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SPaMCAST 503 features our essay “Culture: The Knife’s Edge of Change.”  I have often heard the line, culture eats change for breakfast. Culture, culture, culture – the success of every change that is considered or implemented balances on the knife edge of culture. Aligning cultures so that change is possible requires seeing the differences and then minimizing enough of those differences to allow change to happen.

We also have an installment of the Alpha and Omega of Product Development with Jon M Quigley.  In this installment of Jon’s wonderful column, we discuss the muda of underutilizing people. Muda, waste, is not just generated through process or transforming raw material.  

We conclude with a visit with Gene Hughson.  We discuss an entry from his Form Follows Function Blog titled: “When asked for the time, don’t explain how your watch works”. Communications between the user and technical domains is fraught with difficulties. A problem? As Gene always says,  “exactly!”

Re-Read Saturday News

We will complete our re-read of Turn The Ship Around next week with a few final thoughts.  The next book in the series will be The Checklist Manifesto  (use the link and buy a copy so you can read along) by Atul Gawande. Today we complete re-reading the chapters in  L. David Marquet’s Turn the Ship Around!  Chapter 28, 29 and Afterthoughts complete Marquet’s reflection on the leader-leader model and his journey of discovery.

Current Installment:

Week 18: A New Method of Resupplying and Ripples  – https://bit.ly/2mgVFtI (more…)

Bottles of bacon and chicken wing soda

Bacon and Buffalo Chicken Wing Soda – things have to change!

Culture is a reflection of how the people within an organization act. The culture is protected by peer pressure and the processes, procedures and policies teams and organizations enact and enshrine. Overall organizational culture is difficult to change. Chip and Dan Heath, authors of Made to Stick, would call culture “sticky.” One major reason culture is sticky and generates defense mechanisms is that once a culture is entrenched those people that are inside the culture become comfortable. They understand how to make the culture work.  Organizations also find how to make culture work. Alignment to culture fosters higher worker satisfaction, more employee engagement, higher productivity and employee retention. Cultural fit matters to organizations and to individuals.  The dark side of cultural alignment (all forces need to have balance) is that cultural alignment can lead to stagnation and low levels of innovation. As we have noted in the past, “culture eats change for breakfast.”  New organizations establishing a culture and organizations and cultures that have generated hardened boundaries will have several levels of defense beginning with hiring for culture. Culture guides information sharing, how work is done and how individuals and groups interact therefore directly impact value delivery at a team and organization level. Cultures that generate prescriptive processes, procedures, and policies and then make adaptation difficult make change and innovation hard. (more…)

Edge and point of a knife

The knifes edge!



Culture, culture, culture – the success of every change that is considered or implemented balances on the knife edge of culture. Culture not important enough?  Then remember, culture guides what work gets done and how that work is done. Culture is a summation of all of the things we use to distinguish one group from another.  The more significant the difference is perceived, the more drastic we will perceive the culture difference. Differences invite comparison which reduces trust and generates resistance to change   Aligning cultures so that change is possible requires seeing the differences and then minimizing enough of those differences. Culture is shaped or shapes many common organizational attributes, including: (more…)

Before we dive in – let’s begin a new poll for the next book in our Re-read Saturday.  I have had a number of suggestions:

Pick two and we will start on the top choice!  Note: There are two books on the list that will be first reads for me (I will let you guess).  All of these books are very relevant to agile, lean and process improvement.


Whether you like the word transformation or not, many in the process improvement and agile communities help to facilitate change. Involvement in any non-trivial change effort requires resources, people, support and the expenditure of political capital. If change uses an organization’s people and assets someone will ask what the return on those assets are and whether those assets could return more if used elsewhere. I can tell (and often have told) a great story about the impact of a good working environment, doing the right work, and good processes. The response I get to my rationale on the value of being agile is ‘can you prove it.’ Can you prove it’ translates directly into ‘can you measure it’, and ‘are those measures meaningful?’ A model for answering that question that I am sketching out at a program or organization level has to answer the following questions:

(more…)

Child in snazzy raincoat!

Sometimes innovation is just a tad outlandish!

Innovation is a hot topic in organizations. Innovation is not an innate talent; it can be developed and nurtured given the right environment and coaching.  We care about innovation because there are several important benefits to innovating. Important benefits include:

(more…)

Book Cover

Part III: Competence

One of the two pillars that support Marquet’s concept of control is confidence. Confidence requires people to be technically competent to make the decision effectively. While this sounds pretty obvious, the classic leader-follower leverages the premise that followers do not have the competence needed to make decisions. Part III focuses on the mechanisms Marquet used to establish and strengthen technical competence.

Chapter 16: Mistakes Just Happen (more…)

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SPaMCAST 480 features our interview with Paul Gibbons.  Paul and I had a wide-ranging discussion that began with his wonderful book The Science of Successful Organization Change (Buy a copy now and then enjoy the re-read we held on the Software Process and Measurement Cast blog), and led us to the broader conversation: that change is hard but it is even harder if we fall prey to magical thinking.

Pau’s bio:

Paul Gibbons is an author, speaker, and consultant. His “beat” is helping business leaders use science and philosophy to make better strategic decisions, implement change, innovate, change culture, and create workplaces where talent flourishes. His most recent book, The Science of Organizational Change has been hailed as “the most important book on change in fifteen years.”

Between writing projects, he consults, coaches, and speaks with businesses such as Microsoft, Google, HSBC, KPMG, and Comcast.

Paul’s Website:  www.paulgibbons.net

Email: Paul@paulgibbons.net

Facebook – Paul Gibbons (author)

Twitter – @paulggibbons

YouTube – Philosophyfirst

LinkedIn – Paul G Gibbons

Paul is a podcaster! His podcast, Think Bigger, Think Better asks the question How can contemporary philosophy and science help us make better choices, lead better lives, and create a sustainable, prosperous world? Check out Think Bigger, Think Better on Apple Podcasts or where ever you get your podcasts!

Re-Read Saturday News (more…)

The top five transformation killers are the type of issues that if you even suspect they might, even just maybe, exist you need to stop everything you what you are doing and develop a mitigation plan.    

Round Four: Transformation Killers 5 -1: (more…)

Sometimes you just need to walk!

Change is hard, change is easy, change is scary, change is expensive; change is many things to many people.  Change is many things because people and organizations are complex.  In order to help an organization, transform change leaders have to put down their magic wands and get their hands dirty facilitating lots of moving parts.  Lots of moving parts provide the potential for lots of different train wrecks.  As train wrecks go some are worse than others but avoiding any of them is a worthwhile effort.

Round Three: Transformation Killers 10 – 5:

10. Poor Change Management

Transformations generally require coordination of many teams, lots of money, and careful messaging to many stakeholder communities.  Managing the change is often as important as implementing the technical components of change.  A change management plan (whether a formal plan or backlog items matters less than having a plan) is necessary to communicate, sell and generate useful feedback or the change will be at risk of failing, not because there are technical faults but because the change has not been sold to all of the stakeholders.

9. All Flash and No Substance

Transformations need to address the fundamental issues an organization has delivering value; otherwise, simple incremental process improvement is a better solution.  Addressing fundamental issues requires a real change that includes both organizational structure and behavior.  Just rebranding or relaunching an old way of working with a new name (or new and improved sticker) rarely delivers substantial change.  For example, several years ago I observed an organization during what was making a big deal out of “transforming” to “agile.” To accomplish this transformation, they added daily meetings and a demonstration to the end of each phase in their phased methodology. Lots of flash in the rollout but no substantial change was made.  Putting lipstick on a pig results in a pig with a messy snout.

8. Starting Too Late

I have heard it said that a good near-death experience is a great motivator for change. The problem is waiting for a near-death experience can be … fatal to an organization (or any other group).  As noted in Transformation Killer 18, organizations need a compelling reason to provide the motivation for change, but they should not wait until panic is the driving force or they risk having clouded judgment.  Early in my career, I worked for a firm whose products slowly lost favor with our intended demographic.  Little was done to address the core issue until cash flow began to tighten which constrained the options we had and lead to a poorly thought-out bet-the-farm change.  The firm no longer exists.

  7. Transformation Not Tied to the Organization’s Goals

Transforming a team, product or organization is a tall order. The reason anyone will agree to spend the blood, sweat, and tears required to change how work is accomplished needs to be tied directly to the organization/s goals.  Tying change to the organization goals helps to ensure that support, funding, and people are available when roadblocks are encountered (and they always are).  Perhaps more importantly, linking change to the organization’s goal steers decision making and focuses organizational politics in a manner that will favor the transformation.

6. Poor Leadership

Poor leadership drains energy from the transformation and will tend to metastasize and foster a myriad of transformation killers.  Poor leadership can have many negative impacts.  Impacts range from crushing morale and motivation to generating poor decision making.

The goal of exposing these risks is to facilitate a conversation amongst change agents (we are all change agents) about risk and change management.

Catch-up on transformation killers:

Round One: Transformation Killers 20 -16

Round Two: Transformation Killers 15 – 11

Next Transformation Killers 5– 1

The Science of Successful Organizational Change

The Science of Successful Organizational Change

 

This week Steven completes  Chapter 9 of Paul Gibbons’ book The Science of Successful Organizational Change.  Chapter 9 is the capstone of the book putting all of the pieces parts together.  One more week is left in this re-read.  Remember to use the link in the essay to buy a copy of the book to support the author, the podcast, and the blog!

Tom!

Chapter 9 is the concluding chapter of Paul Gibbons book “The Science of Successful Organizational Change” (get your copy) and this is blog posting is part-2 of Chapter 9.

Chapter 9 – Leading with Science (part 2 – pages 272 – 292)

In part-1, and other parts of this book, Gibbons urges us to move towards science-based management practices and to do that we must have a better understanding of evidence.

“I regard business the way I regard nineteenth-century medicine:  still largely a craft and still reliant upon a great deal of superstition.” (p. 272).

Types of Evidence (more…)