Strategy to Action: The Power of HSD Session 3: HSD and Planning for Change November 5, 2008 Glenda H. Eoyang, Ph.D. [email protected] [email protected].

Strategy to Action:Strategy to Action:The Power of HSDThe Power of HSD

Session 3: HSD and Planning for Change Session 3: HSD and Planning for Change November 5, 2008November 5, 2008

Glenda H. Eoyang, Ph.D.

[email protected]

Jennifer Schuster-Jaeger

[email protected]

mailto:[email protected]

mailto:[email protected]

© 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?


Series GoalSeries Goal

Improve your performance as you:

Manage projects

Plan for changeTrain and develop capacity

Manage performance

Communicate

Lead virtual teams


Series OverviewSeries 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


Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang

[email protected]@hsdinstitute.org

Executive Director of HSD Institute

I plan for: Self Family Institute Clients Communities

I have a real distaste for uncertainty!


Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger

[email protected] [email protected]

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


Today we will . . . 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.


Three Kinds of ChangeThree Kinds of Change

Static Object at rest

Dynamic Smooth movement

Dynamical Unpredictable movement


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


Static ChangePlanning

Decide if it really is “at rest”Revisit your plan oftenKnow who else is pushingExpect the system to push backBe aware of time and delayed

feedbackWatch for unintended

consequences


How does it work?How does it work?


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


Dynamic ChangePlanning

Know your players and their histories

Look for surprisesDon’t hesitate to stop and re-planBe clear about the path and your

skepticism about the pathDepend on multiple data sources

and points of view




Dynamical Change

A surprising sequence of changeSometimes 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


Dynamical ChangePlanning

Look for patterns across scalesFocus on multiple horizonsHold the question and stay in

inquiryStay with it over time



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





Focus on multiple horizonsEach 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 planningCapture and share stories past, present,

and futureEngage stakeholders





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





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




For more information: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


Today we. . . 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.


Next time we will . . . Next time we will . . .

Consider complex human systems dynamics of Communications.

December 10, 2008Same placeSame time

What are your communications

challenges?

Strategy to Action: The Power of HSD Session 3: HSD and Planning for Change November 5, 2008 Glenda H. Eoyang, Ph.D. [email protected] [email protected].

Documents

hsd planning

hsd training

hsd communications

hsd performance management

hsd project management

hsd virtual teams

unpredictable change

static change planning