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Liberating Structures Leading & Innovating Leading & Innovating by Including and Unleashing Everyone Keith McCandless Social Invention Group Keith McCandless.

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Presentation on theme: "Liberating Structures Leading & Innovating Leading & Innovating by Including and Unleashing Everyone Keith McCandless Social Invention Group Keith McCandless."— Presentation transcript:

1 Liberating Structures Leading & Innovating Leading & Innovating by Including and Unleashing Everyone Keith McCandless Social Invention Group Keith McCandless Social Invention Group Henri Lipmanowicz

2 Impromptu Networking Power of loose connections, small things can make a big difference

3 What is a challenge you brought to this workshop? What do you hope to get from and contribute to this group? Find a partner…3-5 minutes sharing… Then find another partner… then find another.

4 Liberating Structures Engaging everyone in shaping… Liberating Structures Engaging everyone in shaping…

5 LS Design Elements

6 Culture Eats Strategy for Lunch What is your ground game? Culture Eats Strategy for Lunch What is your ground game?

7 Henri Lipmanowicz & Keith McCandless This Is Not A Certification Course! First experience is enough to get started using Liberating Structures YOU will decide how to achieve mastery personally LS are simple, powerful & subtle LS are easy to copy and spread by word of mouth Practice makes perfect

8 Attributes Of Complex Systems Adaptable Elements Embedded Systems or Panarchy Co-Evolution Non-Linearity Min Specs / Microstructures Not Predictable in Detail Order w/o Central Control Natural Emergence & Creativity You don't see something until you have the right metaphor to let you perceive it. Thomas Kuhn

9 LS Palette Wicked Q’sWhat³ debrief Min specsHeard, seen, respected What I need from you Integrated autonomy AllAppreciative interviews Discovery and action dialogue Improv prototyping Drawing together Open spaceCritical uncertainties Impromptu networking TRIZShift & shareHelping heuristics Design storyboards Generative relationships Ecocycle 9-whys15% solutions25 : 10 crowdsourcing Conversation café Celebrity interview Agree/certai nty matrix Panarchy Troika consulting Wise crowdsUser experience fishbowl Smart network webbing Simple ethnography Purpose to practice LIBERATING STRUCTURES V 2.1 Designer: Lesley Jacobs

10 Redux Workshop A G E N D A A G E N D A Impromptu Networking All 15% Solutions Troika Consulting Nine Whys TRIZ Ecocycle What³ Debrief Design StoryBoards Social Network Webbing

11 Group Possibilities LS work best when there is a shared challenge with a local context Justice Health Care Health Care Business Schools Lean / OD HR Internal Consultants NGO Philanthropy

12 1-2-4-All Progressive, Rapid Cycle Conversation –Self-Reflection (no talking, jot down notes) –Pairs –Small groups of four –Whole group –Self-Reflection (no talking, jot down notes) –Pairs –Small groups of four –Whole group What opportunities do you see for including and unleashing more people in addressing your challenge?

13 Design Storyboarding TopicGoalLS Micro- Structure Why this LS?Steps / TimingFacilitator / Participants

14 15% Solutions Noticing and Using the Influence, Discretion and Power Individuals Have Right Now 15% Solutions Noticing and Using the Influence, Discretion and Power Individuals Have Right Now What can YOU do now to address your challenge?

15 Troika Consulting Groups of three 1 minute reflection to prepare 5 minutes per person Share your 15% Solutions—no long explanations! Invite feedback and advice from your consultants… then turn your back on them Switch to next person… Groups of three 1 minute reflection to prepare 5 minutes per person Share your 15% Solutions—no long explanations! Invite feedback and advice from your consultants… then turn your back on them Switch to next person…

16 Make an Invitation Distribute Participation Configure Groups Arrange Space Sequence & Allocate Time LS Design Elements LS : ________

17 Henri Lipmanowicz & Keith McCandless Brainstorm When, where and how can you apply these Liberating Structures? Fit your answers into the Design Storyboard.

18 Storyboarding Components TopicGoalLS MethodWhy this LS?Steps / TimingFacilitator / Participants Welcome, Introductions Form working group, get acquainted 3 rounds in pairs, 5 minutes each Carlos, all Preparing to Launch Project Make space for innovation 3 steps, 20 minutes each Ginny, groups of 4 then whole group Attracting Participation Define and sharpen purpose Two rounds of 1-2-4, 15 minutes each Katie, then groups of four Action Planning Identify action, get started now 25 minutes for 5 rounds + action group formation Carlos, all

19 Attributes of LS What else in the world is a Liberating Structure? All Simple: requires only a few minutes to introduce Expert-less: beginners can succeed after a first experience Results-focused: likely to generate better-than-expected, innovative results Rapid cycling: fast iterative rounds are very productive Inclusive: together, everyone is invited to shape next steps Multi-scale: works for everyday solutions, big projects, strategy, and transforming movements Seriously fun: boosts freedom & responsibility Self-spreading: easy to copy without formal training

20 9 Whys

21 Ask, when working on _____, what do you do? –Why is it important to you? –First answer, “_______….” Hmmm, why is that important to you? –Second answer, “_______….” OK, if your dream came true last night, what would be different today ? Keep asking, “Why… why… why… until you make a discovery about your partner’s bedrock purpose. Then switch roles. Move to a group of four. Discuss similarities and differences. A community Purpose may materialize! All schedule: 1 minute quiet reflection, generating an activities list 10 minutes in a pair (asking why-why-why questions), 5 minutes each 5 minutes in a a small group (4), then, 4 minutes debriefing, “What happened?” Did a community purpose emerge in your conversation? Becoming Clear on Purpose

22 Two Attributes of a Common Powerful Purpose A personal touchstone for you as an individual Fundamental justification for the existence of your work to the larger community A powerful purpose attracts participation, including and unleashing everyone

23 Questions Hierarchy WHY? WHAT? HOW? What seems possible now? What do we need to stop doing? Where do you have freedom to act? Who needs to be included? What did you notice? Why is this important to you? What made your success possible? What first steps can you take now? Do you see a pattern? Does it make a difference? What do you hope can happen for us in this work? Is there anyone you know who is able to overcome these challenges? How? What happened? What else? Can you give me an example or tell me a story? Why is this important to the organization? What is taking shape? Big Questions: Few, Tight Answers Small Questions: Many, Distributed Answers

24 What Is NOT A Purpose? To brainstorm To get buy-in To get alignment To share information … To brainstorm To get buy-in To get alignment To share information …

25 TRIZ Designing a Perfectly Adverse System to Make Space for Innovation Begin by defining a VERY unwanted result of your work together

26 TRIZ – First Step First alone, then in your small group, compile a list of todo’s in answer to: How can I/we reliably create a very unwanted result…? You never do anything with what you have learned here? 5 minutes Go wild! Adapted in part from Randy Benson, Benson Consulting

27 TRIZ - Second Step First alone, then in your group, go down your list and ask: “Is there anything we are doing that resembles in any shape or form todo’s on our list?” Make a second list of those activities & talk about their impact Be unforgiving 5 minutes

28 TRIZ – Third Step First alone, then in your group, compile the list of what needs to be stopped or changed Take one item at a time & ask: How am I and how are we going to stop it? What is your first move? Be as concrete as you can Identify who else is needed to stop the activity 10 minutes

29 Henri Lipmanowicz & Keith McCandless Ecocycle

30 Activity List Where are you spending time? What are your key relationships? Current Activities –… Key Relationships –… Henri Lipmanowicz & Keith McCandless

31 BIRTH CREATIVE DESTRUCTION MATURITYRENEWAL Exploring the Ecocycle

32 Henri Lipmanowicz & Keith McCandless BIRTH Adhocracies, Exploitation Entrepreneur-As-Leader GROWTH Strategic, “Rational” Management MATURITY Conservation & Routinization Bureaucrat-As-Leader Conventional Lifecycle

33 Henri Lipmanowicz & Keith McCandless The “Neglected” Back Loop CREATIVE DESTRUCTION Release/Crisis/Confusion Heretic-As-Leader RENEWAL Exploration/Invention/Reorganization Network Weaver-As-Leader LEADERSHIP Envisioning new options

34 BIRTH Entrepreneurial Action Entrepreneur-As-Leader CREATIVE DESTRUCTION Release/Crisis/Confusion Heretic-As-Leader MATURITY Conservation & Routinization Bureaucrat-As-Leader RENEWAL Exploration/Invention /Reorganization Network Weaver-As-Leader Ecocycle ~ Gathering ~ Sifting Rigidity Trap Not letting go Poverty Trap Not funding innovation Adapted from Brenda Zimmerman, EdgeWare & Getting To Maybe

35 Henri Lipmanowicz & Keith McCandless Ecocycle Worksheet Name: ______. 4. Renewal Mobilization “Sowing” 1. Birth Exploitation “Growing” 2. Maturity Conservation “Harvesting” 3. Creative Destruction “Plowing” Activity : Relationship Relationship Activity Activity : Relationship

36 Henri Lipmanowicz & Keith McCandless S T E P S Use the list of activities and/or relationships, reflect on your own, generating a first draft With one partner, coach each other to construct an Ecocycle map – 5 minutes each (10 minutes total) In your group of four, decide where to place the activities on the large wall Ecocycle map or flip chart page (5 minutes) Make sticky notes and put them on the map

37 Henri Lipmanowicz & Keith McCandless Insights

38 Henri Lipmanowicz & Keith McCandless Purposes: Ecocycle Precursor to setting prioritiesPrecursor to setting priorities Identify a mix of strategies to move the whole portfolio forwardIdentify a mix of strategies to move the whole portfolio forward Identify wasteIdentify waste Find opportunities to free up resourcesFind opportunities to free up resources Include all and hear all perspectives at onceInclude all and hear all perspectives at once To expose differencesTo expose differences To see the whole picture (forest and the trees)To see the whole picture (forest and the trees) Precursor to setting prioritiesPrecursor to setting priorities Identify a mix of strategies to move the whole portfolio forwardIdentify a mix of strategies to move the whole portfolio forward Identify wasteIdentify waste Find opportunities to free up resourcesFind opportunities to free up resources Include all and hear all perspectives at onceInclude all and hear all perspectives at once To expose differencesTo expose differences To see the whole picture (forest and the trees)To see the whole picture (forest and the trees)

39 Cross Scale Interactions & Transformations Creative and Conserving The fast levels invent, experiment and test; the slower levels stabilize & conserve accumulated memory of past successful, surviving experiments. The whole Panarchy is both creative and conserving. Adapted from

40 A Panarchy Lens Cross-Scale MRSA Prevention MRSA Bacteria is exploiting growth opportunities in community & clinical settings Industry or Sector Prevention Practices still trying & wasting $ to educate, bribe or punish (Rigidity Trap?) Hospital Beta Sites’ Prevention Practice trying to invest more in spreading PD/safe practices to others (Poverty Trap?) Medicare Policy shifting to non payment & transparency for HAIs Individual Project Leaders (Nancy-Margaret) stops over-controlling, unleashing more unit-based self-organization Public Perception “Myth” MRSA is not an inevitable part of modern healthcare (Rigidity Trap?) Is a transformation in progress?” Community strain Healthcare associated

41 A Panarchy Lens Your challenge ………………… Micro Scale or Environmental Context Industry or Sector Organization Policy Individual Leaders or Teams Public Perception or “Myth” … At each level, how do you assess your challenge at this moment in time? What “cascades down” & “revolts up” are flowing?

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43 Climbing Up & Down The Ladder of Inference Observable data and experiences Reflexive Loop Actions I take based on beliefs Beliefs I adopt about the world Conclusions I draw Assumptions I make based on meanings Meanings I add (cultural & personal) Data I select from observations Adapted from Chris Argyris, Harvard 1. What? 2. So What? 3. Now What?

44 What³ Debrief WHAT? What facts, data, & observations stand out? SO WHAT? How do you explain those facts? Assumptions? Patterns? What is important? NOW WHAT? What action may help you move forward? Who else should be here? Pick a “ladder jumping” enforcer

45 Liberating Structures –LS website –Book: Liberating Structures: Including and Unleashing Everyone (in progress)


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