the guest house | reinventing work |

1. THE GUEST HOUSE Reinventing Work www.the-guest-house.com Copyright The Guest House 2016

2. Copyright The Guest House 2016 YOUVE BEEN ON A LONG JOURNEY TO ARRIVE HERE AT THE GUEST HOUSE

3. Copyright The Guest House 2016

6. Reinventing work www.the-guest-house.comCopyright The Guest House 2016

9. Copyright The Guest House 2016 Hi My names Helga. Welcome to the Guest House! Can I offer you a guided tour? YES PLEASE NO THANKS

10. THE-GUEST-HOUSE.COM: A GUIDED TOUR The home of various guest microsites including: theagile.net theagileculturecoach.co.uk reinventingwork.org Copyright The Guest House 2016

11. Copyright The Guest House 2016 THE FACETTED SEARCH HOME ROOM : YOUR INSTANT GATEWAY TO ANYWHERE & EVERYWHERE IN THE GUEST HOUSE

13. Copyright The Guest House 2016 The Guest House is founded to be a place where people from all walks of life can share their stories opinions, hopes, fears, ideas about whatever work they've done in the past, are doing presently, or plan to do in the future to provide a livelihood for themselves and/or their families. It's also a place for those of us engaged in leadership role to exchange practical experiences of what has and hasnt worked for us in terms of being change agents for complex systems change using dialogic methods. The Guest House welcomes anyone and everyone across the world who is is somewhere along their journey to climb the Mountain of their Lifes Work. I believe through facilitating new types of conversation genuinely new core narratives and 'mental maps' of reality can emerge from a co-creative process focused on strengths and opportunities for positive change rather than dwelling on diagnosis of past problems. Its a conversation, a campaign an information hub and a shop- front for the hosting service we offer organisations. I am supported by a strong associate team who are all experts in dialogic process design and delivery as well as SMEs in areas from mindfulness to sustainability.

16. Copyright The Guest House 2016 OUR DOJO: THE PLACE OF THE WAY MOVEMENT PRACTICE MEDITATION PRACTICE LARGE EVENT HOSTING SPACE

17. Copyright The Guest House 2016 THE BLOG: OUR STORIES OF OUR PRACTICAL EXPERIENCES OF CATALYSING COMPLEX ORGANISATION CHANGE The Blog or Knowledge Base contains opinion prices and stories from the trenches' about my successes and failures in facilitating dialogic methods and implementing organisational change through managing the development and implementation of enterprise business applications, outsourcing, software agility methods, culture change, sustainability transition and employee engagement. All members are warmly invited to contribute to the conversation by commenting or authoring their own blog which they can do here.

18. THE Q&A CORNER Copyright The Guest House 2016

21. Copyright The Guest House 2016 NAVIGATING THE GUEST HOUSE: TOP-LEVEL CATEGORIES

22. NAVIGATING THE GUEST HOUSE: SUB-CATEGORIES

23. Copyright The Guest House 2016 NAVIGATING THE GUEST HOUSE: TAGS

26. Copyright The Guest House 2016 GETTING UN-LOST: JUST FOLLOW THE COMPASS SOUTH AND YOU WILL ALWAYS RETURN TO THE FACETTED SEARCH HOME ROOM

27. THE GUEST HOUSE Applying dialogic change processes to solve complex systemic problems Copyright The Guest House 2016

28. THE GUEST HOUSE Applying dialogic change processes to solve complex systemic problems Copyright The Guest House 2016 reinventing

29. ACTIONABLE Copyright The Guest House 2016

30. THE CYNEWORK FRAMEWORK: CHOSSING THE CHANGE APPROACH APPROPRIATE TO THE SYSTEM Copyright The Guest House 2016

31. CHANGING THE WHAT, WHO & HOW OF CO-WORKER CONVERSATIONS IS AT THE HEART IF DIALOGIC CHANGE METHODS Copyright The Guest House 2016

32. COMPLEX CHANGE CHALLENGES THAT RESPOND WELL TO DIALOGIC CHANGE METHODS AND MINDSETS. Employee engagement Business agility Mindfulness@work Strategic sustainability Participatory leadership The Digitization of Everything Copyright The Guest House 2016

33. EXAMPLE DIALOGIC CHANGE PROCESS An example multi-session facilitation to intervene to change the who, what and how co-workers converse. You never change anything by fighting the existing reality. To change something build a new model which makes the existing model obsolete Buckmaster-Fuller Copyright The Guest House 2016

34. A TRIED AND TESTED BEST OF BREED FRAMEWORK PROCESS Hosting group processes that shift the who, what & how of conversations between co-workers to facilitate the co-creation of emergent 'leaps in core narratives' and shifts in mental maps/mindsets. Although we would of course design and tailor each process according to the organisational context I have a tried and tested 'out of the box process' based on a mash-up of 'Integrated Clarity', 'Chaordic Stepping Stones', 'Technology of Participation (ToP)', 'The Cynefin Framework', 'AI' 'Pro-Action/World Caf, Agile Retrospective, Empirical Process Control, Lean War of Waste & Culture of Experimentation. Think Big, Act Small, Fail Fast, Learn Quickly . Copyright The Guest House 2016

35. A TRIED AND TESTED BEST OF BREED FRAMEWORK PROCESS 1) First creating a safe container for teams to express how they feel about their role, their relations with their co-workers and the organisation. 2) Seek to create divergence in opinion and get away from 'group think' consensus meeting norms - push habitual norms of conversation to breaking point. 3) Look for convergence and collective buy-in around genuinely novel strategies that are actionable - at least through experimentation - with amplification and dampening strategies worked out in advance for succeeding or failing experiments. 4) Actionable public experiments that can be rapidly scaled up or stopped depending on the outcome. Think Big, Act Small, Fail Fast, Learn Quickly. The 'groan zone' can be uncomfortable & anxiety provoking for some participants, is not without risk as a facilitator, and has no guaranteed results - except that we will have developed the quality of team communication skills - but my experience is that there is no other effective intervention a change-agent can make in complex systems. Copyright The Guest House 2016

36. CHAORDIC STEPPING STONES: DIVERGENCE & CONVERGENCE Copyright The Guest House 2016

38. ART OF HOSTING FOUR FOLD PRACTICE Copyright The Guest House 2016

41. INTER/INTRA TEAM WORKING AGREEMENTS Copyright The Guest House 2016

42. ACTIONABLE EXPERIMENTS Copyright The Guest House 2016

45. Copyright The Guest House 2016 CULTURE OF CONTINUOUS IMPROVEMENT THROUGH EMPIRICAL DATA GENERATING EXPERIMENTS

46. PARTICIPATORY LEADERSHIP Empowering teams to self-organise how they achieve short and medium term SMART goals. Copyright The Guest House 2016

51. CHANGE IS HARD With appropriate humility, we accept our inability to control the world. We accept that losing is part of life. We do not fear adversity or suffering. Out of them comes new learning, new growth, new hope, and new life. - Dennis Bakke Copyright The Guest House 2016

52. Copyright The Guest House 2016 Resistance Denial Self-Delusion Stop Listening Apathy Cynicism Mistrust Inertia NIMBIism Passing the buck

53. Copyright The Guest House 2016 SHIFTING MINDSETS: A HIGH LEVERAGE POINT IN SYSTEMIC CHANGE

54. THE NATURE OF CHANGE: PATHFINDING Copyright The Guest House 2016

56. Copyright The Guest House 2016 PERSONAL PRACTICE AS THE REALISATION OF DISCIPLINE

57. THE POWER OF LEVERAGING MINDSET CHANGE Copyright The Guest House 2016

58. AGILE APPLICATION LIFECYCLE Complexity requires participation, collaboration and listening together; it requires all stakeholders to be in the same room. We need to ask powerful questions of one another and there needs to be a willingness to experiment. From the apparent disorder, a unique and powerful practice emerges that everyone involved can be an ambassador for. - Gill Evans 2014 Copyright The Guest House 2016

60. Copyright The Guest House 2016 VALUE BASED PRIORITISATION

61. AGILE REQUIREMENTS ENGINEERING Copyright The Guest House 2016

63. THE ROAD OF EMERGENT PRODUCT DESIGN & ADAPTIVE PROJECT MANAGEMENT IS NOT LINEAR Copyright The Guest House 2016

64. THE ART OF SIMPLICITY Copyright The Guest House 2016

66. REMOVING IMPEDIMENTS Impediments are not people or tasks Use a boston-grid to categorize impediments visibly as high/low impact and external or internal. Separate the process of problem identification (i.e. root cause analysis) from solution finding. Using the SCAMPER technique to holistically consider all angles on solutions. Engage other team members impediment huddles and while if you are the Scrum Master you maintains ownership you can delegate action Use experiments to test different hypothesis Copyright The Guest House 2016

68. EMPLOYEE DISENGAGEMENT "Outstanding Agile Team Leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, its amazing what they can accomplish" Sam Walton Copyright The Guest House 2016

69. EMPLOYEE DISENGAGEMENT In 2013 Gallup commissioned a global study spanning 140 countries to investigate to find out level of purpose, meaning, commitment, enjoyment and positive identification workers across the world felt towards their working lives. It concluded that a mere 13% of employees worldwide were engaged at workthats just 13% that were are psychologically committed to their jobs and likely to be making positive contributions to their organizations. The bulk of employees worldwide63%are not engaged, meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes. And 24% are actively disengaged, indicating they are unhappy and unproductive at work and liable to spread negativity to coworkers. This is a scandal that affects not only those working menial jobs, or jobs with no prospects or poorly paid jobs in the developing worldshockingly it is equally as endemic amongst those working in supposedly wealthy highly educated societiesFor example in Western Europe the figure was 14%. engaged and 20% actively disengaged. Engaged employees are more than three times as likely to be thriving in their overall lives as those who were actively disengaged. - Gallup 2013 Copyright The Guest House 2016

70. THE QUALITY OF LIFE IMPACT OF DISENGAGEMENT @ WORK Copyright The Guest House 2016

71. AUTOMOMY + MASTERY + GOALS = MOTIVATION Copyright The Guest House 2016

73. THE KEY: TEAMS NEED COACHING ON THE SOFT/INTER-PERSONAL/MANAGEMENT SKILLS WHICH ENABLE SELF ORGANISATION Collective Ownership Collective Decision Making User Story Sizing & Iteration Task Identification and Estimation Resource Levelling (matching skills demand and supply) The Art of Storytelling, Listening and asking insightful questions. The Art of Giving and Receiving Feedback Iteration Plan vs Progress Monitoring Copyright The Guest House 2016

74. SHOWING UP WITH OUR WHOLE SELVES Copyright The Guest House 2016

76. DIGITISATION OF EVERYTHING FROM SMAC TO TIOT & WEB 3.0 Not since the digital revolution in the early '90s has technology placed such a comprehensive burden on business, employees and individuals to reinvent their business plans, services and products, and themselves to keep pace with the changing marketplace. - Simon Mainwaring Copyright The Guest House 2016

78. Applying mindfulness techniques at work to cope with stress, negative thought patterns and dysfunctional emotional reactivity. Copyright The Guest House 2016

79. MINDFULNESS Copyright The Guest House 2016 Applying mindfulness techniques at work to cope with stress, negative thought patterns and dysfunctional emotional reactivity.

83. Copyright The Guest House 2016 WWW.THE-GUEST-HOUSE.COM

the guest house | reinventing work |

Leadership & Management