overview – integral agile transformation framework™ · we describe the integral agile...

of 4/4
©2018 Trans4mation, LLC Overview – Integral Agile Transformation Framework™ The road to organizational agility using an Agile transformation is littered with pundits and ads telling you to go this way or that, use this tool not that, believe this philosophy rather than others. So many choices! All have wisdom, and limitations. How can you sort this all out? Are any of them the answer? Which one is best...for you? The Integral Model – developed by Ken Wilber and thousands of worldwide practitioners, and applied now in the field of Agile transformations by Trans4mation, may help. We describe the Integral Agile Transformation Framework(IATF) as a ‘meta-framework’ because it is not really in “competition” with other frameworks or tools – like Scrum, SAFe, LeSS, VersionOne or Cynefin. Rather, it provides what we might call an addressing system for such frameworks, approaches, models and techniques. Significantly, it creates four fundamental distinctions between different types of approach and their ‘come-from’ bias – be it internal or external (left and right of circle), and individual or collective (top and bottom). These distinctions are the four quadrants, and are labeled I, WE, IT, and ITS, corresponding to whether they take a 1 st ,2 nd or 3 rd person perspective on the world. The other major aspect of the framework is how evolution proceeds in each of the four quadrants, regarding real-world situations and any corresponding ‘methodologies’ used to work with those situations. In integral, we call these distinctions altitudes, and they move from less complex (inside) to more complex, and labeled with semi-arbitrary colors, from Amber (inside) to Orange to Green to Teal. The IATF was developed as an application of the generic Integral model by Michael Spayd and colleagues at the Agile Coaching Institute, and more recently in collaboration with Michele Madore at Trans4mation, a consultancy designed to help leaders navigate organizational transformations. The latest representation of the framework, updated at Trans4mation, is shown below: The four quadrants – applied specifically to Agile organizational transformations – are characterized as follows:

Post on 28-Feb-2019

220 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

2018 Trans4mation, LLC

OverviewIntegralAgileTransformationFrameworkTheroadtoorganizationalagilityusinganAgiletransformationislitteredwithpunditsandadstellingyoutogothiswayorthat,usethistoolnotthat,believethisphilosophyratherthanothers.Somanychoices!Allhavewisdom,andlimitations.Howcanyousortthisallout?Areanyofthemtheanswer?Whichoneisbest...foryou?

TheIntegralModeldevelopedbyKenWilberandthousandsofworldwidepractitioners,andappliednowinthefieldofAgiletransformationsbyTrans4mation,mayhelp.

WedescribetheIntegralAgileTransformationFramework(IATF)asameta-frameworkbecauseitisnotreallyincompetitionwithotherframeworksortoolslikeScrum,SAFe,LeSS,VersionOneorCynefin.Rather,itprovideswhatwemightcallanaddressingsystemforsuchframeworks,approaches,modelsandtechniques.Significantly,itcreatesfourfundamentaldistinctionsbetweendifferenttypesofapproachandtheircome-frombiasbeitinternalorexternal(leftandrightofcircle),andindividualorcollective(topandbottom).Thesedistinctionsarethefourquadrants,andarelabeledI,WE,IT,andITS,correspondingtowhethertheytakea1st,2ndor3rdpersonperspectiveontheworld.

Theothermajoraspectoftheframeworkishowevolutionproceedsineachofthefourquadrants,regardingreal-worldsituationsandanycorrespondingmethodologiesusedtoworkwiththosesituations.Inintegral,wecallthesedistinctionsaltitudes,andtheymovefromlesscomplex(inside)tomorecomplex,andlabeledwithsemi-arbitrarycolors,fromAmber(inside)toOrangetoGreentoTeal.

TheIATFwasdevelopedasanapplicationofthegenericIntegralmodelbyMichaelSpaydandcolleaguesattheAgileCoachingInstitute,andmorerecentlyincollaborationwithMicheleMadoreatTrans4mation,aconsultancydesignedtohelpleadersnavigateorganizationaltransformations.Thelatestrepresentationoftheframework,updatedatTrans4mation,isshownbelow:

ThefourquadrantsappliedspecificallytoAgileorganizationaltransformationsarecharacterizedasfollows:

2018 Trans4mation, LLC

Leadership&MindsetAnorganizationaltransformationcanonlybeled,notdelegated.Leadershipisnotsimplyamatterofchoosingstrategyordecidingonmetrics,itisasupremelyhumanactivity,highlyreliantonemotionalintelligence,caringforpeople,havingavision,andactingwithintegrity.TheIquadrantfocusisbeliefs,values,andintentions.

Practices&BehaviorImplementingAgileistypicallydonethroughenactingcertainpracticestocreateproductsinahighlycollaborativeandcustomer-centricmanner,thatelevatesvaluecreationoverschedulecompliance.Relevantpracticesrangefromthoseforproductinnovation,tofacilitatingcollaboration,tooperatingasateam.TheITquadrantfocusisskills,competencies,andperformance.

OrganizationalCulture&RelationshipsCulturehasbeendescribedasthewaywegetthingsdonearoundhereinordertosucceed;orbyanalogy:whatpersonalityistoanindividual,cultureistoanorganization.Cultureissortofthesumtotalofhowwethinkaboutandactupontheworld,together,asanorganizationalentity.Culturehassystemicandemergentproperties,andactsasakindofforcefieldontheactionsandthinkingofindividualagentsinthesystem.Inadditiontoculture,wealsofocusonthenatureofrelationshipswithinthesystem,fromdyadsuptoteamstodepartmentstothewholeorganization,sincerelationshipsarehowthingsgetdoneinorganizations.TheWEquadrantfocusismentalmodels,sharedvalues,andcommonvision.

OrganizationalArchitectureByorganizationalarchitecturewemeanthecombinationofthingsthathavetangiblepresence,likebusinessandreportingstructures,orgcharts,policies,systemsofallkinds(fromITtoperformancemanagementtostaffingandrecruiting),governance,legalentities,etc.Orgarchitecturedeterminesworkflowandtheabilityofproducts(andvalue)toflowfromteamstocustomers.TheITSquadrantfocusissystems,structures,andvalueflow.

Thealtitudeswithineachquadrantrevealhowdevelopmenthappensinthatareaoforganizationallife,fromlesscomplex(Amber)tomorecomplex(Teal).Tobeprecise,intheIATFwearechoosingcertainrelevantdevelopmentallinestotrackasimportanttocharacterizingthewholequadrantforthesakeoforganizationaltransformation.EvolutionwithineachquadrantisIllustratedbelow:

Leadership&MindsetThedevelopmentallineintheIquadrantisanamalgammostcloselyrepresentedbyRobertKegansOrdersofConsciousness,ortherelatedterm,meaningmaking,howwemakesenseoftheworld.KegansresearchshowspeopledevelopingfromSocializedMindtoSelf-authoringtoIntegral.Basically,apersoncenteredinsocializedmindisdefinedbythevaluesandperspectivesoftheirsocialgroup;apersonwithself-authoringmindhastheirownphilosophyoflifeandmakesdecisionsfromtheirowninternalprinciples;Integralmindrealizesanysystemofthoughtislimited,includingitsown,openingthemtotheirshadowandothersperspectivesinanew,morematureway.

ThelabelsusedintheIATFarethoseofTheLeadershipCircle,Reactive(socialized),Creative(self-authoring),andIntegral(self-transforming).TheReactiveisnegativelycorrelatedwithleadershipeffectiveness(-.61),whereastheCreativeisstronglypositivelycorrelatedwithleadershipeffectiveness(.93).MostleadersarefirmlyintheReactive(Amber-Orange),ormovingfromtheReactivetotheCreative(OrangetoearlyGreen).AgilepracticesandmindsetsarefirmlyintheGreen-Tealrange,sothereisamismatchbetweenimplementinganAgileprocessandmostleadersabilitytofullysupportsuchpractices.

Practices&BehaviorThelinerepresentedintheITquadrantismostassociatedwiththecomplexityofproductinnovationpracticesandthinking.HeretheworkofDesignUnitedandtheirAdvancedDesign

2018 Trans4mation, LLC

Methodsprovidesguidance.Process-centricinnovation(Amber)impliesapushprocesswheretheexpertiseoftheproductdesigneroverridestheneedsorwantsofthecustomer/user.Goal-centric(Orange)impliesaninnovationprocessthatfocusesonrevenueandmarketsharegoals,andsomeconsiderationofcustomerneedstotheextentitenhancesbuyingbehaviors.Customer-centric(earlyGreen)isnowmorefullyAgile,wheretheproductdevelopmentprocesshasthecustomerinthemiddleofthings(ProductOwner,LeanStartup,etc.);atthehigh-end,thiscanincludegoodcollaborationwiththeproductteam,butdecisionsarestillmadebythecustomer.Organization-centric(lateGreen/earlyTeal)explicitlyincludesallvoicesinthesystemaspartoftheinnovationprocess,withtheorganizationsbrandbeingtheguidingprincipleforproductdecisions:isthisproductconsistentwithourvalues,ourpurpose,andtherelationshipwewanttohavewithourcustomers?Itnaturallyincludesthecustomersvoicebeingfullypresent,butnotnecessarilythefinaldecider.Thelastlevelshownissociety-centric(Teal),whereproductinnovationisdoneforthegoodofallstakeholders(win-win-win),includingthesocietalcontext(e.g.,theso-calledtriplebottomline:people,planetandprofits).

Boundary-spanningpractices(andboundaryspanningleadership)asarticulatedbytheCenterforCreativeLeadershiparetypicallyneededforreachingthehigherlevelsofproductinnovation(organization-andsociety-centric).Ofnote,LeanStartup,ascommonlypracticed,isprimarilyacustomer-centricmindset,butcouldbeextendedtoorganization-centricwithashiftinfocus.

OrganizationalCulture&RelationshipsThedevelopmentalfocusintheWEquadrantcouldbetermedculturalcomplexity,especiallyasseenintheprevalentvaluememesateachaltitude,asoriginallyarticulatedbyClareGraves.WeuseFredericLalouxlabelsfromReinventingOrganizations,sincethatresearchsolelyconcernedorganizations1.

Traditional-Amberrepresentsapre-modernworldviewofabsolutetruth,dogmaticbeliefs,andaninviolablehierarchy;itisalsothecultureofhonor,obedience,andserviceinthenameofduty(thoughnottrulyservant-leadership).Amberisprocess-focused(theresarightwaytodothings),seeksorder,controlandpredictability;followsthechainofcommandandhasformaljobtitles.Itbelievesworkersneeddirection,soplanninghappensatthetop,executionatthebottom.Amberstronglyidentifieswiththeirrole,andvaluessocialbelongingoverself-expression.Amberisexpressedinmostmilitaryforces,manygovernmentbureaucracies,theCatholicchurch,andanyfundamentalistorganization.

Achievement-Orangelikesthescientificmethod,effectivenessandefficiency.Inthisview,theorganizationisamachineandmanagementislikeengineering.Achievement-Orangeinventedinnovation,accountabilityandmeritocracy;ittrustsrationalityandissuspiciousofemotions.Managementexercisescontrolbysettinggoals,relinquishingsomecontroloverhowthingsaredone.Yearlybudgeting,KPIs,balancedscorecards,performanceappraisals,bonusesandstockoptionsareallOrangeinnovations.Itmustvalueindividualfreedomtohavetheabilitytopursueonesowngoals.

PluralisticGreenprefersbottoms-upprocesses,strivesforconsensus,andtakesaservantleadershipapproach;itthereforemayhaveahardtimegettingstartedorpastdeadlocksduetowantingtohearfromeveryone.Itvaluescorporatesocialresponsibilityandstakeholders,includingemployees,customers,suppliers;theorganizationalmetaphorisofafamily.Thisthinkingcreated360-feedback,visionstatements,values-drivencultures,workerempowerment,leadersasteachers,aswellashelpedleadtothebirthofAgile.

1ThecolorsusedintheIATFarethosedefinedbytheIntegralcommunity,adaptedlooselyfromSpiralDynamics,tobemoreneutralandapplyacrossallfourquadrants.InIntegral,Amber=BlueandTeal=YellowinSpiralDynamics.

2018 Trans4mation, LLC

Evolutionary-TealAsthefirstinstanceofso-calledsecond-tieraltitudes,Tealseesthevalidityofalltheotheraltitudes.BeingatanIntegrallevelofleadership,wearenowabletodis-identifywithourego,andgetin-touchwithadeeperpartofourselves;thelocusofevaluationoftheselfshiftsfromoutersuccesstoaninternalsatisfactionwhenweactfromourcalling.Tealorganizationalpracticesincludeself-organization,noorminimaljobtitles,peerappraisals,minimalneedforhierarchiesorconsensusperse,ratherlettingindividualagentsbeautonomousandaccountable;makingdecisionsusingtheadviceprocess(consultingaffectedstakeholdersbutarenotbeingconstrainedtogetagreement).Tealisfocusedonpurposeandmissionfulfillment.ThereisevidencethatTealhasgreatereffectiveness,bothforleadersforteamsandfororganizescenteredculturallyatthislevel.Themetaphorshiftstobeingalivingsystemororganism.TealiscentraltomuchofAgilethinking.

OrganizationalArchitectureThelinetrackedintheITSquadrantmightbetermedstructuraladaptabilityorstructuralcomplexity.Thepre-modernarchitecture(Amber)isrigid,typicallyastricthierarchyanddoesnotadapttochangingconditionsnorpromotevalueflow.Themodernarchitecture(Orange)isdesignedtocombinethe(functional)hierarchyofpre-modernwithaprojectorientedstructure,hencethematrixorganization.Amodernarchitectureissomewhatresistivetochange,sinceittendstochangethepowerstructureandisnotideallysuitedtosupportflow,thoughbetterthanpre-modern.Thepost-modernarchitecturetendsmoretowardaflatorgstructureandalesseningofworkerrestrictingpolicies,butaheighteningofdiversity-orientedones.Itismoreadaptiveandorientedtowardsflow,asthelogicalunitoforganizationisaroundprocessesoractivitiesthatservethecustomer.Meta-modern(alsoknownaspost-post-modern)isanattempttotranscendthelimitationsofbothmodernandpost-modernforms;itisinformedbysystemicthinking,isquitefluid,andcanbeadaptedtochangingcircumstancesandbusinessconditions.Somestructuralformsarethenetwork,lattice,meshworks,andadhoc.Optimizingflowisaprimaryconcerninameta-modernstructure.