Needs-based, outcome-oriented, continuous, open

It’s the week of the Open Leadership Symposium (I landed in Boston yesterday). To celebrate, a quick refresh of the Agendshift home and about pages, both starting with an updated banner:

agendashift-banner-2019-05-07

The ‘open’ is new. A short explanation (the about page has more):

Screenshot 2019-05-13 14.25.46

That’s all! See you tomorrow/Wednesday at the symposium? I’ll expand further on themes of Open, Engagement Models, and Organisation Development – see last week’s post for a taste of that last one. Or Thursday/Friday at the masterclass – still time to book a place?


Upcoming workshops – Boston and Berlin

Watch this space for Greece, Turkey, London, the Benelux region and Scandinavia in the autumn.


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We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

What kind of Organisational Development (OD)? (And a book recommendation)

both-kinds.png

Mind slightly blown, I discover that organisation development (OD) divides into two schools of thought. Or more accurately, that a crucial aspect of organisation development may have been hiding in plain sight for decades. The two ‘schools’ (if for the moment I can refer to them that way) are diagnostic OD and dialogic ODThey are not in fact mutually exclusive – it’s this that allowed one to hide with the other – but for the purposes of explanation let me begin by describing two ends of an OD spectrum.

Diagnostic OD

At the “extreme diagnostic” end of the spectrum, the OD practitioner (here very much playing the role of the expert consultant) thinks and works like this:

  • According to the practitioner and in all likelihood the sponsor (the latter chooses the former after all), your organisation is best understood by some dominant metaphor: as a machine, an organism, an ecosystem, or a system of autonomous agents (the ‘agents’ being ‘people’ and groups thereof)
  • Accordingly, the task is to diagnose a problem and to prescribe (and perhaps implement) a fix, a cure, a conservation measure, or some reprogramming

Only a short distance beyond that extreme lies dysfunction:

  • Ivory tower diagnosis – lacking in empathy and respect, characterised by dismissiveness and judgementalism – or fake diagnosis whose main purpose is to establish the absence of some fashionable solution (see also snake oil merchants) and perhaps induce an inauthentic sense of urgency (burning platforms and the like)
  • Inviting failure by approaching adaptive challenges as though they are mere technical problems, fixable through linear, step-by-step processes (hey, 20th century change management frameworks, I’m looking at you)

Drawing a safe distance back from that precipitous edge, we have whole systems approaches, in which the diagnosis part and increasingly the implementation part involve meaningful levels of staff participation. As much facilitator as consultant, the practitioner consciously dials down their judgemental side and dials up their curious and conversational sides instead.

What if this begins to describe what successful OD has looked like all along? Would an alternative to the diagnostic model be helpful? Enter dialogic OD.

Dialogic OD

Again for the sake of explanation, let’s put those organisational metaphors to one side and start with something more philosophical:

  • The organisation is socially constructed and the creator of meaning – brought to life, sustaining itself, and continuing to evolve through its discourse, both with itself and with the outside world
  • Change is an ongoing (ever-present) process that is never entirely under anyone’s control; the practitioner’s job is to spark and facilitate new conversations, uncover fresh expressions of meaning, and help set loose new kinds of dialogue

The idea that culture is the product of a process that no-one fully controls is an important one. No wonder that change management is hard! I first saw it spelt out that way by Edgar H. Schein [1], and referenced it in Agendashift [2]. Schein is without doubt one on the greats of OD and it seems to me a little ironic that he is so strongly identified with the diagnostic model. In fairness to him, social constructionism [3] is younger than OD; moreover he contributes a superb foreword to Bushe & Marshak’s Dialogic Organization Development [4] – an excellent book that might easily have escaped my notice without his endorsement.

Before reading Bushe & Marhak’s book and as I began to read Schein’s foreword, I couldn’t help imagining for myself what diagnostic and dialogic OD might mean. Quite naturally I wondered what Agendashift would look like in the light of those two imagined models. I jumped to the conclusion that Agendashift had elements of both: diagnostic wherever it is concerned with the present (in particular the assessment and anything concerned with current obstacles), and dialogic wherever it is concerned with the future (which it does most of the rest of the time).

My instincts weren’t completely wrong, but nevertheless as I read the book I was surprised just how strongly the dialogic model resonated with me. It turns out that Agendashift is much further along the spectrum towards fully dialogic than I anticipated. Some of the more obvious parallels:

  1. Even Agendashift’s more diagnostic tools are there not to measure or judge but to stimulate conversations whose destinations – outcomes – the facilitator can’t even guess at (certainly I don’t try). As the Solutions Focus [5] guys will tell you, the point of scaling  – which they mean in the sense of giving something a numeric score – isn’t the number, but they way that it encourages you to think.
  2. Agendashift makes extensive use of generative images, things – typically terms or phrases – that help to conjure up a diverse range of naturally-aligned responses. Our de-jargonised Lean-Agile True North statement (below) is Agendashift’s most obvious example (quite a chunky one by normal standards), but even the prompts of the assessment tool are used in that way.
  3. And of course there’s the Clean Language, mainly via our 15-minute FOTO coaching game [6], though its influence runs deeper. It’s not just that the game gives participants the opportunity to ‘model’ the organisation’s obstacles and outcomes – conversations that probably haven’t happened before – it also creates the experience of a new kind of conversation.

Slide12

With the benefit of a few days of reflection, I am over that initial surprise. Agendashift was designed as a positive response to the prescriptive approaches to Agile adoption that at their worst seem to actively embrace all the diagnostic dysfunctions I identified above. Instead of prescriptive and linear, generative. And what do we generate? Outcomes around which people can self-organise, and ideas for action and experimentation that will point the organisation in the direction of those outcomes – hence outcome-oriented change – and all of it done in a coherent way that helps to develop Lean, Agile, and Lean-Agile sensibilities rather than work against them.

That said, I am not yet over my enjoyment of this book. In fact, I’m still wondering if Agendashift could and should move even further towards the dialogic end of the spectrum. Even in the Agendashift book there are hints of what might be possible – helping organisations create their own True North statements or their own non-prescriptive assessment tools, for example. And without creating any new tools, we practitioners should perhaps be keeping a closer watch for powerful new generative images amongst the many outcomes generated by participants, using their “thematic outcomes” (a phrase that is already part of the Agendashift lexicon) not just for organising plans but as seeds for wider dialogue.

I’m even challenged (in a good way) by two alternative visions of the workshop (a large part of my work). Is an Agendashift workshop:

  1. A planning event (diagnostic), or
  2. A “container for disruption” (dialogic)?

Yes!

One thing is for sure: if ever there’s a 2nd edition of Agendashift, Bushe & Marshak’s Dialogic Organization Development will certainly be among its key references. I’ll be adding it to our recommended reading list [7] very soon.

References

[1] Organizational Culture and Leadership, Edgar H. Schein (5th edition, 2016, Wiley)
[2] Agendashift: Outcome-oriented change and continuous transformation, Mike Burrows (2018, New Generation Publishing)
[3] en.wikipedia.org/wiki/Social_constructionism
[4] Dialogic Organization Development: The Theory and Practice of Transformational Change, Gervase R. Bushe & Robert J. Marshak (2015, Berrett-Koehler Publishers)
[5] The Solutions Focus: Making Coaching and Change SIMPLE , Mark McKergow and Paul Z. Jackson (2011, Nicholas Brealey International)
[6] 15-minute FOTO: agendashift.com/15-minute-foto
[7] Recommended reading: agendashift.com/recommended-reading

Acknowledgements

Thank you Mike Haber and Parag Gogate for feedback on earlier drafts of this post.


Upcoming workshops – Boston, Berlin, Oslo, and Stockholm

Watch this space for Greece, Turkey, London, the Benelux region and Scandinavia in the autumn.


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

A video for Changeban (and related: what’s in store for Featureban)

Changeban is our Lean Startup-flavoured Kanban simulation game. It is based on our classic game Featureban, with easier mechanics, a Lean Startup-inspired board design, and some different learning objectives. Both games are published under a Creative Commons Attribution-ShareAlike 4.0 International License (Yay! Open!).

As promised a couple of days ago in the April roundup, the Changeban page now includes a video of a game session recorded at last month’s London workshop. I’m grateful to Agendashift partner Steven Mackenzie for its production. You’ll find it and loads more information at agendashift.com/changeban.

Questions? Channel #changeban in the Agendashift Slack; request access here

In store for Featureban

At around the 37:05 mark you will notice this exchange:

Dragan: Can a work item – a sticky – move more than one step in a round?

Mike: Yes they can. I know where that question is coming from – if you’ve played Featureban, the rules discourage the cards from moving more than one column per round (per day). The reason for that is technical, and it’s annoying, and it makes the rules unnecessarily complicated. The language is changed in Changeban so that it’s just that if you can’t do anything for yourself, you help somebody.

The Featureban rules in question are those that mention pairing. Instead of helping someone (anyone!) as Changeban allows, you’re allowed to pair up only with someone who can’t otherwise move. These rather frustrating rules generate more questions than the rest put together! The technical issue I mention in the video is that disallowing cards from moving more than one column in a day happens to make the calculation of flow efficiency in the metrics iteration very easy. I’m convinced now that the complication and restrictiveness is an unnecessarily high price to pay.

Admittedly I’ve been saying this for a while (I also had a book to finish!), but soon(ish) I will publish a Featureban 3.0 beta version that ditches the pairing rules in favour of Changeban’s much kinder “help someone” rules. While I’m at it, I’ll complete the transition from coins to playing cards as the source of variation.


Upcoming workshops – Boston, Berlin, Oslo, and Stockholm

Watch this space for Greece, Turkey, London, and the Benelux region in the autumn.


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

Agendashift roundup, April 2019

In this edition: Right to Left; London workshop; Open Leadership Symposium (Boston) & online workshops; Top posts; Upcoming workshops – Boston, Berlin, Oslo, and Stockholm

Right to Left

I’m thrilled to announce that the completed manuscript for Right to Left: The digital leader’s guide to Lean and Agile is now with the publishers. Fingers crossed it will be available for preorder early-mid June and for purchase by the end of that month. This one was 11 months in the making, and work started immediately after Agendashift; I have to say that it feels a little weird not to have a big writing project on the go any more!

As you can see from the updated cover image below, Right to Left has a foreword by John Buck, the co-author of two of the books I reference:

John describes my book as “emerging on his [ie my] focus on the needs of actual and aspiring leaders”, who should “be prepared to have some of their favourite mental models delightfully upended”. Thank you John! I predict that this “updending” will be experienced by more than a few practitioners too 🙂

cover-right-to-left-2019-04-26.001 border

London workshop

Lots of positives from the London workshop earlier this month! Highlights:

  • Mike Haber’s template for Celebration-5W is a keeper
  • The updates to the 15-minute FOTO cue card are now official (in fact the Dropbox has a more polished version contributed by Agendashift partner Steven Mackenzie)
  • Also by Steven, we’ll be announcing a video for the Changeban game shortly

Open Leadership Symposium (Boston) & online workshops

A final reminder that I’ll be in Boston for the Open Leadership Symposium and a 2-day post-conference masterclass in a couple of weeks. I would love to see you there, and not just for the first opportunity to hold a 2-day Agendashift workshop in the US! I’m not exaggerating when I say that Open Leadership and Open in general could turn out to be important themes in the coming months. I certainly hope so.

As a spinoff from Boston, I’ll be doing my first online workshops in June and July. More details here: More ‘Open’, and my first online workshops. If you’re on the mailing list you’ll already have a discount code for these.

The week after Boston I’m off to Berlin for another 2-day workshop; then in June it’s Stockholm and Oslo in quick succession. Check out the calendar of upcoming workshops below for details.

Top posts

  1. Notes from the April 2019 Advanced Agendashift workshop, London
  2. More ‘Open’, and my first online workshops
  3. How the Leader-Leader model turns Commander’s Intent upside down (June 2018, a prototype for a passage in the forthcoming Right to Left)
  4. Stringing it together with Reverse Wardley (February)
  5. Right to Left: a transcript of my Lean Agile Brighton talk (October 2018)

Upcoming workshops – Boston, Berlin, Oslo, and Stockholm

Watch this space for Greece, Turkey, London, and the Benelux region in the autumn.


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

More ‘Open’, and my first online workshops

I’m getting ready for a busy couple of weeks mid May:

Partly in preparation and partly as housekeeping, I’ve updated the generic workshop description page Advanced Agendashift: Coaching and Leading Continuous Transformation as follows:

  1. Very much in the Open spirit of the Boston symposium, it now has a Creative Commons 4.0 CC-BY-SA license. That’s not quite the big deal that it might sound since the Overview pages that describe all Agendashift-based workshops have long had one, but it’s good to get that sorted.
  2. Its structure now tallies with recent improvements. Day 1 is Learning the language of outcomes. Day 2 is Organising for impact, and it reflects the “rejigging” described in last week’s Notes from the April 2019 Advanced Agendashift workshop, London. I’ve updated the abovementioned Overview pages also.

As a spinoff from Boston (there’ll be discounts for attendees), from June I’ll be offering an online workshop, also titled Learning the language of outcomes. Presented as two 2-hour sessions on consecutive days it will be a great way to get up to speed quickly with outcome-orientation and Clean Language, getting some real practice in applying the latter to the former. At a minimum we’ll cover:

Officially, we launch these at the Symposium, but for a sneak preview (and early bird prices):

In person or online, I hope to see you soon!


Upcoming workshops – Boston, Berlin, Oslo, and Stockholm

Watch this space for Greece, Turkey, London, and the Benelux region in the autumn.

workshop-2x1


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

 

Notes from the April 2019 Advanced Agendashift workshop, London

Thursday and Friday last week was the 2-day Advanced Agendashift workshop in London. The quick version of my takeaways (all confirmed by the retro stickies):

  1. Mike Haber’s Celebration-5W template is a keeper
  2. The beta version of the 15-minute FOTO cue card passes muster
  3. My “Rule of Three” seems to resonate
  4. Some rejigging
  5. Excitement around “wholehearted

Also, details of the next four of these workshops – Boston, Berlin, Oslo, and Stockholm.

Mike Haber’s Celebration-5W template is a keeper

Announced only a couple of weeks ago, I would definitely recommend using Mike Haber’s template – it makes the exercise easier for everyone involved, and the output vastly more presentable. I’ve updated the Celebration-5W page to make it more prominent.

Celebration-5W-template-2019-03-v1

The beta version of the 15-minute FOTO cue card passes muster

Also announced recently but previously untested, a beta version of the 15-minute FOTO cue card is now made official:

No-one missed the old “Is there a relationship between X and Y?” question (a question that comes with health warnings) and according to the retro sticky, the new question “Where does X come from?” rocks!

My “Rule of Three” seems to resonate

I mentioned my “Rule of Three” in answer to an important question about who should be invited to internal workshops. I had already written it up for my forthcoming book Right to Left but I was encouraged to put together a page for it with an easy-to-remember url, agendashift.com/rule-of-three.

After a few iterations on the text (helped by feedback in the #right-to-left channel in Slack), here’s the key quote:

Clicking on the image or the link above you’ll find a condensed, bullet point version, and some notes that hint at what’s to come in the book.

Some rejigging

Consolidating experiments described in Stringing it together with Reverse Wardley, The Cynefin Four Points exercise moves from day 1 to day 2, the launchpad for Mapping rather than the conclusion to Exploration. It allowed me to run “my slowest ever Discovery” on day 1, and nobody minded one bit.

Update: The name “Reverse Wardley” is (as we say in the UK) “a bit Marmite”, meaning that some loved it and others hated it. Is it “way too geeky”? This was already suspected, but I still don’t have a better alternative.

Excitement around “wholehearted

Remember Towards the wholehearted organisation, outside in (May 2018)? For the evening of day 1, Steven Mackenzie (one of Right to Left‘s reviewers) suggested we held a “Lean Curry” around the topic. Here he is with his heart-shaped picture:

Before Right to Left is even published, perhaps a spinoff! Definitely one to watch.

Upcoming workshops – Boston, Berlin, Oslo, and Stockholm


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

 

Agendashift roundup, March 2019

In this shorter edition (I’ve been on holiday): London workshop; Looking ahead – Boston, Berlin, Stockholm, and Oslo; Right to Left; Top posts

London workshop

Thursday and Friday next week is the London workshop. A couple of entirely unavoidable dropouts means that there is still space if you want to come, but be quick as there’s the Agendashift delivery assessment to complete as prework. There are generous discounts available for public, education, and non-profit sectors and also for repeat attendees (not uncommon) – ping me for a code if you need one.

New this time:

Looking ahead – Boston, Berlin, Stockholm, and Oslo

I can’t stress enough how much I’m looking forward to my trip to Boston in May – not just for the Agendashift masterclass (it’s called that to avoid confusion with shorter workshops held during the conference) but for the Open Leadership Symposium, which I believe will turn out to be a big deal.

On my return from Boston I’m off again to Berlin, for another 2-day workshop just 6 months since the last one. I’m grateful to my hosts Leanovate for their continued support! Looking ahead to early June, I’ll be doing Stockholm and Oslo with Agendashift partner Kjell Tore Guttormsen in one trip.

Right to Left

I have a well-reviewed and near-final draft now of Right to Left: The digital leader’s guide to Lean and Agile. Six chapters, 43,662 words, and I’m itching to get it out there! Behind the scenes I’m working on some spinoffs – more on those soon!

Top posts

  1. Why the Open Leadership Symposium is a big deal
  2. Stringing it together with Reverse Wardley (February)
  3. Testing some changes to the 15-minute FOTO cue card
  4. My favourite Clean Language question (January)
  5. A new template for Celebration-5W

workshop-2x1

Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…