Thinking Like a Change Architect
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The document presents tools for architecting change, emphasizing the need for a mindset shift in change management to address the high failure rate of traditional methods. It advocates for a feedback-driven, visualization-based approach that aligns with organizational goals and utilizes innovative practices from lean startup and agile methodologies. Key strategies include prioritizing experiments, embracing complexity, and utilizing insights from various models to create meaningful change.
Thinking Like a Change Architect
- 1. TOOL S FOR ARCHI T EC T I N G CHANGE JASON LITTLE WWW.L E A N C H A N G E . O RG @JASONLITTLE
- 2. WITHOUT ARCHITECTURE… “Most software today is very much like an Egyptian pyramid with millions of bricks piled on top of each other, with no structural integrity, but just done by brute force and thousands of slaves.” Alan Kay http://simplicable.com/new/101-quotations-for-enterprise-architects
- 3. …MISTAKES CAN BE COSTLY Designed for 20 floors, Expanded to 47 floors during construction, Oops, forgot to re-architect the elevators to accommodate the extra floors! http://gizmodo.com/the-builders-of-this-spanish-skyscraper-forgot-the-elev-1065152844/1065886340
- 4. TRADITIONAL CHANGE METHODS… …FOCUS ON “CONSTRUCTION-LIKE” PLANS ASSESS -> ANALYZE -> IMPLEMENT -> CLOSE OUT
- 5. AND WHEN IT DOESN’T WORK… AH!! CHANGE RESISTANCE! …BUT 70% OF CHANGES FAIL ANYWAY! “THOSE PEOPLE” DIDN’T EXECUTE THE PLAN WELL ENOUGH! http://cf.geekdo-images.com/images/pic502808.jpg
- 6. IT’S NOT A SKILL PROBLEM… http://www.cheapcollegedegrees.net/wp-content/uploads/2012/10/skills.jpg
- 7. IT’S A MINDSET PROBLEM OUTDATED THINKING ABOUT CHANGE DOESN’T APPLY IN TODAY’S DIGITAL WORLD http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
- 8. THINK LIKE AN ARCHITECT ASPIRATIONS AND VISION FIND THE BEST BUILDINGS MOST RELEVANT MODELS EXPLORE IDEAS VISUALIZE ADD MEANING “Think Like an Architect” - Hal Box
- 9. VISUALIZE THE OBJECTIVE OF YOUR CHANGE “As cOACHES,OUR VISION IS TO HELP MANAGERS CROSS THE CHASM AND BECOME SERVANT LEADERS!” http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
- 10. FIND THE MOST RELEVANT BEST BUILDINGS MODELS FEEDBACK-DRIVEN EXECUTION MODELS COMPLEXITY MODELS (STACY MATRIX) NON-LINEAR CHANGE FRAMEWORKS LINEAR AND PLAN-DRIVEN MODELS NEED NOT APPLY http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
- 11. EXPLORE, BE VISIBLE AND TWEEK! START SIMPLE COST: NOT JUST $$$, ALSO TIME AND EFFORT! VALUE: ALIGNS WITH ORGANIZATION’S GOALS? IS IT WORTH DOING? PRIORITIZE YOUR CHANGE EXPERIMENTS
- 12. EXPLORE, BE VISIBLE AND TWEEK! WORRY ABOUT COMPLEXITY LATER HOW HARD IS THIS PROCESS TO CHANGE? WHAT’S AFFECTED? HOW CERTAIN ARE WE? WHAT WILL LIKELY WORK? WHAT COULD GO WRONG? MAP YOUR CHANGE EXPERIMENTS HERE! THE PROCESS IS EASY TO CHANGE BUT THE QA AND DEV GROUPS WON’T AGREE WE’VE NEVER TRIED THIS BEFORE! THE PMO HATES STATUS REPORTS! STAND-UPS WILL WORK!
- 13. SEQUENCE CHANGE BASED ON DIFFICULTY OR… MORE DIFFICULT TO CHANGE EASIER TO CHANGE EEEEK, CHAOS! …HOWEVER YOU DESIRE! BUT KNOW THAT SEQUENCING MATTERS INTENTIONAL DISRUPTION CAN BE A GOOD IDEA REQUIRES SHORTER FEEDBACK LOOPS GENERATE QUICK WINS HELPS KEEP MOTIVATION UP DISAGREEMENT TRUMPS CERTAINTY “GOOD” PAIN UNSURE OF OUTCOME, BUT ALIGNED ON GOALS AT LEAST!
- 14. VISUALIZE YOUR CHANGE WORK INSIGHTS OPTIONS EXPERIMENTS BLOCKED THEME PREPARE IN PROGRESS REVIEW COMMUNICATION AWARENESS TRAINING ABANDONED! SUPPORT HOW WE WORK 15-minute standup, 3x per week Weekly Insights review bi-weekly Options review bi-weekly retrospective quarterly change canvas refresh IMPORTANT NOTES
- 15. ADD MEANING WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION? HOW WILL IT MAKES THINGS BETTER FOR OUR PEOPLE?
- 16. MEASURE THAT MEANING HAPPINESS INDEX MEASURE HAPPINESS OVER TIME FIND LEADING AND LAGGING INDICATORS OF CHANGE
- 17. THINK LIKE A CHANGE ARCHITECT LEANCHANGE.ORG VISION MODELS WHAT DOES THIS CHANGE MEAN TO US? OUR PEOPLE? VISUALIZE EXPLORE MEANING WHAT IS OUR VISION? WHICH MODELS MATCH OUR CONTEXT? OPTIONS - COST/VALUE TRADEOFF BIG, VISIBLE WALLS TO MANAGE THE CHANGE
- 18. lIKE WHAT YOU SEE? “Jason artfully synergizes organization change theory and practice, lean startup, canvases, metrics, Kanban, and more…into a humanistic, holistic way to go about working with people to transformation themselves, teams and organizations.” - Ellen Gottesdiener Lean Change Management is a collection of innovative practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a feedback-driven approach to change that can be adapted to any organization. Get the Book
- 19. WANT TO SEE MORE? BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE) APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE) TOOLS FOR NAVIGATING COMPLEX CHANGE (SLIDESHARE) EXECUTING CHANGE PROJECTS WITH AGILE PRACTICES (SLIDESHARE)