how to change the world
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How to Change the World
© Jurgen Appelo version 1.20 management30.com
@jurgenappelo
story
For 15 years I failed to leave my mark in this world. Until I started writing...
http://agilescout.com/top-agile-blogs-200/
http://www.flickr.com/photos/mfloryan/sets/72157627519257013/
#ALE2011 unconference http://ale2011.eu/
I often get questions like this...
How did I do that
How can I...
• “Make” the rest of the organization more Agile?
How can I...
• “Make” the rest of the organization more Agile?
• “Motivate” my employees to develop themselves?
How can I...
• “Make” the rest of the organization more Agile?
• “Motivate” my employees to develop themselves?
• “Convince” customers they should accept Scrum?
How can I...
• “Make” the rest of the organization more Agile?
• “Motivate” my employees to develop themselves?
• “Convince” customers they should accept Scrum?
• Etc...
How can I be successful at influencing other people to do what I want
It seems we all want to learn...
How to change a social complex system
A software team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), and the system shows complex behavior while it keeps adapting to a changing environment.
It’s the same with brains, bacteria, immune systems, the Internet, countries, gardens, cities, and beehives. They’re all complex adaptive systems.
The Body of Knowledge of Systems
Complex systems theory is the study of complex systems using multiple system theories
Management in the System Managers are just like the other people, only with a few “special powers”
Management in the Environment Or... managers are part of the team’s context,
constraining and steering the system
System boundaries are fuzzy, so you can choose...
System Environment
This depends on the problem you want to solve
or
Management 3.0
I am inspired by...
And discovered
the facets
of social change...
Consider the system
Consider the individuals
Consider the interactions
Consider the environment
http://www.flickr.com/photos/miamism/3956659923/
The mojito method Make something amazing out of existing ingredients that are good but boring
Consider the system
The System
http://en.wikipedia.org/wiki/PDCA
PDCA cycle Deming/Shewhart
• What Is Your Goal? • Where Is It Going Well?
Develop a vision, analyze where things are going well, and copy those behaviors.
The vision... pan-European collaboration Going well... new initiatives born in meetups To be copied... getting together face-to-face
http://ale2011.eu/
Goal checklist
specific and understandable
simple and concise
manageable and measurable
memorable and reproducible
attainable and realistic
ambitious and stimulating
actionable and assignable
agreed-upon and committable
relevant and useful
time-bound and time-specific
tangible and real
excitable and igniting
inspiring and visionary
value-based and fundamental
revisitable and assessable
Example 1
As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality.
Actionable
Ambitious
Inspiring
Measurable
Memorable
Realistic
Relevant
Simple
Tangible
Time-bound
Example 2
Our mission is to organize the world’s information and make it universally accessible and useful.
Actionable
Ambitious
Inspiring
Measurable
Memorable
Realistic
Relevant
Simple
Tangible
Time-bound
https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results
• What Are the Crucial Steps? • When and Where Do You Start?
Define simple steps to follow, and choose the right moment/place to start.
http://www.flickr.com/photos/cs-jay/4668311333/
Simple step... gather at XP2011 Right time and place... Madrid
https://picasaweb.google.com/OlafLewitz/ALENetworkWorldCafeAtXP2011Results?feat=directlink#5605477727341141010
• How Do You Get Feedback? • How Do You Measure Results?
Shorten the feedback cycles, so you learn faster.
http://www.flickr.com/photos/mil8/2164167813/
The Feedback Door
Feedback... sticky notes Measure... happiness index
http://www.noop.nl/2011/04/the-feedback-door.html
3 Principles for good KPI’s / metrics
1. The KPI relates to a stakeholder’s purpose
2. The KPI helps improve an aspect of the system
3. The KPI is part of the work of those who are interested in it
metrics
targets
incentives
• How Do You Accellerate Results?
Try, again and again, until you have it right. (And learn from other people’s failures.)
http://www.huffingtonpost.com/2010/04/15/history-tablet-pc-photos_n_538806.html
I’ve noticed that game design also takes many iterations...
A social system is complex and adaptive. Keep poking it with ideas and see how it responds and changes.
The System
We can't control systems or figure them out. But we can dance with them. - Donella H. Meadows, Thinking in Systems
http://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557/
You want the organization to be more Agile? • What Is Your Goal? • Where Is It Going Well? • What Are the Crucial Steps? • When and Where Do You Start? • How Do You Get Feedback? • How Do You Measure Results? • How Do You Accellerate Results?
Consider the individuals
The Individuals
http://www.change-management.com/
ADKAR model Hiatt
• How Will You Communicate? • How Will You Set an Example?
Choose ways to communicate...
http://www.flickr.com/photos/ajnabee/18211729/
And set the right example...
• How Do You Make It Urgent? • How Do You Make It Desirable?
Address people’s intrinsic desires.
http://www.globo.com/
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
10 Intrinsic Desires Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
“Drive” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
Find innovative ways to target human needs
Curiosity
Honor
Acceptance
Mastery
Power
Freedom
Relatedness
Order
Goal
Status
• What Will You Tell Them? • Who Will Be Teaching?
Use experts to help people understand exactly what to do.
http://www.imdb.com/title/tt0266697/
Gurus, coaches, mentors, trainers...
• What Makes It Easy? • How Can They Practice?
Make it as easy as possible for people to make a change.
Scrum... easy to start with (though not easy to do well)
• What Are the Short-Term Wins? • What Makes It Sustainable?
http://www.engadget.com/2008/04/11/nike-going-wifi-and-3g-headed-to-iphone/
Build habits with small successes to make behaviors sustainable.
Reinforcement through play, collaboration, competition...
Sending rational messages is not enough. Treat people as emotional beings who can use a little help on the way.
The Individuals
Discover a few vital behaviors, change those, and problems—no matter their size—topple like a house of cards. - Kerry Patterson, Influencer
http://www.amazon.com/Influencer-Change-Anything-Kerry-Patterson/dp/007148499X/
You want developers to educate themselves? • How Will You Communicate? • How Will You Set an Example? • How Do You Make It Urgent? • How Do You Make It Desirable? • What Will You Tell Them? • Who Will Be Teaching? • What Makes It Easy? • How Can They Practice? • What Are the Short-Term Wins? • What Makes It Sustainable?
Consider the interactions
The Interactions
http://en.wikipedia.org/wiki/Diffusion_of_innovations
Adoption Curve model Rogers
• Are You Committed? • Who Is Assisting You?
http://www.whitehouse.gov/photos-and-video/photogallery/august-2011-photo-day
Make sure you are not on your own. Ask other people for help.
http://twitter.com/#!/olaflewitz
Some of my heroes...
http://twitter.com/#!/duarte_vasco
http://twitter.com/#!/alexboly
http://twitter.com/#!/jacoporomei
• Who Will Be the Innovators?
http://www.iphone-ipod.org/
Find the innovators who want to be the first to try new things.
Some “innovators” interested in the Management 3.0 book...
• Who Are the Early Adopters? • How Will the Leaders Help?
Find influential people...
And let them convince early adopters...
• How Do You Reach the Early Majority? • How Will You Cross the Chasm?
http://www.flickr.com/photos/runkalicious/5067038840/
Adapt your approach so that you are able to cross the “chasm” between early adopters and early majority.
From “Agile Management” to “concrete practices for managers”
• How Will You Deal with Skeptics?
Listen to the skeptics and understand what is holding them back.
“It will never work...” -> I must broadcast our successes. “There’s a hidden agenda...” -> I will be ridiculously transparent. “You are xenopohobic...” -> I must be careful of my language.
• How Do You Prevent a Relapse? • How Do You Deal with Resistance?
Don’t stop too soon! Keep monitoring things and don’t give the laggards a chance to undo all your work.
“It seems Agile has succeeded. Let’s get out of here!” Ehm no, maybe stay around for a while...
The Interactions
Behaviors are transmitted from person to person in a social network. Treat them as beneficial viruses.
What distinguishes high performers are large and diversified personal networks. - Rob Cross, The Hidden Power of Social Networks
http://www.amazon.com/Hidden-Power-Social-Networks-Understanding/dp/1591392705/
You want people to use your services? • Are You Committed? • Who Is Assisting You? • Who Will Be the Innovators? • Who Are the Early Adopters? • How Will the Leaders Help? • How Do You Reach the Early Majority? • How Will You Cross the Chasm? • How Will You Deal with Skeptics? • How Do You Prevent a Relapse? • How Do You Deal with Resistance?
Consider the environment
The Environment
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
Five I’s
• How Do You Make Things Visible? • How Do You Ease Communication?
http://traversealive.com/
Keep goals visible and make people aware of their actual behavior.
Use information radiators to stimulate progress.
• What Is the Group Identity? • How Can You Apply Peer Pressure?
http://www.wldcup.com/news/2008/06/20080620_49206_soccer_news.html
Appeal to a higher identity that people want to associate themselves with.
http://www.animalwallpaper.org/brown-bears-wallpaper-1-bear.html/brown_bears-1-2
A common tactic: them versus us
• Can You Incentivize Good Behavior?
http://dolphinswimming.dolphindiscovery.com/index.php/tag/abc-animal-training/
Incentivize good behavior with small rewards.
A word of appreciation often works quite well...
http://yfrog.com/z/gzy12hsj
• Which Barriers Will You Remove? • Which Guides Will You Place?
http://www.azdot.gov/ccpartnerships/roundabouts/history.asp
Remove obstacles and add guidance to make things easier.
Make required steps as simple as possible.
• Who Can Make the Rules?
Define and enforce rules of good conduct...
http://www.flickr.com/photos/wordridden/53998367/
Through independent institutes, or communities of practice...
Behavior is a function of a person and his or her environment. Instead of changing a person, change the environment.
The Environment
Culture changes only after you have successfully altered people's actions, after the new behavior produces some group benefit for a period of time. - John P. Kotter, Leading Change
http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/
You want your friends to go to a conference? • How Do You Make Things Visible? • How Do You Ease Communication? • What Is the Group Identity? • How Can You Apply Peer Pressure? • Can You Incentivize Good Behavior? • Which Barriers Will You Remove? • Which Guides Will You Place? • Who Can Make the Rules?
Change Management 3.0
Follow the Bright Spots
Script the Critical Moves
Point to the Destination
Find the Feeling
Shrink the Change
Grow Your People
Tweak the Environment
Build Habits
Rally the Herd
Clone what is working well
Clearly define specific behaviors
Explain why it’s worth it
Make people feel something
Make small steps easier
Cultivate a sense of identity
Change people’s situation
Encourage people’s habits
Develop contagious behavior
1) Direct the Rider
2) Motivate the Elephant
3) Shape the Path
Other models... Switch
Other models... Switch 35%
Make the Undesirable Desirable
Harness Peer Pressure
Design Rewards and Demand Accountability
Surpass Your Limits
Find Strength in Numbers
Change the Environment
Personal
Social
Structural
Other models... Influencer
Motivation Ability
Other models... Influencer 55%
1. Establish a Sense of Urgency
2. Create the Guiding Coalition
3. Develop a Vision and Strategy
4. Communicate the Change Vision
5. Empower Employees for Broad-Based Action
6. Generate Short-Term Wins
7. Consolidate Gains and Produce More Change
8. Anchor New Approaches in the Culture
Other models... Leading Change
Other models... Leading Change 65%
Early
Ask for Help
Connector
Do Food
Early Adopter
Guru on Your Side
In Your Space
Piggyback
Stay in Touch
etc…
Later
Corporate Angel
Dedicated Champion
Hometown Story
Just Enough
Local Sponsor
Mentor
Royal Audience
Smell of Success
etc…
Other models... Fearless Change
Other models... Fearless Change 80%
Change Management 3.0
http://www.management30.com/change-management/
Thank You
@jurgenappelo (twitter)
slideshare.net/jurgenappelo
jurgenappelo.com (site)
noop.nl (blog)
management30.com (book)
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