todd wilson presentation

Mindful Agile Transformation

FrameworkTodd Wilson

[email protected](702) 290-5210

mailto:[email protected]

What is Mindful ATF

An adaptive organizational

development framework that bridges agility and

organizational development

empowering leaders to drive sustainable

change.

Evolutionary

How Mindful ATF Works

Explains and Exposes Environment & Phenomenon

Rather Than

Simplify and Reducing Complexity

Today’s Intention

Introduction to missing components necessary for a sustainable agile

transformation.

Sneak Peak

Synthesis of Mindful ATF

• Thought Leadership• Mindfulness

• Clearing• Upsets• Adaptive • Perspectives

• Socialization• Agility

• Maturity Continuums

• Phenomenology • Ontology • Leadership

• Consciousness • Neroscience• Cognition• Cynefin (Kanevin)

• Psychology • Spiral Dynamics • Finite & Infinite • Presencing

• Emotional Intelligence

• Distinctions

• Change & OD

The Need

Complexity of Organizations

LEADING CAUSES OF FAILED AGILE PROJECTS

SURVEY

“In cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%”

(Version One 9th Annual State of Agile Survey)COMPLICATED / COMPLEXSURVEY

Complicated: Stratified Reductionism, highly efficient predictable and repeatable processes at scale(Fredric Taylor, Scientific Management)

Complex: System approach, high dependencies, less predictable, speed to resolution(McCrystal, Team of Teams)

CULTUREThe behaviors and beliefs

characteristic of a particular social, ethnic, or

age group:

What is changing?• People

• Process

• Structure

• Strategy

• Reward

Star Change Model (http://www.jaygalbraith.com/images/pdfs/StarModel.pdf)

People

Environment

LeadershipPracticesPerformance

StructureProcessesCulture

http://www.jaygalbraith.com/images/pdfs/StarModel.pdf

Institutionalizing ChangeJohn Kotter

1. Create Urgency2. Build Guiding Coalition3. Form Vision4. Raise an Army5. Enable Army6. Generate Short Term Wins7. Sustain Acceleration8. Institutionalize the Change (succession)

www.kotterinternational.com

http://www.kotterinternational.com/

Who is responsible?Executives

Sr LeadershipManagers

Team MembersExecutive Team

Guiding CoalitionThought LeadershipTeam Membership

Network Node & Fail Over

Executive Team• Create Urgency• Build Guiding Coalition• Form Vision• Raise an Army

Continuum WorkshopExposes maturity continuumsDefines the guiding coalition

Develops a transformation visionEmpowers the coalition

Reveal the System

Maturity Continuums

Leadership

TransformationalTransactional

Command &Control

Adaptive

Principles &

Practices

Process &Reductioni

st

Idealized influence attributed to charisma,

idealized influence behavior attributed to

beliefs and values, inspirational motivation, intellectual stimulation,

individualized consideration

Contingent rewards, management-by-

exception passive, management-by-

exception

Human Development Continuum (Don Edward Beck, Spiral

Dynamics)

Transformation Vision

For Company X that wants to discover new ways of being effective during change. Our Mindful Agile Transformation is adaptive unlike HR Programs of the past Mindful ATF bridges agility, practices, leadership, people development and environment sculpting to empower our employees for sustainable

innovation

Guiding CoalitionEnable the army

Generate short term winsSustain Acceleration

Institutionalize Change

• Seek out opportunity for agile adoption and transformation• Prioritize agile adoption efforts • Provide resources for areas of opportunity• Create goals for adoption efforts (% of agile teams etc)• Remove program and portfolio level impediments

WHAT

HOW

Thought LeadersEnable the army

Sustain AccelerationInstitutionalize Change

WHAT

HOW• Create possibilities within the areas of opportunity• Distinguish environmental phenomenon enabling

mindful and tactical interventions• Shape environment enabling acceleration of teams• Prioritize interventions

How it works together

Building Thought Leaders

Building Executive Team

Building Guiding Coalitions

Know your Self• Multiple Mind

• Multiple Perspectives

• Find Authentic Self

Values System

Perspectives

Bias &JudgementCognitive

Dissonance

Presencing

Breakthrough

ValMaryMike

“Most fun doing the most amount of work”“2 x 120”

“I stand for the success of others”

Know your Work• Find

Authentic Work

• Socialize to Current Work (as needed)

AuthenticSelf

Distinctions

Judgement (Free)Cynicism

(Free)

Let Go

Breakthrough

Cause in the MatterContributionCompassion

Stand for Others SuccessAll Possibilites

Nothing hidden, no distanceFix systems not people

Open MindOpen HeartOpen Will

Mike: 1st vs 2ndHarmony is hardMelody is easy

Understand Contextual Phenomenon

• Environment

• Leadership

• Motivations

• Performance

• Mindset

• Value Systems & Culture

Distinction

Inquire

InsightBreakthrough

Socialize

Institutionalize




Beliefs & Fallacy Logic

• Default Mode is to arrive at beliefs (emotional)• Our brains reward us (dopamine)

• Brains have several levels, primitive and evolved• The frontal lobe of the neocortex is the most recently evolved• The brain stem is most primitive (breathing, balance)

Maslow’s Hierarchy of NeedsSatisfy the most primitive needs first

• Most of our thinking is subconscious thinking• Beliefs live in the subconscious brain

Changing Belief• People find it difficult to

change long held beliefs

• Mindful ATF substitutes new dopamine hits for old beliefs Authentic

Self

Distinctions


(Free)

Let Go

Breakthrough





Motivation location

Needs & Motivations• Control (we are not victims of the universe

• Simplicity (as means of control)

• Stereotypes (boil things down)

• There Meaning for our lives (superstition)

• Big effects must have big causes (JFK or 911)

• Ego (adaptive - occurring world is shaped by ego)

• Avoid social embarrassment (avoid inconsistency)

• Resist admitting error (threats ego)

Cognitive Dissonance• Holding two conflicting beliefs at the same

time

• Avoid it through compartmentalizing

• Update both or one belief (rationalize belief)

Seek Reason not Rationalization

• Rationalization: Having an outcome and finding support for that outcome

• Reason: having data that develops an outcome

We fool ourselves with rationalization!!!

Deceiving the Brain• Senses are

constructed

• Perceptions are not passive they are reconstructed

We see what’s not thereWe draw connections

Patter RecognitionConfabulation- fills in blanks

Expose Perceptions• We are biased by our perceptions. To have an

open mind Mindful ATF expose perceptions

• Language as Filters

• Knowing what filters to remove…accelerates consciousness

• Build new filters

Building New Filters

Practices build cognitive ability

AuthenticSelf

Distinctions


(Free)

Let Go

Breakthrough





Removing The Unnecessary

Listening

Screens

Clearing Cognitive Dissonance

Preventing Upsets

Seek to understandRather to be understood

Shaping Occurring World

• Once Self is known then effectively shaping the system is possible

• Ontological self is adaptive and can sculpt Occurring world for others

• Knowing what to take away…

Expose the WorldPeopleMindsetConsciousnessValuesListening

EnvironmentCultureExpectationsLeadership

SocializationPhenomenon Interventions

EnvironmentLeadershipMotivation

PerformanceMindset

Culture …

KnowledgeProcess

PracticesPrinciples

CompositionStructure … Co

ncre

te P

lan

Envi

sion

Goals, Objectives, Measures

Cynefin (Kanevin) Model by Dave Snowden

"Cynefin" is the state of being influenced by

multiple pasts of which we can only be partly

aware: cultural, religious, geographic,

tribal, etc. “It describes that relationship: the

place of your birth and of your upbringing, the environment in which you live and to which

you are naturally acclimatised.” Default Decision

Sense making not Categorization Decision

Model• Obvious - relationship between cause and effect is obvious to all, the

approach is to Sense - Categorize - Respond and we can apply best practice.

• Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.

• Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.

• Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.

Mindfulness1. The quality or state of being conscious or

aware of something.

2. A mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and accepting one's feelings, thoughts, and bodily sensations, used as a therapeutic technique.

MindfulnessPractices

• Exposing Distinctions

• Establishing Axioms (self-evidently true.)

• Presencing (Theory U)

Educate YourselfLearning - is finite Education is infinite

Thank you,

[email protected] (702) 290-5210

mailto:[email protected]

todd wilson presentation

Leadership & Management