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.
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. 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.
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. 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. 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. 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. 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. 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
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. 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. Here’s a Story
example WOL under the
stairs + pic from
Jonathan Anthony
talking to ee’s
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. 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. 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. 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. 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. 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
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. 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. 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. 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. Thought Leadership Pod
Direct client collaboration in a Pod lead to a series of successful
webinars and whitepapers presented to thousands of customers.
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. 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. Why Job Jars
Job jars allow you to connect with your co-workers
and choose with whom you like to
work.
31. 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
32. 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
35. 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
37. 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
38. 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
39. 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
40. 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.
41. 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
42. 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)
43. 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.
44. 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.
45. 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
47. 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
48. 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
49. 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
50. 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
51. 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.
52. 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
53. 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
54. Get your free chapter of the ARK book
http://www.changeagentsworldwide.com/books
55. 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