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Horizon III Design

Horizon III Design. The Art and Science of an Emerging Paradigm. Evan Leonard, Bill Zybach. Opening. The language and thinking behind organisational change appears to belong largely to a mechanistic perspective (Capra, 2003).

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Horizon III Design

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  1. Horizon III Design The Art and Science of an Emerging Paradigm Evan Leonard, Bill Zybach

  2. Opening The language and thinking behind organisational change appears to belong largely to a mechanistic perspective (Capra, 2003). If managers of the health system wish to [achieve their goal they] may need to shift from optimising health care delivery in a mechanistic model to optimising health care workers in a living system. ..the “machine” is made up of people and not inanimate parts. Research on new Medical Practice Teams under Rural Health Reform in South Africa: Education for Health, Volume 21, Issue 2, 2008

  3. Agenda • The Art: • Design Horizons I, II & III • Our role as designers? • The Science: developmental “drive” • The Practice: Experiments in an Emerging Paradigm • District of Columbia • Progress Software • Midwest Health Care System • Unanswered Questions

  4. The Art Our Role as Designers

  5. Introduction to Design Horizons

  6. Circle Round: What is your “center” on this spectrum? The majority of my work has been in Horizon ______ and personally I have felt ______

  7. Table Discussion: What role, if any, could we, the Organization Design Forum community, play as designers in the evolutionary growth of our customer systems? A premise that we would like you to move toward or away from is: “We, as a community of organization designers, have an intrinsic role to draw the systems we work with up to higher Horizons.”

  8. The Science The Emerging Awareness of What is Driving New Perspectives about Design

  9. Humans have an innate impulse for meaning-making

  10. This impulse creates a consistent way of being, doing & thinking

  11. This impulse unfolds in consistent stages Cook-Greuter, 2005

  12. We may fluctuate between the stages Neo-mammalian (Human) Perceived threat focuses energy on lower-loop Mammalian Reptilian(basic fear an threat circuitry) At rest, energy focuses in upper-loop

  13. In a consistent environment the brain naturally develops, one layer at at time Reptilian Mammalian Neo-mammalian (Human) from Magical Child Matures (New York: E. P. Dutton, 1985)

  14. Prolonged exposure to threat permanently alters the brain From The Biology of Transendence (Rochester: J. P. Pearce, 2002)

  15. More about "Threat" Not just physical "fear": SCARF model, David Rock, 2009 Summary from http://www.covision.com/blog/

  16. Table Discussion: What traditional design practices work against this developmental drive? Discuss at your table for 5 minutes

  17. The Practice Experiments in an Emerging Paradigm

  18. Case Study: District of Columbia • Context: • Emotionally Intellegent Leader • Results Only Work Environment • “Drive” • Holacracy

  19. Pillar I:

  20. Pillar II:

  21. Pillar III:

  22. Why Holacracy was the Differentiator • Splits Governance and daily or routine operations, and • Builds-in rather than bolts-on “real time” redesign which is owned by all members of the organization

  23. Real-time Organizational Governance • Focuses on any tensions in the system • Everyone is a full member of a Governance Circle • Rigorous process (Integrated Decision-Making) for governance to ensure optimal participation • Only outcomes are Roles and Accountabilities, no action planning or problem solving • The goal is a workable decision – not the “best” • Any issue can be revisited at anytime

  24. Holacracy: Tensions Drive Design

  25. Holacracy Publishing Board IT General Company Circle General Srvcs BusDev Finance Logistics Mrktng Product Dev Srvc Delivery Events

  26. Affiliate Partners Holacracy Marketing Media Legal Finance Ideation General Company Circle Key Service Lines Staffing HR Design Service Delivery Circle Project Mgt Client Project Team Delivery Group A Account Mgt Client Project Team Method Delivery Group B Client Project Team Platform Client Project Team

  27. DC Holacracy Outcomes – 180 Days • Began with 3 months of cultural alignment (Enlightened Leadership and ROWE) • 3 day Holacracy implementation for team of 18 • Went from the “worst place to work to one of the best and highest performing, and highest customer satisfaction groups in OCTO in 180 days • 25 % reduction in Staff (Didn’t fit) • Production increased 20% • Cost to customer reduced from 2.6 Million to 2.1Million annually

  28. Case Study II: Progress Software

  29. Scrum Overview

  30. The Scrum Master • Accountabilities • Responsible for enacting Scrum values, practices & rules and ensuring that the Team adheres to them • Make impediments visible and remove them • Ensure that the team is fully functional and productive • Enable close cooperation across all roles and functions • Shield the team from external interferences • Represent management to the project • Coach the team • Facilitate Scrum ceremonies (Planning, Daily Scrum, Review & Retrospective) • Limitations • May be a Team Member but NOT the Product Owner • Cannot manage the team since Scrum teams are supposed to be self organizing Progress Software collaborative ScrumMaster definition, 2011

  31. Collaborative Governance • Development process itself was defined (and continues to be defined) using Scrum itself • Backlog of existing “tensions” • An executive played the Product Owner roleI played the “ScrumMaster” role • Small groups developed proposals • Larger group adopted them • ScrumMasters of development teams feed new tensions into the Backlog as they emerge

  32. Case Study III Accelerated Solutions Solving Business Complexities with the Decision Accelerator

  33. Work Innovation Networks (WIN) Stu Winby's (Sapience) • A structured framework and network within which: • work units/teams learn about research/innovations and best practice, • apply adaptive principles and practices and quality methods, • exchange their experiences of development, implementation, and making improvements. • WIN utilizes processes such as the Decision Accelerator to accelerate innovation adoption and rapid transformation.

  34. Decision Accelerator (DA)Stu Winby's (Sapience) • A creative, knowledge rich, technology enabled, highly collaborative environmentwhere clients participate in work-sessions • A work-session is a process to create strategic solutions and tactical plans to solve complex issues. • DA’s drive organization design by resolving tensions created by the existing system

  35. WIN/DA Outcome: Midwest Health Care System moves from National Rank of mid 20’s to #1 in 3 years (Supplanting Mayo Clinic at #1)

  36. Unanswered Questions

  37. Table Discussion: What else in Horizon III is emerging, and what challenges limit its growth? Discuss at your table for 5 minutes

  38. Circle Round: Where is ODF’s “center” on this spectrum? Where do we want it to be, and what are the implications for the next generation, the “Facebook Generation”?

  39. Summary • The Art: • Design Horizons I, II & III • Our role as designers? • The Science: developmental “drive” • The Practice: Experiments in an Emerging Paradigm • District of Columbia • Progress Software • Midwest Health Care System • Unanswered Questions

  40. References Cook-Greuter, 2005 http://areas.fba.ul.pt/jpeneda/Cook-Greuter.pdf Rock, 2009 http://www.davidrock.net/files/Neuroscience-of-engagement.pdf Pink, 2009 http://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594488843 John P Kotter, Corporate Culture and Performance http://kotterinternational.com/ How to Manage Organisational Change and Create Practice Teams: Education for Health, Volume 21, Issue 2, 2008 www.educationforhealth.net/publishedarticles/article_print_132.pdf

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