innovation
Change formulaChange formula
Change = a X b X c > dChange = a X b X c > d• (a) Awareness of present state X(a) Awareness of present state X• (b) Vision of Ideal Future X(b) Vision of Ideal Future X• (c) Process for Change (especially first (c) Process for Change (especially first
steps)steps) > (d) Cost of change (Loss).> (d) Cost of change (Loss).
Designing for learningDesigning for learning
What can you personally start doing What can you personally start doing back at your command to design a back at your command to design a learning context for others? learning context for others?
Pick an opportunity within your Pick an opportunity within your control or influence and brainstorm control or influence and brainstorm ways you can create a culture that ways you can create a culture that enhances learning potential. enhances learning potential.
Take-awaysTake-aways Not every change is change Not every change is change Organizational transformation starts with breakthrough Organizational transformation starts with breakthrough
insightsinsights Problem solving does not lead to innovation. Problem solving does not lead to innovation. Amplify positive devianceAmplify positive deviance Creating culture that fosters innovation and transformation: Creating culture that fosters innovation and transformation:
• Start with the assumption that there is wisdom in your Start with the assumption that there is wisdom in your commands. commands.
• Spend as much time creating a vivid image of an ideal, Spend as much time creating a vivid image of an ideal, compelling future state.compelling future state.
• Discover and amplify strengths: Deliberately seek out positive Discover and amplify strengths: Deliberately seek out positive deviance deviance
• Create a culture of curiosity: help others to discover best Create a culture of curiosity: help others to discover best practices, including their ownpractices, including their own
• Ask unconditional positive questionsAsk unconditional positive questions• Encourage experimentation and risk taking.Encourage experimentation and risk taking.• Approach errors as an opportunity for learning. Approach errors as an opportunity for learning.
Pick an opportunity within your control or influence: early winPick an opportunity within your control or influence: early win