"what got us here, wont get us there!" pirelli july 2014
DESCRIPTION
I have developed and delivered two fresh and interesting sessions for Hyper Island, Unilever, Mercer and Pirelli. These sessions were developed as a response the Innovation and Sustainability imperatives faced by most managers. Entitled "What got us here won't get us there!", this sessions teach managers about 1. Language, metaphor and reframing 2. Q-storming - designing powerful questions 3. Systems thinking Managers leave these sessions better equipped to engage a future that is at once digital, mobile, social, green and data rich.TRANSCRIPT
Why a brave new world needs brave new words
By Mebs Loghdey 2014
What got us here won’t get us there
In the UK TESCO can pick up on the content of your TWEETS to friends, your individual style from PINTEREST, the food you like from YELP, your level of fitness from RUNKEEPER, your social life from EVITE, and tie it in with local weather to send YOU a customised recipe idea you might actually appreciate!
…meanwhile
9 Planetary Boundaries
ender
Faultlines
eography enerations
nstitutions ndividuals
nter-national
(Source: WEF, Davos 2014)
G
I
50k years hunter gatherers
Anthroposcene
3,8bn years ago life emerges
2,8bn years multicellular life emerges
475m years plant life emerges
4,6bn years planet earth formed
400m years vertebrates emerge
65m years first primates emerge
Futures Approaching 5x Faster
1500 yrs ago
2250 yrs ago
3000 yrs ago
Now
Transport • 3mins ago – internal combustion engine • 2 mins ago – motorcar • 1 min ago – rocket propulsion • 50 secs ago – space travel • 10 secs ago – re-usable space shuttle
Communications • 11 mins ago – printing press • 3 mins ago – morse code • 2 mins ago – telephone • 90 secs ago – radio • 85 secs ago – TV • 1 min ago – fax • 25 sec ago – PC • 12 secs ago – internet • 10 secs ago – mobile phone • Now – google, facebook, twitter etc
3 mins
Time
Population growth
2050 – 9,5 bn people on earth 70% will live in cities 2000 – 6 bn people on earth 50 % lived in cities 1900 – 2 bn people on earth 15% lived in cities 1800– 1 bn people on earth 97% didn’t live in cities
Exponential technologies
meets
Exponential population growth
2 63
= 60,000,000,000,000,000 miles
has always changed our relationships to • each other • non-humans • environment • time • space • values • culture • knowledge • markets
Technology • Language • Printing press • Telescope • Clock • Space travel • Mobile • Search • Social • Cloud
We shape our tools and then our tools shape us.
Marshall McLuhan
Who is Eugene Goostman?
The smartest person in the room is the room.
Warning A
SOCIO-TECHNO-ECO
System is
emerging!
AMBIGUITY
COMPLEXITY
VOLATILITY
• new competitive phenomena • break-up of old structures & categories • break-up of old connections & causality
• connections between new variables • patterns of interaction • limits of classic “prediction” techniques
• the new economics of credibility & trust • asymmetrical reaction to “weak signals” • network & reputational effects
+
+
Inter-connectedness
Inter-dependence
New questions!
+
=
1. How can we reduce per capita demands on the biosphere by over 50%, within 50 years, while simultaneously increasing the standard of living of the world’s poor?
2. How can organisational systems deal with the interconnectedness of all things?
3. How do we draw people into a creative and collaborative process in the face of such complex challenges?
Macro question
Mezzo question
Micro question
• Event-driven • Left brain • Rational • Reductionist • Sequential • Analytical • Symptomatic
Organisational thinking
• Process over time • Holistic • Systemic • Non-measurable forces • Unexpected outcomes • Silent evidence
Ecological thinking
VALUES
COMMITTMENTS PROCESSES
FRAMES
HERE
STABILITY
DOGMAS
MILLSTONES ROUTINES
CLICHÉS
INERTIA
THERE CHANGE
• Democracy • Market-based solutions • Consumption-based economics • 1st world and 3rd world • Fixed pie • Zero sum • Growth is good • Whole is the sum of the parts • Income vs capital • Intrinsic vs extrinsic value • Quantity vs quality • Marriage • Gay Marriage
Our fixed frames
US political frames
Conservatives
• Strong Defense • Free Markets • Lower Taxes • Smaller Government • Family Values
Progessives
• Stronger America • Broad Prosperity • Better Future • Effective Government • Mutual Responsibility
Arm-wrestle for 30 seconds. The winner will be the one that m a n a g e s t o p u s h t h e i r opponent’s hand down most times in the 30 seconds.
Web of Words
New frames
Web of Everything Information flows
Web of life
Matter and emergy flows
Inter-connectedness and Inter-dependence
• New Business Logic? • New Organisational Logic? • New Issue focus? • New Skills/Knowledge? • New Actions?
• New Standards? • New Principles? • New Measures/Rewards? • New Disciplines/Protocols?
INTELLECTUAL FRAMES
BEHAVIOURAL FRAMES
EMOTIONAL FRAMES
• New Atmosphere? • New Passions? • New Focus? • New Energy?
Part 2:
Pirelli leaders as • Language designers
• Aware of their own frames • Frames of others • Able to activate new frames • Remove existing frames from play
• We construct problems via the stories we tell.
• Stories are built on deep metaphors, frames, facts and values.
• Complex problems are usually dilemmas.
• Dilemmas are deep metaphor conflicts.
The stories we tell.
The experts concluded that if the community were to be healthy, if it were not to revert again to a blighted or slum area, as though possessed of a congenital disease, the area must be planned as a whole. It was not enough they believed to remove existing buildings, that were unsanitary or unsightly. It was important to redesign the whole area so as to eliminate the conditions that caused slums – the overcrowding of dwellings, the lack of parks, the lack of adequate streets and alleys, the absence of recreational areas, the lack of light and air, the presence of outmoded street patterns. It was believed that the piecemeal approach, the removal of individual structures that were offensive, would only be palliative. The entire area needed redesigning so that a balanced, integrated plan could be developed for the region including not only new homes but also new schools, churches. Parks streets and shopping centres. In this way it was hoped that the cycle of decay of the area could be controlled and the birth of future slums prevented.
Story version 1
In summary, then we observe that a number of factors contribute to
the special importance that the west end seemed to bear for the large majority of its inhabitants. Residence in the west end was highly stable, with relatively little movement from one dwelling unit to another and with minimum transience into and out of the area. Although residential stability is a fact of importance in itself, it does not wholly account for commitment to the areas for the great majority of people, the local area was a focus for strongly positive sentiments and was perceived probably in its multiple leanings as home. The critical significance of belonging in or to an area has been one of he most consistent findings in working class communities in the US and in England. Patterns of social interaction were of great importance in the west end. Certainly for a great number of people, local space served as a focus for social relationships. In this respect the urban slum community has much in common with communities so frequently involved in folk cultures.
Story version: 2
systems Time is Money
Don’t waste my time It cost me an hour I have invested time Budget your time Living on borrowed time Use your time profitably I”ll spend my time with you
“Time is money”
Modern life
Work-life balance Ecological balance Balanced diet Balanced flavour Balanced car
“Balance”
Scientific research Lifestyles Winemaking Automotive engineering Sustainability
Virgin territory Mother earth Sister company Mother nature Mother ship
“Womanhood”
Land use Ecology Environment Sustainability Agriculture
Re-engineering Driving change Manufacturing consent Performance management
“Machine”
Management Organisational design Environment Sustainability
The environments of human thinking are artificial through and through. Humans create their powers by creating the frames within which they exercise their powers.
Edward Hutchins Talking differently rather than arguing well is the chief instrument of cultural change.
Richard Rorty The world we live in are the words we use.
Ludwig Wittgenstein
Rinsing the Brain
Individual subjective Individual objective
Collective subjective Collective objective
Role, skills, knowledge, socio-demographics, relationship set
Limiting personal beliefs, values, frames and assumptions
Group culture and shared norms Mental models, Unwritten rules
Political, Economic, Social, Technological, Legal, Environmental
Barriers to change
New language is the key to transformation.
• New concepts and metaphor – new frames • New frames - new language • New language - new reality • New reality - new dimensions • New dimensions - new discourse • New discourse - new system design • New system design – new system behaviour
1. Fold your arms the opposite way
2. Sign your name with you other hand
3. Draw your neighbour without looking at paper, without lifting your pen off paper and at the same time ask them a question about themselves
4. Arm wrestle for 30 seconds…
Antony and Cleopatra are lying dead on the floor in an Egyptian villa. Nearby is a broken bowl. There are no marks on the bodies and they were not poisoned. No person was in the villa when they died. How did they die?
Meet….
Anthony…. and Cleopatra!
Can you think of a word?
__ ANY
Can you think of a word?
MANY
Can you think of a word?
MANY __ENY
Mental models
• We all have them
• They develop over time and are shaped by our background and experience
• They process information for us and determine what we DO and DON’T see and hear and what we DO
Mental Models
• Paradigms
• The way we think
• Professional Lenses
• Organisational Orthodoxies
• Values, biases, assumptions, beliefs
Mental Models
They are strongest when…
• They have worked well over time • The environment has been stable • Their use has been rewarding in practice • Help us decide and act quickly
But • They make us think passively • They make us reject new information that does not fit
what we already believe in
Mental Models
what you do
How you frame
the situation
what you see, think and hear
who you “see” as
your stakeholders,
How you define your business
what you do
(your strategy)
Mental models Observed behaviour
Consequences Information about the environment
determines determines
determines determines
systems
Don’t think of an elephant
How to Escape your Mental Models
(1) Introduce variety and diversity in people
(2) Questioning
(3) Re-framing
You have a cake and a knife. You can cut the cake 4 times in straight lines. What is the maximum number of pieces that you can cut the cake into?
A
Eight Times
Eleven Times
1
2
3 4
5 6
8
7 9
10
11
Twelve Times
2 1
3
4 5
6 7
Sixteen Times
Cut the cake into two pieces. Put one piece on top of the other and cut in two again. Put all pieces on top of each other and cut in two again. Put all pieces on top of each other and cut in two again.
QUESTIONING: How did they frame this?
Question existing mental models through
RE-FRAMING
Re – framing creates a new language.
Core belief
1
3
2
4
1a 2a
3a 4a
Supporting beliefs
Opposite beliefs
Re-framing Tool
Core belief
FMCG
1
3
2
4
1a 2a
3a 4a
Supporting beliefs
Opposite beliefs
Re-framing Example
Taxes are a burden on
society
1
3
2
4
1a 2a
3a 4a
Supporting beliefs
Opposite beliefs
Tyres
as performance
1
3
2
4
1a 2a
3a 4a
Supporting beliefs
Opposite beliefs
Bounded exploration
Co-evolve
Exploit Re-framing
Ra
dic
al
Increasing complexity
Established frames New frames
Inc
rem
en
tal
Inn
ova
tion
Pathways to Innovation
Thank you! Mebs Loghdey +44 7806875794 [email protected]