1. Strategy to Action: The Power of HSD Session 3: HSD and Planning for Change November 5, 2008 Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org geoyang@hsdinstitute.org Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us Jennifer.Schuster-Jaeger@co.hennepin.mn.us

2. © 2008. HSD Institute.2 Planning for Change These are days of violent and unpredictable change. Frustration and fear Hope and possibility Uncertainty and courage What will you do to plan more effectively in these turbulent times?

3. © 2008. HSD Institute.3 Series Goal Improve your performance as you: Manage projects Plan for change Train and develop capacity Manage performance Communicate Lead virtual teams

4. © 2008. HSD Institute.4 Series Overview Introduction to HSD July 9 HSD & Project Management September 10 HSD & Performance Management October 8 HSD & Planning for Change November 5 HSD & Communications December 10 HSD & Training and Development January 7 HSD & Virtual Teams February 11

5. © 2008. HSD Institute.5 Your Guide... Glenda Eoyang geoyang@hsdinstitute.org Executive Director of HSD Institute I plan for: Self Family Institute Clients Communities I have a real distaste for uncertainty!

6. © 2008. HSD Institute.6 Your Guide... Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us HSDP Associate Manages performance Many roles: Managed workgroups, teams and projects since 1996 Varied roles a large local government organization Performance management involves three distinct roles  Individual supervisor  Team developer and manager  Up-line management on behalf of individuals and the team

7. © 2008. HSD Institute.7 Today we will... Recognize three different kinds of change. Explore planning tips and traps for each kind of change. Focus on four key features of dynamical change—the most interesting and challenging of them all.

8. © 2008. HSD Institute.8 Three Kinds of Change Static Object at rest Dynamic Smooth movement Dynamical Unpredictable movement

9. © 2008. HSD Institute.9 Static Change A body at rest will remain at rest... Two questions: Which direction do I push? How hard do I push? May be “close enough” Can be the cheapest option

10. © 2008. HSD Institute.10 Static Change Planning Decide if it really is “at rest” Revisit your plan often Know who else is pushing Expect the system to push back Be aware of time and delayed feedback Watch for unintended consequences

11. © 2008. HSD Institute.11 How does it work?

12. © 2008. HSD Institute.12 Dynamic Change A smooth arc of change... Two questions: What were the initial conditions? What are the forces at work? May be “close enough” Can be the most secure feeling option

13. © 2008. HSD Institute.13 Dynamic Change Planning Know your players and their histories Look for surprises Don’t hesitate to stop and re-plan Be clear about the path and your skepticism about the path Depend on multiple data sources and points of view

14. © 2008. HSD Institute.14 How does it work?

15. © 2008. HSD Institute.15 Dynamical Change A surprising sequence of change Sometimes it Appears not to be changing at all Sometimes it jumps from one place to another Sometimes it looks like static change Sometimes it looks like dynamic change Whatever you expect, it will surprise you

16. © 2008. HSD Institute.16 Dynamical Change Planning Look for patterns across scales Focus on multiple horizons Hold the question and stay in inquiry Stay with it over time

17. © 2008. HSD Institute.17 Dynamical Change Planning Look for patterns across scales Whole, part, and greater whole Look for what is same and different across levels Tensions accumulate in one and break out in another Habits carry over from group to individual and from individual to group Use multiple data collection methods to track

18. © 2008. HSD Institute.18 How does it work?

19. © 2008. HSD Institute.19 Dynamical Change Planning Focus on multiple horizons  Each horizon has something to offer: Short-term lets you gather weak signals Mid-term lets you build adaptive actions Long-term supports sustainability  Use multiple cycle times for planning  Capture and share stories past, present, and future  Engage stakeholders

20. © 2008. HSD Institute.20 How does it work?

21. © 2008. HSD Institute.21 Dynamical Change Planning Hold the question and stay in inquiry Answers have short shelf-lives Curiosity lends credibility Work with your network Never stop learning Listen, listen, listen Watch out for the curse of hubris

22. © 2008. HSD Institute.22 How does it work?

23. © 2008. HSD Institute.23 Dynamical Change Planning Stay with it over time Expect change and watch for it When you least expect it... Patterns will show up over time Use others’ histories if you don’t have your own Patience isn’t just a virtue, it is a necessity Be gentle with yourself and others Continue to invest, even if you see no change

24. © 2008. HSD Institute.24 How does it work?

25. © 2008. HSD Institute.25 For more information: Read some good books:  Coping with Chaos: Seven Simple Tools, Eoyang  Facilitating Organization Change: Lessons from Complexity Science, Olson & Eoyang Check out the HSD Institute website: www.hsdinstitute.org

26. © 2008. HSD Institute.26 Today we... Recognized three different kinds of change. Explored planning tips and traps for each kind of change. Focused on four key features of dynamical change—the most interesting and challenging of them all.

27. © 2008. HSD Institute.27 Next time we will... Consider complex human systems dynamics of Communications. December 10, 2008 Same place Same time What are your communications challenges?