Keynote presentation by Stephen Hacker (Chair, ASQ Global) titled “Process Improvement within a Wicked Problem Environment” at the 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.

1. Process Improvement within a
Wicked Problem Environment
Stephen Hacker

7. Getting to the Root of the Problem

8. Wicked Problems

9. Wicked Problems
• Stakeholders have radically different world
views and different frames.
• Constraints and resources change over time.
• Problem is never solved definitively.
• Every problem is essentially novel and unique.
• Economic, environmental, political
problems…requiring many to change mindsets
and behaviors.

10. Wicked Problems
• The problem is not fully understood until after
a solution has been successfully employed –
full problem definition lacking.
• The problem has no stopping rule.
• Solutions are not right or wrong; think better
or worse.
• Every wicked problem can be considered to be
a symptom of another problem.

11. Consider
• What are the ‘roots’ of
your organizational issues?
• What process are you
using to transform your
operation?
• Where have you initiated
transformation in self
lately?

12. We are taught to
look at the ROOT
of the Problem

13. Strategies for Organizational Work
Incremental
Standardization Improvement Transformation
R R
R
E E
E
S S
S
U U
U
L L
L
T T
T
S S
S
TIME TIME
TIME

14. What is
Transformation?
The marked change in
the nature or function of
organizational systems
creating discontinuous,
step-function
improvement in sought
after result areas.

15. Transporting Goods

16. Transformational Impact of the Wheel

17. Incremental Increase Approach
Has Its Limits

18. Internal Combustion Engine

19. Complex systems have always existed, of course-and business
life has always featured the unpredictable, the surprising, and the
unexpected. But complexity has gone from something found
mainly in large systems, such as cities, to something that affects
almost everything we touch: the products we design, the jobs we
do every day, and the organizations we oversee…Systems that
used to separate are now interconnected and interdependent,
which means that they are, by definition, more complex.
Gökçe Sargat & Rita Gunther McGrath,
“Learning to Live with Complexity”
Harvard Business Review, Sept 2011.

20. From complicated (many moving part but operate in
patterned ways) to complex (interactions that are
continually changing). Complicated systems can be
seen in the electrical grid that powers a community or
flying a commercial aircraft. Six Sigma process and
traditional quality tools can be applied.
Complex environments have three elements:
Multiplicity – number of potentially interacting elements.
Interdependence – relates to extent elements are connected.
Diversity – the degree of their heterogeneity.

21. The Transforming
Environment

22. 7 Thousand Years Ago
Large Scale
Civilization

23. 170 Years Ago
Industrial Revolution

25. Average Lifespan at
Humans by Era Birth
(years)
Life
Upper Paleolithic 33 Expectancy
Neolithic 20
Bronze Age and Iron Age 35+
Classical Greece 28
Classical Rome 28
Pre-Columbian North
America 25-30
Medieval Islamic Caliphate 35+
Medieval Britain 30
Early Modern Britain 40+
Early 20th Century 30-45
Current world average 67.2

26. Average Life Expectancy
World Industrialized
1900 30 yrs 50 yrs
Exponential yrs
2009 67
Change yrs
78 ∆
1800 1850 1900 1950
2000 Time

27. Exponential Rate of Change
Integrated circuit chips, memory storage
Evolution of life
Communication speed
Patent applications
DNA sequencing
Building construction

28. Social-Technical
Transformation
Change is
Accelerating

29. Organizations are Transforming
Worldwide
Social Restructuring
Unified Markets
Technology Skip
Abundance of Goods
Abundance of non-survival time
Changing Political Structures
Maturing of Democracies

30. Change is Accelerating
• The world is rapidly
changing, complexity
growing
• Individuals are shifting
in outlooks, visions,
skill sets, and
consciousness
• Required proficiency -
Transformational
Leadership

31. Social-Technical
Change is
Accelerating

32. So, what will?

33. The Five Critical Elements

34. Cast a Transformative Vision
• Not incremental but transcends current
state
• Full in expression and time targeted
• A measurable destination
• Has the taste and feel of a creation
worthy of your life’s energy
• In alignment with individual purposes

35. Expose the Burning Platform
• Answer the question, ‘Why do anything?’
• Paint realistic scenarios of non-action
• Recognize individuals have varying
intensities given their situations
• Leadership can present update
performance consequences
• Do not manufacture false burning
platforms

36. Create Robust Performance
Measurement System
• Link processes and outcomes
• Cascade system from top to individual
• Have common format and metric types
when possible
• Review on a regular basis seeking cause
and effect…not blame and excuse
• Make visible and key to conversations

37. Address Culture Directly
• Results are where they are based upon
culture
• Leadership has formed a culture
requiring coaching
• Work mindsets. Of the performance
mindsets, intentional creation is most
important to establish
• Engage the person

38. Develop Plan to Close the Gap
• Work from the vision to point of
departure
• Seek energy versus the best technical
answer
• Determine degree of commitment
• Review plans with expectation of
completion…if not competed seek
understanding of will

39. Transformational Design

40. Transformation Cornerstones
Self Interpersonal
Mastery Mastery
Value Change
Exchange Methodology

41. The Transformation Cycle
Situation Appraisal
Planning
Transformation Design Process
Leadership Team Recycle
Formation/Renewal &
Renewal
All-spirits
Information Adjustments
Sharing
C.A.M.P. Pre-work Review
Breakthrough
Process
Implementation
Creating
Alignment and Management Continuous Visible
Attunement to Performance Process Results
Maximize Management Improvement System
Performance System
Standardization –
Systems Mgt.
On Going, Targeted Education, Training, and Development At All Levels

42. hackers@tsi4results.com
Successful Organizational Transformation: The Five Critical
Elements; Marvin Washington, Stephen Hacker & Marla Hacker;
Business Experts, 2011
Transformational Leadership: Creating Organizations of Meaning;
Stephen Hacker & Tammy Roberts; Quality Press, 2004
Leading Peak Performance: Lessons from the Wild Dogs of Africa;
Stephen Hacker & Marvin Washington; Quality Press, 2007

43. What is you Program of the Month?