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Change Agents Worldwide Workshop KMWorld 2014

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The Future is already here and evenly distributed among the global members of the Change Agents Worldwide (CAWW) network. This half-day workshop shared their secrets: how they work, their values, how they adopt/adapt/exapt new ways of working with their global team. A team of Change Agents discuss leading organizational concepts such as: new models for organizational design, the power of self-organization, social and organizational network analysis, and more. They discussed the cornerstone of what makes their networked organization work: transparency, trust, authenticity, and a culture of sharing and cooperation. The CAWW network exemplifies how social and operational integration yields iterative improvements in responding to customers, working collaboratively with partners, and creating value in the marketplace. The workshop also covered what supports their work: SWARMS, Pods, Cookie Jars, Green Rooms, and other new processes based on agile and self-organizing principles.

Publié dans : Direction et management
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Change Agents Worldwide Workshop KMWorld 2014

  1. 1. Flexible & Agile Workstyles & Processes for the 21st Century Organization KM World Workshop November 2014 Susan Scrupski Founder, Change Agents Worldwide Catherine Shinners Founder, Merced Group Carrie Young Principal, Talk Social To Me Joachim Stroh Co-Founder, Change Agents Worldwide
  2. 2. Joachim Stroh, Speaker Co-Founder, CAWW about.me/joachim Joachim Stroh has been on the traditional information and knowledge management track for more than 15 years before shifting gears and moving on to the people side of things, always bridging the gap between business and technology (he is an architect at heart). A master with visualizations, he finds the best metaphors to seek a better understanding and to get more people involved. In our networked world we’re more connected to our organizations, society, environment - and each other. Catherine brings her background as a management consultant marketer and technologist, to help organizations and people build new agilities and adaptations to the way they network, learn, lead and create value. Today’s Facilitators Susan Scrupski CEO & Founder, CAWW about.me/susanscrupski Susan Scrupski Susan Scrupski is the founder of Change Agents Worldwide, an organization dedicated to changing the world of work. She’s been tracking the social phenomenon since 2006 as a blogger, researcher, and industry observer. She also founded The 2.0 Adoption Council which was one of the first communities established to help early adopters introduce social collaboration concepts and technologies to their Global 2000 organizations. Catherine Shinners, @catshinners collaboration-incontext.com Carrie Basham Young, @carrieyoung talksocialtome.com Trusted advisor to enterprise customers seeking to design, launch and grow their internal social networks. Builder of communities, the one behind the scenes that quietly hammers the pieces together until the strong foundation is evident. Seeker of early adopters and use cases, nurturing the human connections necessary to ensure buyers and their constituents trust and love a product.
  3. 3. What is the CAWW Network?
  4. 4. Today’s Agenda Our conversation today ● Introduction to Change Agents ● New workplace dynamics Worldwide (Susan) 9:00 - 9:30 am More complex, interdependent, changing and digital ● Accelerating Social Collaboration through Stories, Pods, Swarms and Enabling Social Processes in Cookie Jars and Green Rooms, based on Agile and Self-organizing Principles (Carrie and Catherine) 9:30 - 10:15 am ● Real stories Social capabilities benefitting companies ● Where you begin Solving strategic problems with collaboration ● Break 10:15 - 10:30 am ● Interactive session (All) 10:30 - 11:30 am ● Organizational Transformation Through an Open Framework (Joachim) 11:30 - 12:00 pm
  5. 5. What Work Is Like Today The world of work has become monotonous, joyless, and sanitized. Workers are assigned soulless tasks that are to be executed with drone-like efficiencies. Jobs are molded into obstinate competencies that are surrounded by political turf wars. Organizations are stuck in the industrial age unable to take advantage of the new networked era. Terry Gilliam/Brazil
  6. 6. The Challenge for the Organization Organizations are facing discontinuous and disruptive change, but organizational inertia blocks any attempt to formulate a response. This inertia must be overcome if a firm is to survive. Our mission is to fight this inertia and make the organization more responsive, more resilient, and open to change.
  7. 7. The Challenge for the Individual Our change agents bring fun, creativity, and passion back to the workplace by empowering individuals and teams to innovate in new and unusual ways and by evolving towards egalitarian networked structures that are goal-focused and growth-oriented. This enterprise reboot will result in a step change in innovation, productivity, and growth. Let’s get started.
  8. 8. The Challenge for Change Agents We work socially. We hold very few phone calls and web-conferences, and we do not email our members. We communicate and share nearly exclusively online on our private and public platforms. These skillsets allow our Change Agents to maintain a holistic view and to keep an eye on the dinosaurs down at the river banks...
  9. 9. Blurring the Boundaries CAWW Socialcast Community CAWW Website CAWW Blog CAWW G+ Community CAWW Wiki CAWW Wordpress CAWW G+ Brand Page CAWW Facebook CAWW Twitter CAWW Slideshare CAWW Pinterest CAWW Bloggers & Tweeters
  10. 10. From WIIFM to WIIFU - The CAWW Manifesto
  11. 11. Why this workshop We’ll show how we work, so you can do, too.
  12. 12. What are Stories? “Stories are statements regarding the facts pertinent to a situation in question, they can be anecdotes, the intrigue or plot of a narrative or dramatic work.” see also Denning
  13. 13. Why Stories ● stories have a beginning, middle & end ● stories act as an attractor (img) ● stories are easy to relate to ● stories often continue for weeks or months ● everyone feels energized, even for stories with a bad ending
  14. 14. Here’s a Story example WOL under the stairs + pic from Jonathan Anthony talking to ee’s
  15. 15. Stories: The CA Incubator Celine Schillinger, launched a revolution at Sanofi-Pasteur. She brought passion, courage, conviction to changing the culture. ● Internal Social Campaign for Gender Balance ● External Social Campaign for Break Dengue
  16. 16. Swarming for Education Masters Program, Learning and Organizational Change, Northwestern University #msloc430 ● 560 tweets in an hour ● 50 participants ● Four posted knowledge management topics ● Curated list of enterprise social network tactics and strategies created ● List of thought leadership and blog material ● Lasting relationship between NWU & CAWW ● High impact experience for students
  17. 17. Welcome to Biology Class. People are social animals. We apply lessons from nature to the complex work problems seen inside companies today. Cooperation and sharing openly, within a set of trusted relationships, creates value for the entire community.
  18. 18. What are Swarms? Swarm behaviour, or swarming, is a collective behaviour exhibited by animals of similar size which aggregate together, perhaps milling about the same spot or perhaps moving en masse or migrating in some direction. (Wikipedia) “From a more abstract point of view, swarm behaviour is the collective motion of a large number of self-propelled entities.” O'Loan; Evans (1998). "Alternating steady state in one-dimensional flocking". Journal of Physics A: Mathematical and General 32 (8): L99–L105
  19. 19. Swarms at CAWW Swarms are network-wide calls-to-action through an ad-hoc, unscheduled announcement. Anyone can participate; further interactions move into separate spaces.
  20. 20. Why Swarms ● Swarms provide important, urgent information in a central location ● Collaborative technology provides mechanisms for the alert (email, mobile and in-app visuals) as well as abilities for transparent communication (commenting and alerts) ● Used for information gathering and observation, sense of urgency and alignment, very little contribution required to arrive at large outcome
  21. 21. Show Me The (Swarm) Money!
  22. 22. Here’s Swarm a Tactics Swarm Using swarm tactics to engage a community in creating a vaccine for the Dengue Fever. #breakdengue example: arrival of a new client, call-for-papers, etc. Carrie
  23. 23. Diving Into Pods “In the ocean, a dolphin pod is the basic social unit. It provides for a cooperative, social way of life and increases the chances for individual survival. Cooperation and forming alliances are ways in which the more complex mammals attempt to manipulate their social environment. Such alliances require sophisticated means of communication in order to manage relationships. Dolphins do this by forming fluid, temporary groups called "pods", typically consisting of 2-15 animals. Dolphins are very social creatures and appear to need each other while hunting, defending themselves and their pods, and (obviously) mating.”
  24. 24. What are Pods Pods are secure, online, collaborative instantiated workspaces; they are based on a given template and process and require little or no onboarding for clients.
  25. 25. Why Pods Pods are pressure cookers that need to reach a certain “core temperature” when everything is on the line Everything is highly visible and accountable to raise the level of trust, surface organizational issues quickly Initially overload the pod with more-than- needed experts, both ECAs and SCAs Asynchronous experience for clients and Change Agents; add and consume as you can
  26. 26. Thought Leadership Pod Direct client collaboration in a Pod lead to a series of successful webinars and whitepapers presented to thousands of customers.
  27. 27. What are Job Jars Job jars contain important tasks that an organization grapples with, free for anyone in the organization to take on. Like a cookie jar, this concept requires an open and transparent process to work (you can see all cookies in the jar, it’s easy to open the jar, etc). Some employees will prefer chocolate cookies with a rich texture over plain vanilla ones.
  28. 28. What are Job Jars This kind of openness and transparent process will help alleviate fear and mistrust. For those that feel threatened, cookies don't have to be strategic (or oversized) - start with small cookies, get the recognition and rewards in place and build from there.
  29. 29. Why Job Jars Job jars allow you to connect with your co-workers and choose with whom you like to work.
  30. 30. What is a Green Room What/Green Rooms The best way to understand the value of the expertise and strength of a network, is to have a conversation. On occasion, we will invite a company into our virtual office for the unique opportunity to discuss one particular issue from your organization in private and for free. You will experience firsthand the accumulated knowledge and wisdom of our members. The format is an open conversation - the more you can share, the more help and insights we can provide. Everything that is shared will stay inside the room. Come sit down with our world class team. We'd love to talk to you about your greatest change challenges. Catherine
  31. 31. Why a Green Room A unique opportunity to get to know the client, the issues etc. without the performance pressure; a pull, not a push mechanism to draw in select people without the competence pressure; a way to sort through things before an actual project is started and resources are assigned
  32. 32. Green Room Example
  33. 33. Working Out Loud + WOL = observable work + narrating your work
  34. 34. Emergence & Incubation - WOL in the World Dennis Pearce - Leading at Lexmark now writing his Ph.D. thesis on WOL John Stepper - Designing for practice scaling a method, book + donorschoose.org Catherine Shinners @ Columbia University Bringing the practice forward to next gen leaders Bryce Williams - expanding and scaling the concept - WOL + AOL + SOL at Eli Lilly
  35. 35. Collaborating for Change ● 28 Change Agents essays ● 2 month collaboration - writing, producing, marketing, self-publishing ● Innovation by Design article about Change Agent network principles, social collaboration processes ● Written by 3 Change Agents ● Entire CAWW network reviewed, refined
  36. 36. Breakout Session Swarms Jars Stories Pods Catherine Susan ● 10 min coffee break ● 10 min table discussion (each group has one facilitator) ● 20 min regroup & present Carrie Joachim
  37. 37. Introducing the Organizational Transformation Matrix A better way to approach organizational change through a transparent & open process that unlocks human potential. “We are the sum of our parts. We are a stained glass window of different colors that combine to become an image of the future.” - Susan Scrupski
  38. 38. Why do you need a matrix like this? ● To provide a shared framework for organizational transformation, impact and change (you speak the same language across departments) ● To uncouple the framework from technology and make it vendor-agnostic (you want technology to follow function, not vv.) ● To preserve the diversity of work delivered by your change agents (they don’t take the normal path) ● To create a matrix that continuously updates your services portfolio (you continuously re-invent yourself) MOBILIZE ORG POTENTIA L UNLOCK HUMAN POTENTIA L This is the critical center piece that determines everything else.
  39. 39. How to best use the matrix ● as a pathway/roadmap for an org transformation ● as a constantly evolving portfolio/architecture ● as a strange loop* to see what we are actually doing *http://en.wikipedia.org/wiki/Strange_loop
  40. 40. How to best use the matrix ● begin with the end in mind and gain momentum throughout the organization ● begin at the heart of the matter (executive level), from there transform the organization ● select a few areas/patterns for improvement and see how the patient does (pain points) ● select all areas/patterns and iterate (slow fractal pattern)
  41. 41. Five kinds of change ● Individual change is change that we can enable on a personal level through simple introductions, guidelines, or initiatives. ● Systemic change is change that deeply pervades all parts of a system, taking into account the interrelationships and interdependencies among those parts. ● Structural change is change that alters the way authority, capital, information, and responsibility flows in an organization. ● Culture change is change that alters group norms of behavior, practices, attitudes and assumptions and the underlying shared values that help keep those norms in place. Denning Kotter ● Behavior Change applies a method or technique for changing one or several psychological determinants of behavior such as a person's attitude or self-efficacy.
  42. 42. Five drivers of change It is important to note that you are using existing language and refrain from using new terminology (i.e. the complex side effects that emerge) ● Organizational Communications & Collaboration - Communicating & collaborating around a common objective ● Organizational Alignment & Capacity - Consistently clear understanding of the organization’s purpose throughout the business organization’s entire value chain. ● Organizational Capability & Intelligence - Capability of an organization to comprehend and conclude knowledge relevant to its business purpose and to drive meaningful business results. ● Organizational Design & Governance - Process of reshaping and realigning organization structure, process, rewards, metrics and talent in order to achieve the outcomes the organization intends to produce. ● Organizational Performance & Effectiveness - Carrying out or accomplishing an action, task, or function.
  43. 43. In the beginning the canvas is blank Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence Individual Change Systemic Change Structural Change Culture Change Behavior Change ● This is the initial state, begin to uncover key drivers for change ● Select a few rows that drive change throughout the organization ● Run down a few columns that correspond to the selected rows ● Look for experts in change for selected squares ● Realize that some squares are easy to transform, others require significant effort
  44. 44. A horizontal transformation Individual Change Systemic Change Structural Change Culture Change Behavior Change Find experts in culture change for ● collaboration ● org alignment & capacity ● org capability & intelligence ● org design & effectiveness ● performance Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence
  45. 45. There can be a vertical roles Individual Change Systemic Change Structural Change Culture Change Behavior Change ● This is a full change program for organizational design and effectiveness ○ individual change ○ systemic change ○ structural change ○ culture change ○ behavior change Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence
  46. 46. Transformation is metamorphosis no transfor-mation partial transfor-mation Individual Change Systemic Change Structural Change Culture Change Behavior Change “A creature with a body plan designed for crawling on land and in trees becomes a creature with a body plan that is designed for flight. Other than life itself, they share nothing. The caterpillar cannot start to thin out, grow small wings, grow small legs etc all incrementally as a mechanical process. Instead it enters a kind of death, pupation, and emerges as an entirely new creature. It is either a caterpillar, a pupa, or a butterfly.” - Robert Paterson Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence full transfor-mation
  47. 47. A simple start Individual Change Systemic Change Structural Change Culture Change Behavior Change ● A simple transformation could begin with individual & behavior change ○ Working Out Loud ○ Personal Knowledge Mastery ○ Storytelling ○ Critical thinking Work out Loud Personal Knowledge Mastery Story telling Critical thinking Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence
  48. 48. A Trend: Culture Evolution Individual Change Systemic Change Structural Change Culture Change Behavior Change ● Consultancies cashing in on culture change caused by social ● Example: PwC 2013 Culture and Change Management Survey ● This is how you would address culture change and org effectiveness Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence Trust Culture Maps Leadership & Talent Coaching Employee Empower-ment Tools & Techniques #lawwe Self-Mgt Self-Org Jobs>Roles Gainsharing Network Maps Critical Thinking Skills
  49. 49. Sample Client Case Individual Change Systemic Change Structural Change Culture Change Behavior Change Heighten awareness and engagement for IT security. Increase information flows across the organization. Deepen commitment & engagement around good security practices. Instill a sense of continuous and informal learning. Heighten critical thinking & questioning around security. Align IT security with organizational purpose. Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence A critical business need is to enable employees need to deepen their understanding, commitment and engagement around good practice with security and have it be more than a compliance check mark. The focus of this engagement is on the internal workforce. They are seeking assistance from members of Change Agents Worldwide to implement two project areas: ● Develop a program for the [client] global network of employees and researchers to increase their awareness and engagement in IT Security and related compliance training and activities ● Launch of an organization-wide Enterprise Social Network that will engage key stakeholder units and become an essential fabric to all employees to stay informed, and connected to one another and the company culture.
  50. 50. Sample Member Case Individual Change Systemic Change Structural Change Culture Change Behavior Change ● Accelerating innovation - we have to recognize that we don't necessarily know the best way to work, but we must trust that we have the right people around to get us there. Increasing our connectivity and collaboration opens new possibilities. How does the "new" spur innovation and take it to market? ● Accelerating leadership - leaders matter a lot, in every setting, org, and corp. Leaders are at their best when they're surrounded by others who amplify their strengths and support their areas of growth. How does the "new" increase the rise of leaders and retention of talent? ● Accelerating learning - information and knowledge work has changed the predictability of jobs, especially for specialists. How does the "new" empower people to learn faster and take on more problem-solver roles? Personal Knowledge Mastery Leadership & Talent Coaching Continuous Learning Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence
  51. 51. Not every organization needs a full transformation Individual Change Systemic Change Structural Change Culture Change Behavior Change ● This is the optimum state, everything has been transformed ● Human potential is about to be unlocked in this organization Working Out Loud Purpose Personal Knowledge Mastery Autonomy Tools & Techniques Flow Org Processes Learning Org Org Forms Self-Mgt Self-Org Trust (indirect) Culture Maps (indirect) Leadership & Talent Coaching Empower-ment & Enable-ment Network Maps (indirect) Story Telling Push vs. Pull Informal Learning Distr Decision Making Critical Thinking Connect ivity Org Purpose Self Gover-nance Workforce Effective-ness Org Design & Governance Org Comms & Collaboration Org Performance & Effectiveness Org Alignment & Capacity Org Capability & Intelligence
  52. 52. Get your free chapter of the ARK book http://www.changeagentsworldwide.com/books
  53. 53. Image Credits Image Credits ● Terry Gilliam/Brazil ● Moebius ● Street art by Banksy ● James Bareham ● Serpentine Gallery Pavilion by Sou Fujimoto ● Street art by JR Mural in Brooklyn, NY ● Leslie Jones/Boston Public Library ● Ali Jafargholi ● Jonathan Anthony/This Much We Know ● Celine Schillinger/TED Bedminster ● Northwestern University ● Evans O'Loan ● Lukas Felzmann/Wired.com ● understanddolphins.com All CAWW slides are licensed under share-friendly Creative Commons BY 4.0 (i.e., "use at will"). www.changeagentsworldwide.com Presenters ● Susan Scrupski ● Carrie Basham Young ● Catherine Shinners ● Joachim Stroh