ROFP - Dealing with Wicked Problems
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This document outlines activities to help participants understand different types of problems: simple, complicated, complex, and chaotic. The activities involve building structures with Lego bricks under various constraints. They become increasingly complex with new rules added and groups moving between tables. This is meant to demonstrate different leadership approaches and environments, from stable to unstable. The document concludes by discussing developing a broader repertoire to succeed in new situations and continuously learning to adapt.
![COMPLEX
COMPLICATED
Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond
Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond
SIMPLE
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond](https://image.slidesharecdn.com/leadingthroughcomplexityandrapidchange-rofp-140220101318-phpapp02/85/ROFP-Dealing-with-Wicked-Problems-8-320.jpg)
![COMPLEX
COMPLICATED
Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond
Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond
CHAOS
SIMPLE
Novel practice
C≠E
Unknowable
Charismatic Leadership
Act-Sense-Respond
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond](https://image.slidesharecdn.com/leadingthroughcomplexityandrapidchange-rofp-140220101318-phpapp02/85/ROFP-Dealing-with-Wicked-Problems-10-320.jpg)
![COMPLEX
COMPLICATED
Emergent practice
[CE]
Retrospectively knowable
Networked Leadership
Probe-Sense-Respond
Good practice
Cause -> Effect
Knowable
Expert Leadership
Sense-Analyze-Respond
DISORDER
CHAOS
SIMPLE
Novel practice
C≠E
Unknowable
Charismatic Leadership
Act-Sense-Respond
Best practice
Cause = Effect
Known
Feudal Leadership
Sense-Categorize-Respond](https://image.slidesharecdn.com/leadingthroughcomplexityandrapidchange-rofp-140220101318-phpapp02/85/ROFP-Dealing-with-Wicked-Problems-11-320.jpg)
ROFP - Dealing with Wicked Problems
- 1. DEALING WITH WICKED PROBLEMS Reaching YOUR Full Potential: Taking the Next Step Conference
- 2. Obligatory Agenda Slide •Hi! •What? •So what? •Now what?
- 3. Activity 1 •Sort the pieces by colour •Decide among yourselves what pieces will be treated as special •Put “special” pieces into one pile
- 4. SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
- 5. Activity 2 •Build a tower that is at least 20 bricks tall •The tower must have a regular colour pattern •Upper layers may not be wider than lower layers
- 6. COMPLICATED Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
- 7. Activity 3 •Build an animal or a vehicle •It must have a regular colour pattern •Each colour of brick may be handled by only one person •You have 30 seconds to plan, after that no talking or whispering •Your group will be moved with your structure to another table every minute
- 8. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
- 9. Activity 4 •Build a building or a plant •Rules from before apply •Your group will be moved with your structure to another table every minute •At random times we will move randomly selected people from one group to another •No planning time & no talking
- 10. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
- 11. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond DISORDER CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
- 12. Unstable Environment Complex & Chaotic Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Reduce risk with research and data UNCERTAINTY NEW EXPERIENCES Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems objectively
- 13. Unstable Environment Complex & Chaotic Succeed more often in new situations Place small bets, quickly Manage risk through action Develop multiple opportunities Stable Environment (Simple & Complicated) OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Continuously learn, adapt and … Reduce risk with research and data Accept UNCERTAINTY Seek NEW EXPERIENCES Develop Broad Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems empathetically Consider problems objectively
- 14. Change will lead to insight far more than insight will lead to change. Milton Erickson
- 15. SO WHAT? (Think, Pair, Share)
- 16. NOW WHAT? Reaching YOUR Full Potential
- 18. References Workshop exercises adapted from: Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013 Slides 2-6 adapted from: Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76. Slides 7-11 adapted from: Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?" Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.