royal alberta museum - cynefin framework and polarity management workshop

COMPLEXITY, CHANGE AND

YOU(Or what will become known forever as “the LEGO

workshop.”)

Laurie WidmarkSenior Manager, Organizational RenewalHuman Services

laurie.widmark@gov.ab.ca

Angie TarasoffSenior Manager, Technology Planning and ManagementAlberta Education, School Technology

angie.tarasoff@gov.ab.ca

@angietarasoff

http://ca.linkedin.com/in/angietarasoff/

www.newernormal.ca

http://www.scoop.it/t/managing-complexity

HANDS-ONComplexity and the Cynefin Framework

What is about to happen?•Four exercises•After each exercise, we’ll unpack what you and your team experienced

Activity 1•Sort the pieces by colour•Decide among yourselves what pieces will be treated as special

•Put “special” pieces into one pile

SIMPLEBest practice

Cause = EffectKnown

Feudal LeadershipSense-Categorize-

Respond

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

SIMPLEBest practice

Cause = EffectKnown

Feudal LeadershipSense-Categorize-

Respond

COMPLICATEDGood practice

Cause -> EffectKnowable

Expert LeadershipSense-Analyze-

Respond

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

SIMPLEBest practice

Cause = EffectKnown

Feudal LeadershipSense-Categorize-

Respond

COMPLICATEDGood practice

Cause -> EffectKnowable

Expert LeadershipSense-Analyze-

Respond

COMPLEXEmergent practice

[CE]Retrospectively

knowableNetworked LeadershipProbe-Sense-Respond

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

SIMPLEBest practice

Cause = EffectKnown

Feudal LeadershipSense-Categorize-

Respond

COMPLICATEDGood practice

Cause -> EffectKnowable

Expert LeadershipSense-Analyze-

Respond

COMPLEXEmergent practice

[CE]Retrospectively

knowableNetworked LeadershipProbe-Sense-Respond

CHAOSNovel practice

C≠EUnknowableCharismatic Leadership

Act-Sense-Respond

SIMPLEBest practice

Cause = EffectKnown

Feudal LeadershipSense-Categorize-

Respond

COMPLICATEDGood practice

Cause -> EffectKnowable

Expert LeadershipSense-Analyze-

Respond

COMPLEXEmergent practice

[CE]Retrospectively

knowableNetworked LeadershipProbe-Sense-Respond

CHAOSNovel practice

C≠EUnknowableCharismatic Leadership

Act-Sense-Respond

DISORDER

Cynefin (Kuh-ne-vin) Framework•Sensemaking model•Designed to help leaders understand their context in order to respond appropriately

•Organizations are complex•Dynamic•Non-linear•Emergent characteristics•Variable•Small changes can have significant impact

ResourcesVideo: The Cynefin Framework http://bit.ly/complexity1Video: Longitude (Entrained Thinking) http://bit.ly/complexity2Video: Apollo 13 (Creativity/Innovation) http://bit.ly/complexity03Video: How to Organise a Children’s Party http://bit.ly/complexity4

Cynefin FrameworkSnowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76.

Workshop exercises adapted from:Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013

SENSEMAKING

Cynefin and youConsidering your experiences, preferences and education, in which Cynefin domain:

•Do you feel the most comfortable? Why?

•Do you feel the least comfortable? Why?

•Does your “usual” work fit?

Cynefin and youWhat strategies can you employ to succeed in problem domains that are outside your comfort zone?

Cynefin and your work

Cynefin and your work Considering this, what are some strategies that you can use to manage these challenges effectively?

The Organization in Theory

The Organization in RealityActually listens to

Wants his job

Rivals

Dislikes

Golf Buddie

s

Grudge Religious Affiliation

Office Romance

Married

Admires

Dislikes

HANDS ONPolarity Management

Polarities to manage are sets of opposites that can’t function well independently. Because the two sides of a polarity are interdependent, you cannot chose one as a “solution” and neglect the other. The objective of the Polarity Management perspective is to get the best of both opposites while avoiding the limits of each.

(Johnson, 1996)

Activity 1: Identifying PolaritiesFinish this sentence:

Sometimes, I think this team/organization is too__________. At those times, I wish this team/organization would be more________________.

Activity 1: Identifying PolaritiesWhat other polarities can we identify?

Consider: Is the difficulty ongoing? Does shifting from one pole to another offer a final, complete solution?

Are the poles interdependent? Can you emphasize one and neglect the other without negative consequences?

Polarity Polarity

+ +

- -Deeper Fear: what happens if we don’t balance?

Higher Purpose: why balance this polarity?

ValueThe positive results of focusing on this pole

ValueThe positive results of focusing on this pole

FearsThe negative results of focusing on this

pole and neglecting the other pole

FearsThe negative results of focusing on this

pole and neglecting the other pole

Diplomacy Candor

+ +

- -Deeper Fear

Higher Purpose

Activity 3: Upsides/Downsides•Select a polarity that resonates with you•Working with your group, brainstorm upsides and downsides of each pole

•Thinking about this polarity pair, what is the higher purpose and deeper fear associated with it?

•Record your results on the worksheet

Activity 2: What do you see here?

Polarity Polarity

+ +

- -Deeper Fear: what happens if we don’t balance?

Higher Purpose: why balance this polarity?

Because I prefer this pole, I…

…try to prevent these bad things from happening, and…

…I miss out on leveraging these upsides, so…

…I end up here.

Polarity Polarity

+ +

- -Deeper Fear: what happens if we don’t balance?

Higher Purpose: why balance this polarity?

Well-managed polarities allow organizations to leverage upsides of

both poles and minimize the downsides

Activity 4: Action Plans and Red Flags•Continuing to work on your polarity map, indicate:

•What steps will be taken by whom to ensure that the upsides of both polarity are leveraged?

•What indicators or warning signs will you notice or measure to determine if a downside is being experienced?

•What will you do about it?

Just testing.

SENSEMAKINGWhat Now?

Thinking back…•What were 2-3 big ideas discussed?•What resonated with you?•What surprised, excited, worried or puzzled you?

•What new vantage point or insight did you gain?

•What will you do differently as a result?

ReferencesPolarity ManagementJohnson, B. (2009). Handbook of polarity management: identifying and managing unsolvable problems. Amherst, Mass: HRD Press.

RESOURCE SLIDES

DESIGN THINKING, MINDSETS AND

CYNEFINCarol Dweck, Ph.D., Jeanne Liedtka, DBA, and Dave

Snowden, MBAMashed Up

OUTLOOK

UNCERTAINTY

NEW EXPERIENCES

REPERTOIRE

Do the job right and …

Limit

Avoid

Develop

Narrow

Consider problems

objectively

Focus on a few clear ideas

Reduce risk with research and data

Make calculated investments

Make incremental progress

Unstable EnvironmentComplex & Chaotic

Stable Environment(Simple & Complicated)

OUTLOOK

UNCERTAINTY

NEW EXPERIENCES

REPERTOIRE

Do the job right and …

Continuously learn, adapt

and …

LimitAccept

AvoidSeek

Develop

Narrow

Develop Broad

Consider problems

objectively

Focus on a few clear ideas

Reduce risk with research and data

Make calculated investments

Make incremental progress

Develop multiple opportunities

Manage risk through action

Place small bets, quickly

Succeed more often in new

situations

Consider problems

empathetically

Unstable EnvironmentComplex & Chaotic

Stable Environment(Simple & Complicated)

ORGANIZATIONS IN THEORY AND

REALITY

In Theory everything is possible, however, I live in Practice and the road to Theory is washed out.

Don Knuth