Slides from my time with the executive leaders of the Washington Student Achievement Council. Pairing Washington State's Lean Government Framework with Dave Snowden's Cynefin framework.

1. Creating a Lean Culture
Leading the Business of Government
Presented by
Darrell Damron
to
WSAC Executive Leadership
June 20, 2017
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2. Today
1. My Lean Tributaries
2. Lean Government Framework
o Categorizing the business of government
3. Cynefin Framework
o Making sense of the business challenges
• Today’s Objectives
– Inspire you to adapt what you hear to your leadership
– Encourage you to know you’re already doing some
great things
– Or a combination of both!
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3. My Lean Journey Tributaries
• USMC 1981‐87
• Geary Rummler – performance consulting
• Quality steering committee DOC 1997
• WSQA/Baldrige Examiner in DOC & DOR
• GOV Office ‐ GMAP/Accountability & Performance 2010
• 240 Lean expert partners 2011‐13, 5 common themes
• Shingo Model
• John Shook, LEI Lean Transformation Model
• Results Washington – Results Model
• DES government to government consulting – Lean
Government Framework
3We’re all learning from those who have gone before us on the journey.

4. Lean as Operations Strategy
Choose Lean as
strategy
Develop shared
principles & values.
Choose (or create)
method or tool.
Adapted from “This is Lean: Resolving the Efficiency Paradox” by Niklas Modig & Par Ahlstrom
Face performance
challenge.
Lean
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5. Lean Government Framework
Mindset
Purpose Capability
Process
Management
System
You
Your
Business
Needs
and
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Adapted from John Shook’s Lean Transformation Model and my experience creating Washington State Government’s Lean Expert Partnership Program

6. Categorization
Framework
• Framework
precedes data
• Categorize
observations and
data into the
framework’s
components
• Lead the business
of government
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7. Management System
Questions To Answer
Mindset
What are the values, beliefs and assumptions that support this way of working and being?
Process
Purpose Capability
What problem are
we trying to solve
for our customers
and stakeholders?
What work do we
need to do to
deliver value to our
customers and
stakeholders?
What capabilities do
our public servants
need to do the work
and achieve our
purpose?
What management
systems will
support all our
efforts?
You
Your
Business
Needs
and
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8. Management System
Let’s get clear about the
leadership behaviors and
systems required to help
everyone see when we
are on track or off and
quickly make adjustments.
Things To Get Clear About
Mindset
Let’s get clear about the values and assumptions that support this way of working and being.
Process
Let’s get clear about the
work that needs to be done
to accomplish our purpose,
make process performance
visible, solve problems and
improve the work.
Purpose Capability
Let’s get clear about the
leader’s role in building
capabilities in our team
members to do the
work in our processes
and improve the results
we are striving toward.
Let’s get clear about why our
organization exists, what
customers want and need
and the role each team
member has in delivering
value to customers and
stakeholders.
You
Your
Business
Needs
and
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9. World
Class
Way
Behind
Situational
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Characteristic of the Lean Government Framework

10. Scalable
Organization
Process
Team
Job 10
Characteristic of the Lean Government Framework

11. Sense Making
Framework
• Data precedes
framework
• Categorize
observations and data
into the framework’s
components
• Determine how best
to proceed to
respond to challenges
Cynefin Framework
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12. The Cynefin Framework
By Dave Snowden
Complicated
Simple
Complex
Chaotic
Unknown unknowns
Unknowable unknowns
Known unknowns
Known knowns
sense‐analyze‐respond
sense‐categorize‐respond
Good Practice
Best Practice
Emergent Practice
Novel Practice
probe‐sense‐respond
act‐sense‐respond
Disorder
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13. Making Sense of Challenges
Relationship
Between
Cause & Effect
Type of
Action
Needed
Known
Knowns
2+2=4
Simple
Known
Unknowns
A‐‐‐‐C>E
Complicated
Unknown
unknowns
Complex
Unknowable
Unknowns
C = E
Chaotic
Sense
Categorize
Respond
Sense
Analyze
Respond
Probe
Sense
Respond
Act
Sense
Respond
Best
Practice
Good
Practice
Emergent
Practice
Novel
Practice
Analyze or get
expertise; several
legitimate ways
of doing things
Run experiments
to find new ways
of doing things
Move quickly to
stabilize the
situation
SOPs, current
best way to work
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14. Contact Info
Darrell Damron
Lean Transformation Services Assistant Director
360.581.7922 | LinkedIn: Darrell Damron
Darrell.Damron@des.wa.gov
Washington State Department of Enterprise Services
Lean Transformation Services
www.bit.ly/DESLTS
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