Decision making in the new normal
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The document discusses decision making in uncertain times and proposes building responsive organizations. It advocates adopting a swarm organization model with self-organizing teams and porous boundaries. The organization can evolve to adjust to changes by occasionally spinning off teams. This approach resonates with principles of complex system theory, where controlling complex systems is not possible and resilience is needed. Decision making in the new normal requires a collective effort between leaders and skilled workforce. Attending a 2021 decision making workshop is proposed to learn more.
Decision making in the new normal
- 1. ><PIERRE.NEIS@AGILESQR.COM next agile² GmbH DECISION MAKING IN THE NEW NORMAL 1
- 3. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM (AO) new normal eco system 3 ORG DEV FRAMEWORK FUTURE OF HR COMMUNITY MEETUP AGILE COACHING PROGRAM WW SERIOUS GAMES & FACILITATION
- 9. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM 9 INCOVID19TIMES
- 11. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM 11 DOESITMAKESMYLIFEEASIER?
- 12. next IN THESE COVID-19 TIMES, ANXIETY AND FEAR ARE FREEZING OUR ABILITY TO RESPOND TO ANY THREATS OR OPPORTUNITIES IN OUR BUSINESS ENVIRONMENT 12
- 21. reasons challenging our ability for making decisions next 21
- 23. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 23 Vvolatility ARE OUR CUSTOMERS STILL BUY OUR SERVICES? ARE OUR BUSINESS PARTNERS STILL TRUST US? DOES OUR PEOPLE STILL TRUST US?
- 24. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 24 Uuncertainty OUR PLANS ARE NOT ACCURATE HOW CAN WE ENSURE BUSINESS CONTINUITY? THAT SITUATION IS NEW HOW CAN I RESPOND TO QUESTIONS THAT I DO NOT KNOW THE ANSWERS?
- 25. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 25 Ccomplexity HOW TO UNDERSTAND THE WORLD ? OUR PRODUCT AND SERVICES CATALOGUE IS A MESS COMPETITION IS ALL AROUND US HOW CAN MY ORGANIZATION BE FIT FOR COMPLEXITY?
- 26. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 26 Aambiguity WHAT TO DO WHEN I HAVE TWO DIFFERENT ANSWERS FOR THE SAME QUESTION? CAN WE HAVE A SIMPLE WAY OF WORKING? IN OUR MEETINGS, I HAVE THE FEELINGS THAT EVERYONE SPEAKS ABOUT A DIFFERENT TOPIC CAN WE LIVE WITH AMBIGUITY WITHOUT GETTING MAD?
- 28. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM we know what to do, but… 28 CROWDED SPACE BLEEDING SPACE STOCKED SPACE
- 29. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM you apply the process 29 CROWDED SPACE
- 30. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 30 EVALUATE SITUATI ON IDENTIFY CONCERNS SEPARATE AN D CLARIFY ESTABL IS H P RI OR IT IE S ID E NT IF Y T HE P ROC ES S T O F OLLO W P RE PA RE T H E AC T ION P LA N
- 31. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 31 PROB LEM ANALYSI S DESCRIBE THE P ROBLEM ID ENTIFY POSSIBLE CA USES EVAL UAT E POS S IBL E C AU S E S C ONF IR M TH E RE A L CA U SE . T HI NK IN G BE YO ND T HE S OLU TI ON
- 32. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 32 DECISIO N A NA LY SI S CLARIFY TH E PU RPOSE EVAL UATE OPT ION S E VALU ATE R IS KS M AK E T HE D E CIS ION
- 33. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 33 ANALYSI S OF POTE NTI A L PR OB LE MS ID ENTIFY POTENTIAL P ROBLEMS TAKE PREVENTIVE MEA S UR E S P LAN E M ER GE NC Y M E AS UR E S AN D D ET E R MI NE T R IGG E RS M AK E T HE D E CIS ION
- 34. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 34 EVALUATE SITUATI ON PR OB L EM ANALY SIS DE CISION ANALY SISANALYSI S OF POTE NTI A L PR OB L EM S ID ENTI FY CO NCERNS SEPARATE AND CLARIFY ESTABLISH PRIORITIES IDENTIFY THE PROCESS TO FOLLOW PREPARE THE ACTION PLA N DESC RIBE THE PROBLEM ID ENTIFY P OSS IB LE CA US E S EVALUATE P OS S IBLE CA U S ES C ONF IR M TH E RE A L CA U SE . T HI NK IN G BE YO ND T HE S OLU TI ON C LAR IF Y T HE P UR POS E E VALU ATE OP T IONS E VALU ATE R IS KS M AK E T HE D E CIS ION I DE NT IF Y PO TE NTIAL PROBLEMS TAKE PREVENTIVE ME ASURES PLAN EMERGENCY MEASURES AN D D ETERMINE TRIGG ERS MAKE THE DECISION 1 2 34 WWW.AGILESQR.COM
- 35. HOW LONG DOES IT MAKE? next 35
- 36. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM 36 REMEMBERTHETITANIC
- 37. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 37 3 kms 😱
- 38. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 38 Oops, too late
- 39. THERE IS ANOTHER WAY TO ADDRESS THAT next 39
- 40. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM 40 SPEEDBOAT
- 41. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM what’s the problem? 41
- 42. LESSONS TO LEARN next 42
- 43. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM crowd BUILD A RESPONSIVE ORGANIZATION TO ALLOW EMERGENT BEHAVIOR. 43 responsive organisations
- 45. HOW DO YOU MAKE DECISIONS IN THE NEW NORMAL? next 45
- 46. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM “BIG” responsive organisations swarm organisation a consolidated portfolio border is the structure 1 team = 1 portfolio THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER PROCESSING WASTE. 46
- 48. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 48 SOMETIMES, A BLACK SWAN IS AN OPPORTUNITY TO SPIN OFF AND TO IMPROVE YOUR STRUCTURE THE“ORGANIZATION”EVOLVESTOADJUSTITSELFFROMONECHANGETOTHEOTHER.
- 49. IS THERE SCIENCE BEHIND THAT? next 49
- 50. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM 50 “YOUCAN’TCONTROLCOMPLEX SYSTEMS.YOUHAVETORESONATE WITHITANDADOPTARESILIENTPATH. P R DR P E TE R KRUSE
- 51. IT IS COMPLEX SYSTEM THEORY next 51
- 52. >< next agile² GmbH PIERRE.NEIS@AGILESQR.COM 52 new timesold times Leaders had the knowledge and the funding. They needed a workforce to execute their plan. Leaders have the funding. They have to deal with a skilled workforce to create value.
- 53. DECISION MAKING IN THE NEW NORMAL IS COLLECTIVE: A COLLECTIVE EFFORT next 53
- 54. IF YOU WANT MORE OR TO LEARN HOW? next 54
- 55. HOWCANIPREDICTTHE UNPREDICTABLE? REGISTER TO THE 2021 DECISION MAKING WORKSHOP HTTP://BIT.LY/DECIDE2021
- 56. WE ARE BRINGING A SOLUTION TO YOUR CONTEXT next 56
- 57. ><agile² GmbH PIERRE.NEIS@AGILESQR.COM ><agile² GmbH PIERRE.NEIS@AGILESQR.COM my name is Pierre Neis CAC5, CEST, CBAC, CSPPO, CSP, CSPO, PSM author of