The language of outcomes: 1. Identifying the adaptive challenge

Yes, I’m making good on a promise made in last week’s post, Making it official: Agendashift, the wholehearted engagement model, expanding on the language of outcomes and its lessons for leadership. For context, here’s the crucial bit of text in question:

The language of outcomes inviting leadership at every level: New conversations and new kinds of conversations – renewing the organisation’s discourse and thereby the organisation itself

As both the destination and the fuel for our journeys of change and transformation,  outcomes are absolutely fundamental to Agendashift. If there’s a basis for change more legitimate and motivating than authentic agreement on outcomes, we’d like to see it!

We have used that initial phrase – “the language of outcomes” – for much of the time that Agendashift has existed. However, our understanding of what it actually means continues to evolve. A couple of recent developments have brought it into sharper focus:

  1. With community participation and the willing support of workshop participants, we’ve conducted some deliberate experiments with wording and framing in our existing workshop material, noting not just the immediate impact, but the impact on later exercises downstream – how people respond to the exercises and the quality of the work they produce
  2. The design of two new workshops – Impact! (Tampa and London very soon) and Wholehearted:OKR (Oslo and London) – interesting as much for the material they exclude as for what they contain, challenging and perhaps redefining what should be regarded as core

The 5 posts of this series come roughly in the order that its leadership lessons arise in our workshops:

  1. Identifying the adaptive challenge (this post)
  2. Framing obstacles
  3. Generating outcomes
  4. Organising outcomes
  5. Between ends and means

Early drafts of this post with content for all 5 headings got rather long, so I’ll be releasing it as a series over the next few weeks. Subscribe to our mailing list, and whilst you won’t get every post as an email, you will get our monthly roundups and you won’t miss a thing, I promise! I’ll link to the later posts as they’re released.

As ever, scroll to the end of this post for news of upcoming public workshops in which you can experience what I describe.

1. Identifying the adaptive challenge

You won’t find the term adaptive challenge in the Agendashift book [1] but a 2nd edition would certainly change that! Informally, the Organisation Development (OD) literature – see for example Bushe [2] – describes adaptive challenges as those for which it’s hard even to define what the problem is, require involvement from a wide range of stakeholders, tend to throw up new problems of their own, and so on. Most of us will have seen them: the kind of challenge which requires at least the level of sponsor commitment and financial backing of a high profile project, but for which linear project approaches soon reveal themselves to be spectacularly ill-suited.

Stakeholder agreement on the detail of the challenge may be hard to impossible to obtain, but broad-brush identification of shared objectives needn’t be. You can just ask; the trick is to ask in such a way that the shared destination is articulated without fixating prematurely on solutions (remember: a rollout project isn’t going to work here).

Agendashift’s time travelling kickoff / context-setting exercise Celebration-5W [3] does this laterally, asking for the Who, What, When, Where, and Why of a future celebration (of meeting the challenge spectacularly well), deliberately avoiding the How.

Another approach is to provide, harvest, or construct something that’s desirable enough to be worth pursuing even if it might never be fully attained – see for example Agendashift’s Lean-Agile-inspired True North statement [4]. Interestingly, the new workshops don’t use the provided True North. In its place, more time travel, with a series of outside-in strategy review questions [5] as described in chapter 5 of Right to Left [6]. Each question is designed to help identify an ideal (or “ideal best”) [7]; they begin with this one, the first of five:

  1. What’s happening when we’re reaching the right customers, meeting their strategic needs?

That question is open to some serious unpacking (I sometimes joke that this question is a workshop in its own right), but again, you can just ask, taking care to ask in a perspective-shifting way that invites meaningful customer-relevant, and business-relevant outcomes as the answer. As it happens, that turns out to be good facilitation advice for Celebration-5W too. If what you’re celebrating won’t be meaningful to customers and other business stakeholders, think again. For a roomful of Agile coaches (a not untypical group in my case), do not, and I repeat, DO NOT celebrate your Agile transformation! Celebrate the first customer successfully served, the millionth registration, the billionth pound in turnover – real examples all – something externally visible and truly challenging in its own right that your transformation will enable or accelerate.

Shortly we’ll have a more definitive test for what makes a good answer, but first let’s distill some advice about asking questions:

Without prescribing what the answer should be, ask questions that invite answers meaningful to the most stakeholders, exploring those answers just enough to be sure that everyone involved knows both whose needs they’ll be meeting and how they’ll be able to confirm that they’re being met [8, 9]. If the How can be deferred, don’t ask for it!

This isn’t just workshop facilitation advice, but advice to coaches and leaders. And that is of course what this language of outcomes thing is all about. If we’re keen to see collaboration, self-organisation, and innovation (three hallmarks of the modern organisation that I bundle together like this frequently), how should we conduct ourselves? What behaviours should we model?

Next: 2. Framing obstacles

References

[1] Agendashift: Outcome-oriented change and continuous transformation, Mike Burrows (New Generation Publishing, 2018)
[2] The Dynamics of Generative Change, Gervase Bushe (Independently published, 2019)
[3] Celebration-5W (agendashift.com, CC-BY-SA licence)
[4] True North (agendashift.com, CC-BY-SA licence)
[5] Outside-in Strategy Review (OI-SR) template (agendashift.com, CC-BY-SA licence)
[6] Right to Left: The digital leader’s guide to Lean and Agile, Mike Burrows (New Generation Publishing, 2019)
[7] It’s mashup time: Adaptive challenges accomplished at their ideal best (December 2019)
[8] Better user stories start with authentic situations of need (October 2016)
[9] My handy, referenceable Definition of Done (May 2018) and agendashift.com/done, the latter CC-BY-SA

Acknowledgements

I’m grateful for feedback on earlier drafts of this post from Teddy Zetterlund, Thorbjørn Sigberg, Richard Cornelius, and Kert Peterson.

Workshops upcoming in 2020 – Tampa, London (*2), Gurugram, Malmö, Tel Aviv, Oslo (*2), and online

For a 20% saving, use discount code LONDON2020 for the London workshops and NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages – Switzerland and Australia to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift: The wholehearted engagement model
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