todd wilson presentation
TRANSCRIPT
What is Mindful ATF
An adaptive organizational
development framework that bridges agility and
organizational development
empowering leaders to drive sustainable
change.
Evolutionary
How Mindful ATF Works
Explains and Exposes Environment & Phenomenon
Rather Than
Simplify and Reducing Complexity
Today’s Intention
Introduction to missing components necessary for a sustainable agile
transformation.
Sneak Peak
Synthesis of Mindful ATF
• Thought Leadership• Mindfulness
• Clearing• Upsets• Adaptive • Perspectives
• Socialization• Agility
• Maturity Continuums
• Phenomenology • Ontology • Leadership
• Consciousness • Neroscience• Cognition• Cynefin (Kanevin)
• Psychology • Spiral Dynamics • Finite & Infinite • Presencing
• Emotional Intelligence
• Distinctions
• Change & OD
The Need
Complexity of Organizations
LEADING CAUSES OF FAILED AGILE PROJECTS
SURVEY
“In cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%”
(Version One 9th Annual State of Agile Survey)COMPLICATED / COMPLEXSURVEY
Complicated: Stratified Reductionism, highly efficient predictable and repeatable processes at scale(Fredric Taylor, Scientific Management)
Complex: System approach, high dependencies, less predictable, speed to resolution(McCrystal, Team of Teams)
CULTUREThe behaviors and beliefs
characteristic of a particular social, ethnic, or
age group:
What is changing?• People
• Process
• Structure
• Strategy
• Reward
Star Change Model (http://www.jaygalbraith.com/images/pdfs/StarModel.pdf)
People
Environment
LeadershipPracticesPerformance
StructureProcessesCulture
Institutionalizing ChangeJohn Kotter
1. Create Urgency2. Build Guiding Coalition3. Form Vision4. Raise an Army5. Enable Army6. Generate Short Term Wins7. Sustain Acceleration8. Institutionalize the Change (succession)
www.kotterinternational.com
Who is responsible?Executives
Sr LeadershipManagers
Team MembersExecutive Team
Guiding CoalitionThought LeadershipTeam Membership
Network Node & Fail Over
Executive Team• Create Urgency• Build Guiding Coalition• Form Vision• Raise an Army
Continuum WorkshopExposes maturity continuumsDefines the guiding coalition
Develops a transformation visionEmpowers the coalition
Reveal the System
Maturity Continuums
Leadership
TransformationalTransactional
Command &Control
Adaptive
Principles &
Practices
Process &Reductioni
st
Idealized influence attributed to charisma,
idealized influence behavior attributed to
beliefs and values, inspirational motivation, intellectual stimulation,
individualized consideration
Contingent rewards, management-by-
exception passive, management-by-
exception
Human Development Continuum (Don Edward Beck, Spiral
Dynamics)
Transformation Vision
For Company X that wants to discover new ways of being effective during change. Our Mindful Agile Transformation is adaptive unlike HR Programs of the past Mindful ATF bridges agility, practices, leadership, people development and environment sculpting to empower our employees for sustainable
innovation
Guiding CoalitionEnable the army
Generate short term winsSustain Acceleration
Institutionalize Change
• Seek out opportunity for agile adoption and transformation• Prioritize agile adoption efforts • Provide resources for areas of opportunity• Create goals for adoption efforts (% of agile teams etc)• Remove program and portfolio level impediments
WHAT
HOW
Thought LeadersEnable the army
Sustain AccelerationInstitutionalize Change
WHAT
HOW• Create possibilities within the areas of opportunity• Distinguish environmental phenomenon enabling
mindful and tactical interventions• Shape environment enabling acceleration of teams• Prioritize interventions
How it works together
Building Thought Leaders
Building Executive Team
Building Guiding Coalitions
Know your Self• Multiple Mind
• Multiple Perspectives
• Find Authentic Self
Values System
Perspectives
Bias &JudgementCognitive
Dissonance
Presencing
Breakthrough
ValMaryMike
“Most fun doing the most amount of work”“2 x 120”
“I stand for the success of others”
Know your Work• Find
Authentic Work
• Socialize to Current Work (as needed)
AuthenticSelf
Distinctions
Judgement (Free)Cynicism
(Free)
Let Go
Breakthrough
Cause in the MatterContributionCompassion
Stand for Others SuccessAll Possibilites
Nothing hidden, no distanceFix systems not people
Open MindOpen HeartOpen Will
Mike: 1st vs 2ndHarmony is hardMelody is easy
Understand Contextual Phenomenon
• Environment
• Leadership
• Motivations
• Performance
• Mindset
• Value Systems & Culture
Distinction
Inquire
InsightBreakthrough
Socialize
Institutionalize
Cause in the MatterContributionCompassion
Stand for Others SuccessAll Possibilites
Nothing hidden, no distanceFix systems not people
Beliefs & Fallacy Logic
• Default Mode is to arrive at beliefs (emotional)• Our brains reward us (dopamine)
• Brains have several levels, primitive and evolved• The frontal lobe of the neocortex is the most recently evolved• The brain stem is most primitive (breathing, balance)
Maslow’s Hierarchy of NeedsSatisfy the most primitive needs first
• Most of our thinking is subconscious thinking• Beliefs live in the subconscious brain
Changing Belief• People find it difficult to
change long held beliefs
• Mindful ATF substitutes new dopamine hits for old beliefs Authentic
Self
Distinctions
Judgement (Free)Cynicism
(Free)
Let Go
Breakthrough
Cause in the MatterContributionCompassion
Stand for Others SuccessAll Possibilites
Nothing hidden, no distanceFix systems not people
Open MindOpen HeartOpen Will
Motivation location
Needs & Motivations• Control (we are not victims of the universe
• Simplicity (as means of control)
• Stereotypes (boil things down)
• There Meaning for our lives (superstition)
• Big effects must have big causes (JFK or 911)
• Ego (adaptive - occurring world is shaped by ego)
• Avoid social embarrassment (avoid inconsistency)
• Resist admitting error (threats ego)
Cognitive Dissonance• Holding two conflicting beliefs at the same
time
• Avoid it through compartmentalizing
• Update both or one belief (rationalize belief)
Seek Reason not Rationalization
• Rationalization: Having an outcome and finding support for that outcome
• Reason: having data that develops an outcome
We fool ourselves with rationalization!!!
Deceiving the Brain• Senses are
constructed
• Perceptions are not passive they are reconstructed
We see what’s not thereWe draw connections
Patter RecognitionConfabulation- fills in blanks
Expose Perceptions• We are biased by our perceptions. To have an
open mind Mindful ATF expose perceptions
• Language as Filters
• Knowing what filters to remove…accelerates consciousness
• Build new filters
Building New Filters
Practices build cognitive ability
AuthenticSelf
Distinctions
Judgement (Free)Cynicism
(Free)
Let Go
Breakthrough
Cause in the MatterContributionCompassion
Stand for Others SuccessAll Possibilites
Nothing hidden, no distanceFix systems not people
Open MindOpen HeartOpen Will
Removing The Unnecessary
Listening
Screens
Clearing Cognitive Dissonance
Preventing Upsets
Seek to understandRather to be understood
Shaping Occurring World
• Once Self is known then effectively shaping the system is possible
• Ontological self is adaptive and can sculpt Occurring world for others
• Knowing what to take away…
Expose the WorldPeopleMindsetConsciousnessValuesListening
EnvironmentCultureExpectationsLeadership
SocializationPhenomenon Interventions
EnvironmentLeadershipMotivation
PerformanceMindset
Culture …
KnowledgeProcess
PracticesPrinciples
CompositionStructure … Co
ncre
te P
lan
Envi
sion
Goals, Objectives, Measures
Cynefin (Kanevin) Model by Dave Snowden
"Cynefin" is the state of being influenced by
multiple pasts of which we can only be partly
aware: cultural, religious, geographic,
tribal, etc. “It describes that relationship: the
place of your birth and of your upbringing, the environment in which you live and to which
you are naturally acclimatised.” Default Decision
Sense making not Categorization Decision
Model• Obvious - relationship between cause and effect is obvious to all, the
approach is to Sense - Categorize - Respond and we can apply best practice.
• Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
• Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
• Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
Mindfulness1. The quality or state of being conscious or
aware of something.
2. A mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and accepting one's feelings, thoughts, and bodily sensations, used as a therapeutic technique.
MindfulnessPractices
• Exposing Distinctions
• Establishing Axioms (self-evidently true.)
• Presencing (Theory U)
Educate YourselfLearning - is finite Education is infinite
Thank you,
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