royal alberta museum - cynefin framework and polarity management workshop
DESCRIPTION
Overview of materials covered relating to the Cynefin Framework and Polarity Management.TRANSCRIPT
COMPLEXITY, CHANGE AND
YOU(Or what will become known forever as “the LEGO
workshop.”)
Angie TarasoffSenior Manager, Technology Planning and ManagementAlberta Education, School Technology
@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