A take on complexity thinking

A take on complexity thinking

• 1.
  6/24/2021 1 Silver Sponsors Partner Sponsors Thankyou for joining. TO BE WICKED OR NOT, THAT IS THE ? Our digital doors will open 17.30 CET. For more information : www.itsmf.be Ilse Van den Berckt Wicked Challenges?
• 2.
  6/24/2021 2 Wicked Challenges? • <-> Tameproblems • Not one solution • No objective point of callibration • Uncontrollable • Never solved • Wicked problems • Many stakeholder groups with each their own perspective on how to address the issue • How can we get one step further (towards more relief for all stakeholders) Wicked defined by the Cynefin model Complex (wicked) Complicated Chaotic Simple
• 3.
  6/24/2021 3 Example from highereducation context Domain of best practice • Setting parameters • Command-and-control style Domain of experts • Several options—many of which may be excellent • Good practice Domain of rapid response • Stanch the bleeding • Direct top-down communication Cynefin model – Dave Snowden Domain of emergence • Understand why things happen only in retrospect • Temptation to fall back into traditional command-and- control management styles • Difficult to tolerate failure, which is an essential aspect of experimental understanding
• 4.
  6/24/2021 4 Cynefin framework AndITIL UNORDERED ORDERED Cynefin framework And ITIL UNORDERED ORDERED ADAPT & ADOPT ADAPT & ADOPT EXAPT
• 5.
  6/24/2021 5
• 6.
  6/24/2021 6 Roadmap wicked approach 1.Be aware that success depends on recognizing the problem/context 2. Recognize problem/context (see Cynefin model) 3. Switch to wicked mode Probe - Sense – Respond Let’s make it more tangible One key- principle: Bring the whole elephant in the room 1. Tools 2. Attitude: Skills & Mindset 3. Side effects/Frictions
• 7.
  6/24/2021 7 Bring the Whole Elephantin the Room Wicked Methodologies • Design Thinking • World Café • Future Search • Scenario Planning • Appreciative Inquiry • Lego Serious Play • …
• 8.
  6/24/2021 8 Learning at different levels •LEARNING AT DIFFERENT LEVELS, SOME PRINCIPLES: • The lower in the pyramid, the easier it is to change something • The higher the level at which the change takes place, the greater the impact and consequently the more effective the change • When you make changes at a higher level, the underlying levels change. When you make changes at a lower level, the parent level does not automatically change. • When you make changes, they will be less successful (or not) if you do not make these changes at the right level. • Learning goes well when the different levels are aligned. Wicked asks for another mindset
• 9.
  6/24/2021 9 ITIL 4 andwickedness CONNECT VELOCITY FOCUS Connect 1 Everybody is involved
• 10.
  6/24/2021 10 Focus The organisation facilates valuecreation Employees are part of Value stream Velocity 1 General Management Practices Service Management Practices Technical Management Practices Architecture management Availabilitymanagement Deployment management Continual improvement Business analysis Infrastructure & platform Management Informationsecurity management Capacity & performanceManagement Software development and management Knowledge management Change enablement Measurement and reporting Incident management Organizational change management IT asset management Portfoliomanagement Monitoring& event Management Project management Problem management Relationshipmanagement Release management Risk management Service catalogue management Service Financial Management Service ConfigurationManagement Strategy Management Service Continuity Management Supplier Management Service Design Workforce & talent management Service desk Service level management Service request management Service validation& testing 40
• 11.
  6/24/2021 11 ITIL 4 andwickedness CONNECT VELOCITY FOCUS From ‘being in control to being in flow’
• 12.
  6/24/2021 12 Bohr, Dalai Lama,Branson? Thinking like Bohr vs. Einstein Classic physics: Everything must have a regularity and structure. When we know it, we can control it. Quantum physics: ‘It’s chaos, learn to live with it’
• 13.
  6/24/2021 13 Observe like theDalai Lama vs. Henry Ford - Structuring life - Obedience / subordination to the higher order - Fit yourself into the structure - 'Backroom politics‘ - Analyze - Release structure and go into the process - Working together through diversity - Knowing yourself, self-reflection and awareness - Open and transparent - Synthesize - Entrepreneurial - Responsible - Dare to take risk - Open to change - Future-oriented - Pro-active Act like Richard Branson vs. Mr. Carson (Downton Abbey) - Following the leader - Loyal - Doesn’t take risks - Conservative - Past-oriented - Reactive, wait-and-see
• 14.
  6/24/2021 14 Complex/wicked challenges Mindset: NielsBohr - It’s chaos. Learn to live with it. - Quantum physics Competences: Dalai Lama - ‘Let go of structure and follow the flow’ - Working together through diversity - Systems thinking Behaviour: Richard Branson - Entrepreneurial - Responsible - Pro-active Mindset: Albert Einstein - Everything must have a regularity and structure. When we know it, we can control it. - ‘Classic’ physics Competences: Henry Ford - Give structure, develop procedures - Follow ‘the’ truth Behaviour: Mr. Carson (Downton Abbey) - Follow the leader in charge - Feeling guilty - Re-active Wicked challenges demand another mindset, extra competences and behaviour Complicated challenges What’s my purpose? Meaning Competences Beliefs Identity Behaviour Context Who am I? What do I belief? What can I? What am I doing? Where are you? Side effects What if your client wants a quick fix? What if your clients doesn’t understand complex? What if your stakeholders don’t want to join? What if your stakeholders argue instead of work together? What if…?
• 15.
  6/24/2021 15 Stay healthy, staysafe, stay tuned Be wicked