Mastering Complexity
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Mastering Complexity
Systemsthinking in a complex world for better understanding
Curated by Ides De Vos
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Learn or Lose: Agile Coaching and Organizational Survival

Learn or Lose: Agile Coaching and Organizational Survival | Mastering Complexity | Scoop.it
How can established organizations avoid being disrupted into oblivion? What are the key cultural and mental barriers to real learning and productive change? How can Agile approaches and coaching help, and how should they be customized to local conditions? Dan Prager explores the issues and gives a guided tour of helpful models and approaches.

Via Philippe Vallat
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Philippe Vallat's curator insight, January 26, 2015 4:40 AM

Good paper, I recommand. Quote: "The Rosetta Stones presented above provide an overview and brief introduction to a number of overlapping and complementary models that can aid Agile practitioners in finding an effective model to help understand, discuss, and guide organizations that are embarking on the challenging journey of cultural evolution."

Rescooped by Ides De Vos from Complex systems and projects
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Scharmer Theory U Model: Single Slide in PowerP...

Scharmer Theory U Model: Single Slide in PowerP... | Mastering Complexity | Scoop.it
This single slide PPT features the 4 levels of listening identified by Otto Sharmer. Download this editable Scharmer Theory U slide for immediate use. Browse through our range of Editable Single Slide PowerPoint Products.

Via F. Thunus, Philippe Vallat
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Rescooped by Ides De Vos from Change Management Resources
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Lead Through Personality Complexity: Enough with Change Resistance Already!

Lead Through Personality Complexity:  Enough with Change Resistance Already! | Mastering Complexity | Scoop.it

People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!

 

______________

...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.

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...Explore the symptoms of resistance:

 

[Try] using David Kersey’s Temperaments combined with the stages of Satir:

Satir Change Model Stages: Old Status Quo, Foreign Element, Chaos, Transforming Idea, Practice and Integration, New Status Quo.  This model explains how people respond to change physically, psychologically and logically. David Kersey’s Temperaments (Carl Jung based):
SP (Artisans): Live for the chaos! Love the excitement... inventing problems that might not exist so they have “something to solve. SJ (Guardians): Fight to preserve the status quo because it’s familiar...because they don’t want to dive into chaos until they know every possible detail of the change NF (Harmonizers): Help people through the pain of chaos...Will want to not implement a change if it’ll upset the ‘herd.’ NT (Rationals): Fly through the change when it appeases their logic and moves on to the next change before anyone else has integrated the first change.

 

...Imagine...a team with people [with] competing preferences trying to make sense of an Agile transformation? How about if you have Artisans [the author of this piece - Jason Little] keeping the organization in a constant state of chaos?    ....Now I realize it isn’t “the other people”, it’s my approach.  


 ...I need to know when to push, and when to lay off...and I didn’t even touch the hundreds of cognitive biases that affect how people respond to change. 

 

...you cannot put a budget and schedule on change, there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.

 

 

Related tools & posts by Deb:

Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.        Creator, Challenger, Coach through Change: Getting out of the Drama

             

Beyond Resilience: Black Swans, Anti-Fragility and Change

     

Messing up a Change Implementation with Someone Else’s Learning Culture?

 


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, May 19, 2014 3:49 PM

Leading through complexity is an essential element of change management.  This post  is a good reminder of the layers of difference in change adoption - useful for Jungians - and the MBTI familiar  (Myers Briggs, Keirsey) as well as those using similar personality tools.  


It's also a good reminder for leaders, who know the nuances of any personality assessment.  It highlights that your perspective is quite limited.  Different perspectives of those on your leadership team, if they are diverse and helpful in their differences, and speak up, is of great value in true leadership teamwork.  ~  D

Philippe Vallat's curator insight, May 19, 2014 5:06 PM

Because complexity management has something to do with emergence, and emergence leads to change...

Deb Nystrom, REVELN's comment, July 19, 2014 3:34 PM
Some great shares here. Thanks for the comments and thanks everyone!