Wa Lean Government Framework and Cynefin Framework
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Slides from my time with the executive leaders of the Washington Student Achievement Council. Pairing Washington State's Lean Government Framework with Dave Snowden's Cynefin framework.
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Wa Lean Government Framework and Cynefin Framework
- 2. Today 1. My Lean Tributaries 2. Lean Government Framework o Categorizing the business of government 3. Cynefin Framework o Making sense of the business challenges • Today’s Objectives – Inspire you to adapt what you hear to your leadership – Encourage you to know you’re already doing some great things – Or a combination of both! 2
- 3. My Lean Journey Tributaries • USMC 1981‐87 • Geary Rummler – performance consulting • Quality steering committee DOC 1997 • WSQA/Baldrige Examiner in DOC & DOR • GOV Office ‐ GMAP/Accountability & Performance 2010 • 240 Lean expert partners 2011‐13, 5 common themes • Shingo Model • John Shook, LEI Lean Transformation Model • Results Washington – Results Model • DES government to government consulting – Lean Government Framework 3We’re all learning from those who have gone before us on the journey.
- 4. Lean as Operations Strategy Choose Lean as strategy Develop shared principles & values. Choose (or create) method or tool. Adapted from “This is Lean: Resolving the Efficiency Paradox” by Niklas Modig & Par Ahlstrom Face performance challenge. Lean 4
- 5. Lean Government Framework Mindset Purpose Capability Process Management System You Your Business Needs and 5 Adapted from John Shook’s Lean Transformation Model and my experience creating Washington State Government’s Lean Expert Partnership Program
- 6. Categorization Framework • Framework precedes data • Categorize observations and data into the framework’s components • Lead the business of government 6
- 7. Management System Questions To Answer Mindset What are the values, beliefs and assumptions that support this way of working and being? Process Purpose Capability What problem are we trying to solve for our customers and stakeholders? What work do we need to do to deliver value to our customers and stakeholders? What capabilities do our public servants need to do the work and achieve our purpose? What management systems will support all our efforts? You Your Business Needs and 7
- 8. Management System Let’s get clear about the leadership behaviors and systems required to help everyone see when we are on track or off and quickly make adjustments. Things To Get Clear About Mindset Let’s get clear about the values and assumptions that support this way of working and being. Process Let’s get clear about the work that needs to be done to accomplish our purpose, make process performance visible, solve problems and improve the work. Purpose Capability Let’s get clear about the leader’s role in building capabilities in our team members to do the work in our processes and improve the results we are striving toward. Let’s get clear about why our organization exists, what customers want and need and the role each team member has in delivering value to customers and stakeholders. You Your Business Needs and 8
- 11. Sense Making Framework • Data precedes framework • Categorize observations and data into the framework’s components • Determine how best to proceed to respond to challenges Cynefin Framework 11
- 12. The Cynefin Framework By Dave Snowden Complicated Simple Complex Chaotic Unknown unknowns Unknowable unknowns Known unknowns Known knowns sense‐analyze‐respond sense‐categorize‐respond Good Practice Best Practice Emergent Practice Novel Practice probe‐sense‐respond act‐sense‐respond Disorder 12
- 13. Making Sense of Challenges Relationship Between Cause & Effect Type of Action Needed Known Knowns 2+2=4 Simple Known Unknowns A‐‐‐‐C>E Complicated Unknown unknowns Complex Unknowable Unknowns C = E Chaotic Sense Categorize Respond Sense Analyze Respond Probe Sense Respond Act Sense Respond Best Practice Good Practice Emergent Practice Novel Practice Analyze or get expertise; several legitimate ways of doing things Run experiments to find new ways of doing things Move quickly to stabilize the situation SOPs, current best way to work 13