LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered change
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A presentation given at the 2017 Washington State Lean conference. Introduces tools and frameworks from design thinking and adaptive leadership and how they can be used to better design organizational transformation and change initiatives.
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LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered change
- 1. Design Thinking & Adaptive Leadership: A Framework for Human-Centered Change
- 2. Ben Grossman-Kahn CEO & Co-Founder Zachary Smith COO & Co-Founder Presented by
- 3. To Grow a Culture of Problem Solvers, we need to: 1) Think differently about the types of problems we’re solving 2) Consider the skills we’ll need to solve new problems 3) Leverage frameworks that utilize the skill sets of the future
- 5. What’s your Transformation story?
- 6. We are facing profound changes in every sector • Rise of Mobile • Cloud platforms and services • Open source • Machine Learning • AI • Automation • Internet of Things Technology • Multiple generations • Culture of entrepreneurship • Purpose driven economy • Competition for talent • Virtual staff Workforce • Expectations focused on speed, convenience and personalization • Technology driving new experiences Customers
- 9. Employee resistance to change and management behaviors, not budget or resources, are the primary factors in 70% of failed change management programs - McKinsey 62% of employee respondents identified culture as the main hurdle to digital transformation - CapGemini
- 10. Software Machinery Process Technical Infrastructure Cultural Infrastructure
- 13. “…change that truly transforms an organization, be it a multibillion-dollar company or a ten-person sales team, demands that people give up things they hold dear: daily habits, loyalties, ways of thinking. In return for these sacrifices, they may be offered nothing more than the possibility of a better future.” -Heifetz & Linsky, HBR 2002 Adaptive Leadership
- 14. Adaptation
- 15. Technical vs Adaptive Changes Technical Adaptive Clearly Defined Problem Not clearly defined problem. Requires learning Clear and known solution. Have all information required, goal is to optimize execution. Solution unknown- requires learning, experimentation and gathering more information Evokes a rational and logical response. Evokes an emotional response- people may avoid or struggle to deal with this Uses existing processes, practices, behaviors Challenges existing processes, practices and behaviors Led with authority Requires engaging stakeholders and bringing them along
- 16. Technical Adaptive Broken Arm High Blood Pressure
- 17. MysteryPuzzle
- 18. Each one of these thwarting tactics…grows out of people’s aversion to the organizational disequilibrium created by your initiative…people strive to restore order, maintain what is familiar to them, and protect themselves from the pains of adaptive change. -A Survival Guide for Leaders, HBR 2002
- 19. People don’t fear change, they fear loss.
- 20. A framework for change • Core • Company values • Who our customers are Emerging • New ways of working • New project process Legacy • Siloed teams • Some roles or titles
- 22. • Am I solving a puzzle or a mystery? • What might people be afraid of losing? • What might be some competing commitments? Questions to consider
- 23. To Grow a Culture of Problem Solvers, we need to: 1) Think differently about the types of problems we’re solving 2) Consider the skills we’ll need to solve new problems 3) Leverage frameworks that utilize the skill sets of the future P
- 26. Skills needed in 2020 • Complex Problem Solving • Critical Thinking • Creativity • People Management • Coordinating with Others • Emotional Intelligence
- 27. Learners must cultivate 21st century skills, capabilities, and attributes • Emotional Intelligence • Curiosity • Creativity • Adaptability • Resilience • Critical Thinking
- 28. Learning & Innovation Skills • Creativity and Innovation • Critical Thinking & Problem Solving • Communication • Collaboration
- 29. Communication Sharing thoughts, questions, ideas, & solutions Critical Thinking Looking at problems in a new way and linking learning across subjects & disciplines Creativity Trying new approaches to get things done equals innovation & invention Collaboration Working together to reach a goal, putting talent, expertise, & smarts to work. Curiosity The capacity for inquiry and the desire and ability to learn about something
- 30. To Grow a Culture of Problem Solvers, we need to: 1) Think differently about the types of problems we’re solving 2) Consider the skills we’ll need to solve new problems 3) Leverage frameworks that utilize the skill sets of the future P P
- 31. Design Thinking Communication Critical Thinking Creativity CuriosityCollaboration
- 33. D V F Desirability (Do people want this?) Viability (Should we do this?) Feasibility (Could we do this?)
- 40. I need a bridge…
- 41. I need a way to get to the other side...
- 42. I need to collaborate with someone on the other side...
- 43. How might we design a better suitcase?
- 44. Design a Better Suitcase
- 45. How might we arrive at our destination with the resources we need for our trip?
- 46. How might we arrive at our destination…
- 48. Psychological Safety • When someone makes a mistake in this team, it is often held against him or her • In this team, it is easy to discuss difficult issues and problems. • In this team, people are sometimes rejected for being different • It is completely safe to take a risk on this team. • It is difficult to ask other members of this team for help • Members of this team value and respect each others' contributions.
- 49. BUT…
- 50. AND…
- 51. How would each of these professions design the DMV experience?
- 53. Prototype & Test
- 54. • Provides services and financial support to people with developmental disabilities in the San Francisco Bay Area • State of California Department of Development Services • Assessment for services takes 3 months
- 57. Design Sprint
- 58. • What have we done to build empathy and challenge our assumptions? • Have we invited diverse perspectives into our ideation? • How might we test our ideas quickly and cheaply? Questions to consider
- 59. To Grow a Culture of Problem Solvers, we need to: 1) Think differently about the types of problems we’re solving 2) Consider the skills we’ll need to solve new problems 3) Leverage frameworks that utilize the skill sets of the future P P P
Editor's Notes
- ZMS
- Zach- been a part of many transformations, from agile transformation to others, across range of industries. Ben- been involved with multiple transformations. Non profit, SMB, fortune 500. Founded and led people lab at nirdstrom- team if learning designers, experience designers and data scientists Mandate was to use data and design to craft employee experience, culture, and leadership. Front row seat to 100 year old company grappling with digital transformation. Met with many peers at other orgs struggling with same challenges Founded Catalyz to partner with companies on defining, story telling, and designing for their transformation story. Let's get to it..
- Also talk about “Goals for today” & “What to expect” Focus less on specifics of lean – lots of options there. What we have to offer is this: lean is great, at among other things, identifying challenges and problems to solve. Once ‘we’ve identified those problems, we have to go about solving for them and we think we have some ideas to offer in this space that will help you grow a culture of problem solvers.
- BGK
- BGK It is probably safe to say that just about everybody in this room is involved in some sort of organizational transformation. We’ve likely seen digital transformation, lean transformations, and agile transformations – these are ways we’re actively trying to change the ways team and organizations work. These sorts of transformations are largely self-directed (or self-inflicted, depending on the day…) meaning, these are things we’re choosing to do. There are also a myriad of other changes that are going on around us and the reality is, these changes are happening must faster and at larger scale. Compared to Industrial revolution, future changes will hit 10 times faster and at 300 times the scale. Invite audience to turn to someone nearby and discuss some of the transformations they are seeing in their company/industry?
- Technology – connected and seamless, smarter and cheaper (new possibilities) – how are you combining tech and imagination? Customers – Apple/Amzn setting benchmarks (Customer-centric) – How are you learning / meeting customer needs? Workforce – gets least attention, but at heart of 21st C orgs (how removing barriers / allowing innovation to flourish)
- You are experts in your business. We offer mental models and tools/frameworks for taking action in New ways. Hope we leave you thinking about your thinking and inspired to try some new behaviors
- Change is hard- you are experts in your business, but we want to give you some tools to provide an edge against the house, and increase odds of a successful change effort.
- ZMS “You may be attacked directly in an attempt to shift the debate to your character and style and avoid discussion of your initiative. You may be marginalized, forced into the position of becoming so identified with one issue that your broad authority is undermined. You may be seduced by your supporters and, fearful of losing their approval and affection, fail to demand they make the sacrifices needed for the initiative to succeed. You may be diverted from your goal by people overwhelming you with the day-to-day details of carrying it out, keeping you busy and preoccupied.” https://hbr.org/2002/06/a-survival-guide-for-leaders
- Org change is about adaption- successfully jettisoning some prior DNA and developing new dna/capabilities. Takes time, experimentation, and can be a painful and uncomfortable process.
- Adaptive change BGK
- ZMS
- Five major themes about the future of jobs training in the technology age One of the themes as “Learners must cultivate 21st century skills, capabilities, and attributes”
- 2017 Report from Pew Research reported Five major themes about the future of jobs training in the technology age One of the themes as “Learners must cultivate 21st century skills, capabilities, and attributes”
- Five major themes about the future of jobs training in the technology age One of the themes as “Learners must cultivate 21st century skills, capabilities, and attributes”
- At the heart of 21st century skills are these 5 C’s and this is what we’re going to focus on today.
- BGK Luckily, design thinking offers a toolkit for gaining empathy, reframing challenges, and prototyping and testing with end users
- We often think of design thinking as it relates to product design and development but we want to make a case that design thinking has a broader application and that the skills & mindsets it relies on are in fact the skills of the future.
- ZMS
- What problem are we trying to solve? Is the challenge “we need more competitive compensation systems” or “We need a way to attract retain top talent” or “We need programs that reinforce our cultural values?” 5 Whys often focuses on root cause analysis- cause and effect, technical rroot causes. Design thinking helps us understand the human needs, and incorporate those into our problem solving.
- BGK
- ZMS
- Creativity, communication,
- Beurocratic process Parents often abandon the process part way through – it’s time consuming, difficult, and often traumatic or uncomfortable for the children who participate.
- Drove the winebago to a location near families, brought team with, Were able to do 9 assessments in 2 hours Learned a ton about the process, needs of the families, and found ways to work toward a 50% reduction in assessment time and improved experiences for the families served.
- Questions?