PM EXPO - Rome - Nov. 2016 - The harder you push the harder the system pushes back
?
0 likes?299 views
A speech about change, change management and how effectively helping groups to self-organize is part of the work of a new generation leaders... Host Leaders!
PM EXPO - Rome - Nov. 2016 - The harder you push the harder the system pushes back
- 1. THE HARDER YOU PUSH, THE HARDER THE SYSTEM PUSHES BACK. EMILIANO SOLDI C STEFANO LUCANTONI
- 2. As Agile Coaches we address several challenges to help organizations on their path to change
- 3. CHANGE THE DANCE OF SHIVA CHAPTER ONE
- 4. HOW MANY CHANGE AGENTS ARE NEEDED TO CHANGE A LIGHTBULB? JUST ONE! BUT THE LIGHTBULB MUST WANT TO BE CHANGED
- 6. BERLIN WALL FALL NOVEMBER 9TH 1989
- 7. Motore dell'innovazione l'Etica, cio il desiderio sincero e forte di servire l'uomo. WHAT IS CHALLENGING THE STATUS QUO?
- 9. Change happens primarily at the individual level. In order for a group or organization to change, all the individuals within that group or organization must change. This means that in order to affect change in our organizations, businesses and communities, we must first understand how to affect individual change. WHEN CHANGE HAPPENS?!
- 10. Are you speaking to me? Do you really want me to change???
- 11. Resistance to Change Change can be disorienting, creating stress and anxiety for many people. First reaction is to try to avoid the change, often this occurs being passive. Others will resist the change through tactics such as negativity, destructive criticism and, in extreme cases, sabotage.
- 12. ?PEOPLE DONT RESIST CHANGE. THEY RESIST BEING CHANGED!? - PETER SENGE
- 13. 13 CHAPTER TWO
- 14. Copyright Prosci 2014. All rights reserved.
- 15. THE KOTTER MODELS Accelerates 8-Step Process
- 16. A well structured hierarchy, with heavy managerial processes can produce reliable and efficient results on a weekly, quarterly or annual basis. Such an operating system lets people do what they know how to do, exceptionally well. THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)
- 17. WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT TO THE EXISTING HIERARCHY.
- 18. THAT SECOND OPERATING SYSTEM, IS DEVOTED TO THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY, THAT USES AN AGILE, NETWORK-LIKE STRUCTURE AND A VERY DIFFERENT APPROACHES.
- 19. FUNCTIONALHIERARCHY CROSSFUNCTIONALTEAMS IT COMPLEMENTS, RATHER THAN OVERBURDENS THE HIERARCHY, THUS FREEING THE LATTER TO DO WHAT ITS OPTIMIZED TO DO. IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN AND ACCELERATES STRATEGIC CHANGE.
- 20. MANY CHANGE AGENTS, NOT JUST THE USUAL FEW APPOINTEES
- 21. A WANT-TO AND A GET-TO, NOT JUST A HAVE-TO, MIND-SET
- 22. HEAD AND HEART, NOT JUST HEAD
- 23. Facilitation Creating space in order for people to self-organize CHAPTER THREE
- 24. 24 REINVENTING FACILITATION WITH A NEW METAPHOR HOST LEADERSHIP
- 25. 25 Inviter Initiator SIX NEW ROLES OF ENGAGEMENT Gate Keeper Space-creator Co-participator Connector
- 26. FOUR POSITIONS FOR THE DANCE OF THE HOST LEADER In the spotlight Up front, in full view With the guests Public, yet intimate 26 Stepping forward Stepping back In the gallery Overview In the kitchen Private, intimate
- 27. 27 Hosting yes but hosting what? Lets see spaces to open and hold in a new way!
- 29. 29
- 31. We definitely need to create space for collaboration so that everyone can effectively contribute to change
- 32. #