Organizational Developer 101 - Agile TO Meetup
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The document outlines a workshop on organizational development focusing on how groups are formed and linked within organizations. It presents scenarios for participants to design and analyze organizational structures while considering various lenses such as strategic, political, and cultural factors. The session emphasizes actionable practices from Management 3.0 aimed at improving work management and prioritizing employee happiness.
Organizational Developer 101 - Agile TO Meetup
- 1. ORGANIZATIONAL DEVELOPMENT 101 Worst . Session. Title. Ever. @ j a s o n l i t t l e | l e a n i n t u i t . c o m Go to http://sli.do and use the code “meddlers” to answer a 1-question survey
- 3. #m30meddlers | @jasonlittle | leanintuit.com The Alice of Leanintuit Author of Lean Change Management Author of Agile Transformation Organizer of Spark the Change Toronto Management 3.0 Facilitator Happy Melly Mastermind World’s Greatest Cold Fusion Developer leanchange.org agiletransformation.ca sparkthechange.ca management30.com happymelly.com
- 4. #m30meddlers | @jasonlittle | leanintuit.com Containers Your Game Pieces Resource Pool
- 5. #m30meddlers | @jasonlittle | leanintuit.com What You’ll Be Doing with Them This short version of the game focuses on 2 basic OD principles: (1) How people are grouped (2) How groups are linked It doesn’t focus on: (1) Organizational strategy (2) Organizational networks (affinity vs affect vs advice networks) (3) Organizational culture (4) How all these attributes are connected But we’ll talk about that stuff after the game!
- 6. #m30meddlers | @jasonlittle | leanintuit.com How People Are Grouped In organizations, people are typically grouped by: - Function - Cross-function - Market - Business unit - Product - Customer - Geographical region None are correct, there are only tradeoffs to be made.
- 7. #m30meddlers | @jasonlittle | leanintuit.com How Groups Are Linked None are correct, there are only tradeoffs to be made. In organizations, groups are typically linked by: People (PM’s, SM’s, Team Leads, Functional Managers etc) Processes (Status meetings, SoS, PI Planning) Tools (JIRA, MS Prj, Wikis (Chris Chapman recommends SharePoint))
- 8. #m30meddlers | @jasonlittle | leanintuit.com Flow of the Game You’ll be given a scenario You’ll implement an organizational design with your game pieces: You’ll choose how to group people You’ll choose how to link those groups together We’ll debrief your organizational designs: What similarities exist? Where do groups differ? You’ll be given a 2nd scenario You’ll change your organization and we’ll debrief again: What changed? What stayed the same?
- 9. #m30meddlers | @jasonlittle | leanintuit.com Game Rules (1) Tiles must be linked together somehow: This example shows that the Red Tile with 2 LM’s have no direct contact with the customer while the two blue cross-functional teams are close to the customer (2) A resource that overlaps tiles implies that resource manages the link between tiles This example shows the SM has direct contact with the customer, and is the SM for two teams. IT also shows the UX person is split between two teams.
- 10. #m30meddlers | @jasonlittle | leanintuit.com Scenario 1 Context: You are a cool interweb startup called “SharePoint-ly” You build kick-ass, high-quality software. Your primary shareholder, Chris Chapman, has signed up your first customer and has given budget to hire 10 people. Scenario: Build an organization that has 10 people, and works on 1 project for 1 customer.
- 11. #m30meddlers | @jasonlittle | leanintuit.com Scenario 1 Debrief How did you choose to group people? How were groups linked? Any interesting observations from teams or facilitators?
- 12. #m30meddlers | @jasonlittle | leanintuit.com Scenario 2 - Yer Growing! Context: Chris is pleased! He’s signed on 2 more customers so now it’s time to scale! Change your organization to accommodate 18 people while you work on 5 projects for 3 customers. I am VERY happy!
- 13. #m30meddlers | @jasonlittle | leanintuit.com Scenario 2 Debrief What changed? What stayed the same? What new roles, if any, were added? What roles, if any were, uh, removed? What types of tradeoffs were made? Any interesting observations from teams or facilitators?
- 14. #m30meddlers | @jasonlittle | leanintuit.com The Meddlers https://management30.com/product/meddlers/ Management 3.0 is a set of actionable practices and games that help organizations improve how they manage work and people that puts a priority on the happiness of people. The full game in the 2-day workshop has 5 rounds, with each one going deeper into organizational change.
- 15. #m30meddlers | @jasonlittle | leanintuit.com Which Lens are You Looking Through? How do we interpret data? How do we assign meaning to events, object and people?
- 16. #m30meddlers | @jasonlittle | leanintuit.com 3 Lenses to Consider STRATEGIC “RATIONAL VIEW” POLITICAL “SOCIAL VIEW” CULTURE “IRRATIONAL VIEW”
- 17. #m30meddlers | @jasonlittle | leanintuit.com CULTURE “IRRATIONAL VIEW” Attributes of Each Lens Grouping Linking Aligning Fit? Power and influence Conflict Social NetworksNegotiation Habits Mental Models Cultural Assumptions STRATEGIC “RATIONAL VIEW” POLITICAL “SOCIAL VIEW”
- 18. @jasonlittle | leanintuit.com Rational View (Brain) Logical, structured Leadership Stance/Role: Architect Important Skills: Sense making, inventing Simulus for Change: Not hitting your targets, objectives not being met. Not doing the right things, or structure is not aligned to the strategy How to change it: Get more information, more analysis Barriers to Change: missing information Agile Through a Strategic Lens • Someone must be accountable (VP of Agile) • Standard processes must be defined by a central office • Strong focus on measurements How this drives behaviour • Coaches are processes experts, not coaches • Further separates people at the top from people at the bottom (centralized Agile team controls flow of information) Models that may help • Value stream mapping • Systems thinking • Complexity models (Stacy Matrix, Cynefin) • Anything devoid of all feeling Strategic Lens
- 19. @jasonlittle | leanintuit.com Emotional View (Gut) Social view Leadership Stance/Role: Navigator Important Skills: Relatable, negotiating, influencing Simulus for Change: Dominant coalition shifts (new ppl, new groups) How to change it: What do stakeholders, customers, people want? Who decides what? Barrier to Change: Deep rooted self-interest Political Lens Agile Through a Political Lens • At its best, co-creation • At its worst, coercion • Flow with the power of the organization • Power struggle between central agile team and delivery teams How this drives behaviour • Can promote individualism • Knowledge hoarding (knowledge is power) Models that may help • Network mapping (Keyhubs - http:// www.keyhubs.com/) • The book “Influencer” or “Start with Why” • Perspective Mapping (leanchange.org/ perspectivemapping)
- 20. @jasonlittle | leanintuit.com Habitual View (Heart) Irrational, emotional Leadership Stance/Role: Visionary Important Skills: Storytelling, inspiration Stimulus for Change: Evidence that the assumptions are not working How to change it: Establish new rituals, create a more compelling purpose Barriers to change: Deep, long lasting assumptions “this is the way we do things” Agile Through a Cultural Lens • “That’ll never work here because this is the way it is” • Extra processes (agile teams do new agile stuff, still need to adhere to PMO or other centralized processes that create extra, low- value work) • Agile stick beatings How this drives behaviour • Can promote individualism • Knowledge hoarding (knowledge is power) Models that may help • OCAI (Competing Values Framework) • Schneider Culture Model • Edward Hall’s Iceberg model • Theory U - Otto Sharmer Cultural Lens
- 21. #m30meddlers | @jasonlittle | leanintuit.com Consider All 3 Lenses STRATEGIC “RATIONAL VIEW” POLITICAL “SOCIAL VIEW” CULTURE “IRRATIONAL VIEW” Sweet Spot Models that may help • Jay Galbraith’s Star Model • McKinsey 7S • MIT Leadership Model
- 22. @jasonlittle | leanintuit.com Jay Galbraith’s Star Created in the 1960’s after Jay Galbraith discovered 5 interconnected dimensions that need to be in some sort of alignment for change to happen successfully. http://www.jaygalbraith.com/services/star-model
- 23. @jasonlittle | leanintuit.com McKinsey 7S Created by Tom Peters and Robert Waterman in the 1980 after 3+ years of research into “organizational effectiveness”. Tom popularized “Management by walking around” at HP in the 1970’s, and later created 8 themes in “In Search of Excellence” based on his years of research and analysis/interviews of 63 organizations. “The picture of the thing, isn’t the thing. That is, an organizational structure isn’t the organization.”
- 24. @jasonlittle | leanintuit.com McKinsey 7S - Plus the 3 Lenses Strategic (Brain) “Hard Factors” Political (Gut) “Soft Factors” Cultural (Heart) “What emerges”
- 25. @jasonlittle | leanintuit.com 8 Themes of Organizational Effectiveness A bias for action Be close to the customer Autonomy and entrepreneurship Productivity through people Hands-on, value-driven management philosophy Stick to the knitting Simple form, lean staff Simultaneous loose-tight properties Only 2 of the 62 organizations that inspired this list in 1980 have died.
- 26. @jasonlittle | leanintuit.com How to Make it Real - 1 of 3 Play “Meddlers”, but start by designing your existing structure Move people to the new structure1 2 3 We changed our Strategy (Go Agile), and we changed our Structure (Agile Teams): Discuss what needs to change in each of the other dimensions. To be continued…
- 27. @jasonlittle | leanintuit.com How to Make it Real - 2 of 3 Center conversations around: Strategic Lens: Did we group and link groups correctly? How would we know? What evidence would we see? How long should we experiment with this change? Is it a temporary structure? Permanent one? Political Lens: What’s in it for our customers? People in the new structures? People outside the new structures that need to interface with the new teams? Who else is affected and how? Who are key influencers? Cultural Lens What existing behaviour is rewarded? Punished? What are the unwritten rules? What industry are we in? (Risk adverse? Risk taking?) What organizational debt exists?
- 30. Agile Installation 1 of 12
- 31. Spotify Installation Process Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a company that is completely different from the utterly fucked company that is yours. Renaming Communities of Practices to Guilds… Purchasing enterprise JIRA because stickies don’t work here… Implementing punishment scheme for squads that underperform… Installing mandatory innovation time at 1pm every tuesday… Renaming functional departments to Chapters… done Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert. done done done
- 32. Firing Agile Coaches… Preparing bad performance reviews for managers and staff… Preparing year end bonuses for executive team… Unable to un-install Agile. Teams have gone rogue. Run for your life. Spotify Un-Installation Process Please wait while the system exercises the demons…
- 33. Agile An error has occurred. To continue: Press Enter to download SAFe, or Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the naysayers will say ‘I TOLD YOU SO’ Press any key to continue _
- 34. @jasonlittle | leanintuit.com Other Interesting Stories Xerox - arguably made the laptop economically viable, but made $0 from it. http://www.johnseelybrown.com/ Ford’s “One Ford” turnaround led by Alan Mulally by essentially implementing a weekly standup. http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/ Paul O’Neil, Alcoa CEO who created a ‘zero accident’ culture http://www.businessinsider.com/how-changing-one-habit- quintupled-alcoas-income-2014-4
- 35. @jasonlittle | leanintuit.com Thanks! Upcoming Leanintuit Sessions: Coaching Beyond the Teams on September 12th, 2017 (sold out) Facilitation Skills for the Agile Workplace on September 18th, 2017 Lean Change Agent Toronto on September 27th, 2017 Coaching Skills for the Agile Workplace on November 3th, 2017 Management 3.0 on November 27th, 2017 Use ‘agileto’ to save 10% Use ‘agileto’ to save 10%