How To Change The World

How to Change the World

© Jurgen Appelo version 1.20 management30.com

@jurgenappelo

story

For 15 years I failed to leave my mark in this world. Until I started writing...

http://agilescout.com/top-agile-blogs-200/








http://www.flickr.com/photos/mfloryan/sets/72157627519257013/

#ALE2011 unconference http://ale2011.eu/

http://www.flickr.com/photos/mfloryan/sets/72157627519257013/

http://ale2011.eu/

I often get questions like this...

How did I do that

How can I...

• “Make” the rest of the organization more Agile?

How can I...


• “Motivate” my employees to develop themselves?

How can I...



• “Convince” customers they should accept Scrum?

How can I...



• “Convince” customers they should accept Scrum?

• Etc...

How can I be successful at influencing other people to do what I want

It seems we all want to learn...

How to change a social complex system

A software team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), and the system shows complex behavior while it keeps adapting to a changing environment.

It’s the same with brains, bacteria, immune systems, the Internet, countries, gardens, cities, and beehives. They’re all complex adaptive systems.

The Body of Knowledge of Systems

Complex systems theory is the study of complex systems using multiple system theories

Management in the System Managers are just like the other people, only with a few “special powers”

Management in the Environment Or... managers are part of the team’s context,

constraining and steering the system

System boundaries are fuzzy, so you can choose...

System Environment

This depends on the problem you want to solve

or

Management 3.0

I am inspired by...

And discovered

the facets

of social change...

Consider the system

Consider the individuals

Consider the interactions

Consider the environment

http://www.flickr.com/photos/miamism/3956659923/

The mojito method Make something amazing out of existing ingredients that are good but boring

http://www.flickr.com/photos/miamism/3956659923/

Consider the system

The System

http://en.wikipedia.org/wiki/PDCA

PDCA cycle Deming/Shewhart

http://en.wikipedia.org/wiki/PDCA

• What Is Your Goal? • Where Is It Going Well?

Develop a vision, analyze where things are going well, and copy those behaviors.

The vision... pan-European collaboration Going well... new initiatives born in meetups To be copied... getting together face-to-face

http://ale2011.eu/

http://ale2011.eu/

Goal checklist

specific and understandable

simple and concise

manageable and measurable

memorable and reproducible

attainable and realistic

ambitious and stimulating

actionable and assignable

agreed-upon and committable

relevant and useful

time-bound and time-specific

tangible and real

excitable and igniting

inspiring and visionary

value-based and fundamental

revisitable and assessable

Example 1

As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality.

Actionable

Ambitious

Inspiring

Measurable

Memorable

Realistic

Relevant

Simple

Tangible

Time-bound

Example 2

Our mission is to organize the world’s information and make it universally accessible and useful.

Actionable

Ambitious

Inspiring

Measurable

Memorable

Realistic

Relevant

Simple

Tangible

Time-bound

https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results

• What Are the Crucial Steps? • When and Where Do You Start?

Define simple steps to follow, and choose the right moment/place to start.

http://www.flickr.com/photos/cs-jay/4668311333/




Simple step... gather at XP2011 Right time and place... Madrid

https://picasaweb.google.com/OlafLewitz/ALENetworkWorldCafeAtXP2011Results?feat=directlink#5605477727341141010

https://picasaweb.google.com/OlafLewitz/ALENetworkWorldCafeAtXP2011Results?feat=directlink

• How Do You Get Feedback? • How Do You Measure Results?

Shorten the feedback cycles, so you learn faster.

http://www.flickr.com/photos/mil8/2164167813/

http://www.flickr.com/photos/mil8/2164167813/

The Feedback Door

Feedback... sticky notes Measure... happiness index

http://www.noop.nl/2011/04/the-feedback-door.html






3 Principles for good KPI’s / metrics

1. The KPI relates to a stakeholder’s purpose

2. The KPI helps improve an aspect of the system

3. The KPI is part of the work of those who are interested in it

metrics

targets

incentives

• How Do You Accellerate Results?

Try, again and again, until you have it right. (And learn from other people’s failures.)

http://www.huffingtonpost.com/2010/04/15/history-tablet-pc-photos_n_538806.html








I’ve noticed that game design also takes many iterations...

A social system is complex and adaptive. Keep poking it with ideas and see how it responds and changes.

The System

We can't control systems or figure them out. But we can dance with them. - Donella H. Meadows, Thinking in Systems

http://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557/










You want the organization to be more Agile? • What Is Your Goal? • Where Is It Going Well? • What Are the Crucial Steps? • When and Where Do You Start? • How Do You Get Feedback? • How Do You Measure Results? • How Do You Accellerate Results?

Consider the individuals

The Individuals

http://www.change-management.com/

ADKAR model Hiatt




• How Will You Communicate? • How Will You Set an Example?

Choose ways to communicate...

http://www.flickr.com/photos/ajnabee/18211729/

http://www.flickr.com/photos/ajnabee/18211729/

And set the right example...

• How Do You Make It Urgent? • How Do You Make It Desirable?

Address people’s intrinsic desires.

http://www.globo.com/



“16 Basic Desires” Acceptance The need for approval

Physical Activity Or exercise

Curiosity The need to think

Power The need for influence of will

Eating The need for food

Romance The need for love and sex

Family The need to raise children

Saving The need to collect

Honor Being loyal to a group

Social Contact The need for friends

Idealism The need for purpose

Status The need for social standing

Independence Being an individual

Tranquility The need to be safe

Order Or stable environments

Vengeance The need to strike back

Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002


Physical Activity Or exercise



Eating The need for food

Romance The need for love and sex

Family The need to raise children

Saving The need to collect






Tranquility The need to be safe


Vengeance The need to strike back












“Self-Determination Theory” Acceptance The need for approval









Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004

Competence The need to feel capable

Autonomy The need to choose one’s own actions

Relatedness The need to be socially involved

“Self-Determination Theory” Acceptance The need for approval




Social Contact / Relatedness The need for friends



Independence / Autonomy Being an individual



Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004

10 Intrinsic Desires Acceptance The need for approval










“Drive” Acceptance The need for approval





Idealism / Purpose The need for purpose




Competence / Mastery The need to feel capable

Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009

10 Intrinsic Desires



Acceptance The need for approval

Mastery / Competence The need to feel capable


Freedom / Independence / Autonomy Being an individual

Relatedness / Social Contact The need for friends


Goal / Idealism / Purpose The need for purpose


Find innovative ways to target human needs

Curiosity

Honor

Acceptance

Mastery

Power

Freedom

Relatedness

Order

Goal

Status

• What Will You Tell Them? • Who Will Be Teaching?

Use experts to help people understand exactly what to do.

http://www.imdb.com/title/tt0266697/

http://www.imdb.com/title/tt0266697/

Gurus, coaches, mentors, trainers...

• What Makes It Easy? • How Can They Practice?

Make it as easy as possible for people to make a change.

Scrum... easy to start with (though not easy to do well)

• What Are the Short-Term Wins? • What Makes It Sustainable?

http://www.engadget.com/2008/04/11/nike-going-wifi-and-3g-headed-to-iphone/

Build habits with small successes to make behaviors sustainable.
















Reinforcement through play, collaboration, competition...

Sending rational messages is not enough. Treat people as emotional beings who can use a little help on the way.

The Individuals

Discover a few vital behaviors, change those, and problems—no matter their size—topple like a house of cards. - Kerry Patterson, Influencer

http://www.amazon.com/Influencer-Change-Anything-Kerry-Patterson/dp/007148499X/










You want developers to educate themselves? • How Will You Communicate? • How Will You Set an Example? • How Do You Make It Urgent? • How Do You Make It Desirable? • What Will You Tell Them? • Who Will Be Teaching? • What Makes It Easy? • How Can They Practice? • What Are the Short-Term Wins? • What Makes It Sustainable?

Consider the interactions

The Interactions

http://en.wikipedia.org/wiki/Diffusion_of_innovations

Adoption Curve model Rogers

http://en.wikipedia.org/wiki/Diffusion_of_innovations

• Are You Committed? • Who Is Assisting You?

http://www.whitehouse.gov/photos-and-video/photogallery/august-2011-photo-day

Make sure you are not on your own. Ask other people for help.












http://twitter.com/#!/olaflewitz

Some of my heroes...

http://twitter.com/#!/duarte_vasco

http://twitter.com/#!/alexboly

http://twitter.com/#!/jacoporomei

http://twitter.com/

http://twitter.com/

http://twitter.com/

http://twitter.com/

http://twitter.com/

http://twitter.com/

http://twitter.com/

• Who Will Be the Innovators?

http://www.iphone-ipod.org/

Find the innovators who want to be the first to try new things.




Some “innovators” interested in the Management 3.0 book...

• Who Are the Early Adopters? • How Will the Leaders Help?

Find influential people...

And let them convince early adopters...

• How Do You Reach the Early Majority? • How Will You Cross the Chasm?

http://www.flickr.com/photos/runkalicious/5067038840/

Adapt your approach so that you are able to cross the “chasm” between early adopters and early majority.

http://www.flickr.com/photos/runkalicious/5067038840/

From “Agile Management” to “concrete practices for managers”

• How Will You Deal with Skeptics?

Listen to the skeptics and understand what is holding them back.

“It will never work...” -> I must broadcast our successes. “There’s a hidden agenda...” -> I will be ridiculously transparent. “You are xenopohobic...” -> I must be careful of my language.

• How Do You Prevent a Relapse? • How Do You Deal with Resistance?

Don’t stop too soon! Keep monitoring things and don’t give the laggards a chance to undo all your work.

“It seems Agile has succeeded. Let’s get out of here!” Ehm no, maybe stay around for a while...

The Interactions

Behaviors are transmitted from person to person in a social network. Treat them as beneficial viruses.

What distinguishes high performers are large and diversified personal networks. - Rob Cross, The Hidden Power of Social Networks

http://www.amazon.com/Hidden-Power-Social-Networks-Understanding/dp/1591392705/










You want people to use your services? • Are You Committed? • Who Is Assisting You? • Who Will Be the Innovators? • Who Are the Early Adopters? • How Will the Leaders Help? • How Do You Reach the Early Majority? • How Will You Cross the Chasm? • How Will You Deal with Skeptics? • How Do You Prevent a Relapse? • How Do You Deal with Resistance?

Consider the environment

The Environment

http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

Five I’s




















• How Do You Make Things Visible? • How Do You Ease Communication?

http://traversealive.com/

Keep goals visible and make people aware of their actual behavior.

http://traversealive.com/

Use information radiators to stimulate progress.

• What Is the Group Identity? • How Can You Apply Peer Pressure?

http://www.wldcup.com/news/2008/06/20080620_49206_soccer_news.html

Appeal to a higher identity that people want to associate themselves with.

http://www.wldcup.com/news/2008/06/20080620_49206_soccer_news.html

http://www.animalwallpaper.org/brown-bears-wallpaper-1-bear.html/brown_bears-1-2














A common tactic: them versus us

http://www.flickr.com/photos/mfloryan/6135910482/

http://www.flickr.com/photos/mfloryan/6135910482/

• Can You Incentivize Good Behavior?

http://dolphinswimming.dolphindiscovery.com/index.php/tag/abc-animal-training/

Incentivize good behavior with small rewards.






A word of appreciation often works quite well...

http://yfrog.com/z/gzy12hsj

http://yfrog.com/z/gzy12hsj

• Which Barriers Will You Remove? • Which Guides Will You Place?

http://www.azdot.gov/ccpartnerships/roundabouts/history.asp

Remove obstacles and add guidance to make things easier.

http://www.azdot.gov/ccpartnerships/roundabouts/history.asp

Make required steps as simple as possible.

• Who Can Make the Rules?

Define and enforce rules of good conduct...

http://www.flickr.com/photos/wordridden/53998367/

http://www.flickr.com/photos/wordridden/53998367/

Through independent institutes, or communities of practice...

Behavior is a function of a person and his or her environment. Instead of changing a person, change the environment.

The Environment

Culture changes only after you have successfully altered people's actions, after the new behavior produces some group benefit for a period of time. - John P. Kotter, Leading Change

http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/










You want your friends to go to a conference? • How Do You Make Things Visible? • How Do You Ease Communication? • What Is the Group Identity? • How Can You Apply Peer Pressure? • Can You Incentivize Good Behavior? • Which Barriers Will You Remove? • Which Guides Will You Place? • Who Can Make the Rules?

Change Management 3.0

Follow the Bright Spots

Script the Critical Moves

Point to the Destination

Find the Feeling

Shrink the Change

Grow Your People

Tweak the Environment

Build Habits

Rally the Herd

Clone what is working well

Clearly define specific behaviors

Explain why it’s worth it

Make people feel something

Make small steps easier

Cultivate a sense of identity

Change people’s situation

Encourage people’s habits

Develop contagious behavior

1) Direct the Rider

2) Motivate the Elephant

3) Shape the Path

Other models... Switch

Other models... Switch 35%

Make the Undesirable Desirable

Harness Peer Pressure

Design Rewards and Demand Accountability

Surpass Your Limits

Find Strength in Numbers

Change the Environment

Personal

Social

Structural

Other models... Influencer

Motivation Ability

Other models... Influencer 55%

1. Establish a Sense of Urgency

2. Create the Guiding Coalition

3. Develop a Vision and Strategy

4. Communicate the Change Vision

5. Empower Employees for Broad-Based Action

6. Generate Short-Term Wins

7. Consolidate Gains and Produce More Change

8. Anchor New Approaches in the Culture

Other models... Leading Change

Other models... Leading Change 65%

Early

Ask for Help

Connector

Do Food

Early Adopter

Guru on Your Side

In Your Space

Piggyback

Stay in Touch

etc…

Later

Corporate Angel

Dedicated Champion

Hometown Story

Just Enough

Local Sponsor

Mentor

Royal Audience

Smell of Success

etc…

Other models... Fearless Change

Other models... Fearless Change 80%

Change Management 3.0

http://www.management30.com/change-management/




Thank You

@jurgenappelo (twitter)

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jurgenappelo.com (site)

noop.nl (blog)

management30.com (book)

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How To Change The World

Technology

apply peer

stable environments

raise children

social standing

stable environments

approval physical

determination

group social