Leveraging Diversity to Find What Works and Amplify
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The document discusses workplace orientation and the importance of understanding team identity, membership, and disorientation while addressing challenges using the Cynefin framework. It introduces a practical tool for problem-solving through a 3x3 matrix that encourages exploring solutions at super-system, system, and sub-system levels across past, present, and future contexts. The text emphasizes overcoming psychological inertia to foster innovative thinking and improve organizational effectiveness.
Leveraging Diversity to Find What Works and Amplify
- 2. Orientation Orientation What am I doing here? What are we doing here? What am I doing here? What are we doing here? Resolved oPurpose Resolved oPurpose oTeam Identity oMembership oTeam Identity oMembership Unresolved oDisorientation oUncertainty Unresolved oDisorientation oUncertainty oFear oFear
- 3. WWhhaatt aarree tthhee oobbjjeeccttiivveess?? Introduction to a theoretical model used for making sense of the workplace Learn & apply a pragmatic tool to create learning & gather diverse ideas to solve problems
- 6. Many problems can be solved by changing – widening our perception.
- 8. Cynefin Framework – David Snowden http://cognitive-edge.com/
- 11. Psychological Inertia AKA Mental / Organizational Stuckness
- 12. PSYCHOLOGICAL IINNEERRTTIIAA.. TThhee ppssyycchhoollooggiiccaall mmeeaanniinngg ooff tthhee wwoorrdd ""iinneerrttiiaa"" iimmpplliieess aann iinnddiissppoossiittiioonn ttoo cchhaannggee –– aa cceerrttaaiinn ""ssttuucckknneessss"" dduuee ttoo hhuummaann pprrooggrraammmmiinngg.. IItt rreepprreesseennttss tthhee iinneevviittaabbiilliittyy ooff bbeehhaavviinngg iinn aa cceerrttaaiinn wwaayy –– tthhee wwaayy tthhaatt hhaass bbeeeenn iinnddeelliibbllyy iinnssccrriibbeedd ssoommeewwhheerree iinn tthhee bbrraaiinn.. IItt aallssoo rreepprreesseennttss tthhee iimmppoossssiibbiilliittyy –– aass lloonngg aass aa ppeerrssoonn iiss gguuiiddeedd bbyy hhiiss hhaabbiittss –– ooff eevveerr bbeehhaavviinngg iinn aa bbeetttteerr wwaayy.. –– KKoowwaalliicckk
- 14. Routine causes of psychological inertia; Having a fixed vision (or model) of the solution or root cause. False assumptions (trusting the data). Language that is a strong carrier of psychological inertia. Specific terminology carries psychological inertia. Experience, expertise and reliance upon previous results. Limited knowledge, hidden resources or mechanisms. Inflexibility (model worship; trying to prove a specific theory, stubbornness). Using the same strategy. Keep thinking the same way and you will continue to get the same result. Rushing to a solution – incomplete thinking. - Trizics. Gordan Cameron
- 15. A tool to gather & use diverse solutions
- 17. 1. write the problem / current system for solutions in the center of a 3 x 3 matrix
- 18. Past Present Future Super-System System Ladder slipped and employee was injured in fall Sub-System Example: Plan for safety improvement
- 19. Next, explore the problem at each of the three levels: oSuper-system: External environment and components that the problem or system interacts or may interact with. oSystem: The problem or system that was created. oSub-system: A component or parts of the problem or system.
- 20. Example: Plan for safety improvement Past Present Future Super-System Corporation were message that safety is a priority has not gotten through System Ladder slipped and employee was injured in fall Sub-System Workers remember the incidents, in spite of management’s assertion that safety is paramount.
- 21. Once you have explored the problem and the system in the present, move on to the past and the future. Time line - you can choose the time line you want, selecting a specific date or leaving the dates open in the past and future.
- 22. Example: Plan for safety improvement Past Present Future Super-System Corporation where safety not a priority Corporation were message that safety is a priority has not gotten through Corporation where safety is a priority System Employees take occasional risks to get the job done Ladder slipped and employee was injured in fall Injury rate will be unacceptable Sub-System Management has criticized workers who stop production in the face of danger. Workers remember the incidents, in spite of management’s assertion that safety is paramount. Management has provided positive recognition for stopping production in the face of danger.
- 23. Explore all nine windows by asking: oCan we do something at the sub-system in advance to fix or avoid the problem or improve the system? oCan we do something at the system in advance to fix or avoid the problem or improve the system? oCan we do something at the super-system level in advance to fix or avoid the problem or improve the system? oCan we do something at the sub-system level in the future to fix or avoid the problem or improve the system? oCan we do something at the system level in the future to fix or avoid the problem or improve the system? oCan we do something at the super-system level in the future to fix or avoid the problem or improve the system? oCan we do something at the sub-system level in the present to fix or avoid the problem or improve the system? oCan we do something at the system level in the present to fix or avoid the problem or improve the system? oCan we do something at the super-system level in the present to fix or avoid the problem or improve the system?
- 24. From the discussion & interaction develop a ‘Solutions Matrix’ Solution Doable. 1-10 10=Very 1=A little Impactful. 1-10 10=Very 1=A little Helpful. 1-10 10=Very 1=A little Potential Barriers Potential Successes
- 25. Plan for an increase in customer satisfaction based upon meeting with client support. Past Present Future Super-System Smaller company, Less need for product, Only phones No Internet, Sold- Directly to Customer Organization, Phone System, Internet, Transportation, Buyers, Wholesalers, Suppliers Larger organization, More product offerings, More staff, More customers, Outsourcing much of sales, Global Market System Customer phoned or physically came to the location. Meetings are scheduled according to incoming phone calls, emails, on-line contacts for support. Meeting happen “virtually”, more product sold = more incoming calls and contact for support, increased dependence upon “magnet & virtual” staff and locations. Sub-System phones, typewriters + file cabinets (physical tangible records), Only spoke English, Only US currency Phones, Each persons computer, Personal Relationships, Multiple Languages, Locations Increased storage of records on computers, People who speak multiple languages, Translators, Done on computers
- 27. Past Present Future Super-System System Sub-System
- 28. WWhhaatt ddiidd yyoouu hheeaarr tthhaatt iinnssppiirreedd aa cchhaannggee?? HHooww ddoo yyoouu sseeee yyoouurrsseellff uussiinngg tthheessee iiddeeaass?? WWhhaatt wwiillll ootthheerrss sseeee yyoouu ddooiinngg wwhheenn tthheessee ttoooollss aarree eeffffeeccttiivvee??
- 29. Michael Cardus Making Teams & Leaders Better Organization Development Team Building Leadership Innovation [email protected] www.create-learning.com 1.716.629.3678