Transcript FF_22008_v1 - Adapt Knowledge

Finding the Fix that Fits:
Human Systems Dynamics at Work
February 20, 2008
Mental Model Gymnastics
Glenda H. Eoyang, Ph.D.
[email protected]
February 2008
© 2007. Human Systems Dynamics Institute.
1
1
Finding the Fix that Fits
Introduction: The Fix that Fits
October 3, 2007
Session 1: Self-Organizing
November 28, 2007
Session 2: Fingerprints of Chaos
December 19, 2007
Session 3: Adaptive Action
January 9, 2008
Session 4: Mental Model Gymnastics
February 20, 2008
Session 5. Seeing and Influencing
March 5, 2008
Session 6: Shaping Possibilities
April 16, 2008
2
Your Last Assignment
(if you chose to accept it)
 Consider a current issue for you or your team.
 Use post-it notes to identify the aspects of the
issue that fall into each part of the Landscape
Diagram.
 Decide which is most problematic for you and your
team.
 Make a plan and take action to move it.
 Watch what happens and be prepared to share your
discoveries.
3
3
Today we will . . . .
 Challenge your mental model of productivity for
individuals and groups.
 Define generative relationship.
 Explore a model that helps you assess and
intervene to improve the productivity of a group.
 Assess the current productivity for a group you
are engaged with and plan an intervention to
improve.
4
Your Guide . . . Glenda Eoyang
Glenda H. Eoyang, Ph.D.
[email protected]
 Productivity
 Mechanical metaphors assume faster and
harder are better.
 Biological metaphors assume adaptation
and survival are better.
 Who is right?
 It depends.
 Which mental model fits the situation,
resources, expectations?
 The critical question is:
Are you and your group prepared to
know the difference and pursue the
most “fit” solution to improve
productivity?
5
Faster and Harder Are Better
6
Adaptation and Survival Are Better
7
How do you currently measure productivity?
Measures of
fast and hard
Measures of
adapt and survive
8
Traditional Measures Work
when They FIT
 Outcome is known.
 Process is predictable.
 Resources are available.
 Consistency is important
and possible.
 Homogeneity is the rule
rather than the exception.
 Parts are either identical or
few in number.
 Process is under control.
9
Traditional Measures DO NOT Work
when They DO NOT FIT
 Outcome is unknown or
unknowable.
 Process is unpredictable.
 Resources are scarce.
 Consistency is not important or
impossible.
 Homogeneity is the exception
rather than the rule.
 Parts are either diverse or many
in number.
 Process is not under control.
10
So, what does work?
 Generative relationships:
 Multiple players
 Complex interactions
 Emergent system-wide
patterns
 Surprising change over time
 This works for both human
and other systems.
 We will focus on the
human ones.
 How do you measure
performance?
11
Generative Relationship STAR
• Originally developed by Brenda Zimmerman.
• Defines four factors that shape productivity.
• Helps you assess the current balance among the
factors.
• Provides hints about how to intervene to shift
factors to improve generative productivity.
• Helps a group reflect on their own processes
without getting side-tracked into personal or
psychological territory.
12
Generative Relationship STAR
Similarities and
Differences
13
Similarities and Differences
 Similarities hold the group together.
 Differences define patterns of interaction and
potential for change.
 Both need attention for a generative action to form.
 When there’s too much difference . . . .
What can you do?
 When there’s too much similarity . . .
What can you do?
14
Generative Relationship STAR
Similarities and
Differences
Talking and
Listening
15
Talking and Listening
 The connections allow diverse agents to work
together to form new, shared patterns.
 Talking lets the individual inform the group.
 Listening lets the group inform the individual.
 Transformation happens for individual and group.
 When there’s too much talking . . . .
What can you do?
 When there’s too much listening . . .
What can you do?
 When there’s not enough talking and listening . . .
What can you do?
16
Generative Relationship STAR
Similarities and
Differences
Talking and
Listening
Authentic Work
17
Authentic Work
 The authentic work gives a focus to the energy of
the group.
 It provides a feedback loop that supports
adaptation over time.
 It gives evidence to those inside and others outside
that something is happening.
 When there’s too much work . . . .
What can you do?
 When there’s not enough work. . .
What can you do?
18
Generative Relationship STAR
Similarities and
Differences
Talking and
Reason
Listening
Authentic Work
19
Reason
 The reason for coming together draws the right
players into the group and keeps the group moving
forward.
 In traditional models, the reason comes first. In
generative relationship it may develop over time.
 A shared reason will work even when there are
“hidden agendas.”
 When there’s not a good enough reason . . .
What can you do?
20
Consider Your Group
Similarities and
Differences
What are the similarities that
hold you together and the
differences that inform your
work?
Talking and
Reason
Listening
Authentic Work
21
Consider Your Group
Similarities and
Differences
What are your habits for talking
and listening?
Do they serve you well?
Talking and
Reason
Listening
Authentic Work
22
Consider Your Group
Similarities and
Differences
What is your authentic work?
Is it serving you and your
customers well?
Talking and
Reason
Listening
Authentic Work
23
Consider Your Group
Similarities and
Differences
What is your reason for being
together?
How do you articulate and
reinforce that reason over time?
Talking and
Reason
Listening
Authentic Work
24
Consider Your Group
Similarities and
Differences
Which point of the STAR is out
of balance?
Talking and
Reason
Listening
Authentic Work
25
Consider Your Group
Similarities and
Differences
Talking and
Reason
Listening
What can you and others do to
balance the points of the
Generative Relationship STAR?
Authentic Work
26
Today we have . . . .
 Challenged your mental model of productivity for
individuals and groups.
 Defined generative relationship.
 Explored a model that helps you assess and
intervene to improve the productivity of a group.
 Assessed the current productivity for a group you
are engaged with and plan an intervention to
improve.
27
Your Assignment
(if you choose to accept it)
 Implement the plan of action you defined as you
considered the STAR and your generative group.
 Document changes you notice as a result.
 Reassess the STAR for the group.
 Be prepared to share your findings.
28
28
Finding the Fix that Fits
Introduction: The Fix that Fits
Session 1: Self-Organizing
Session 2: Fingerprints of Chaos
Session 3: Adaptive Action
Session 4: Mental Model Gymnastics
Session 5. Seeing and Influencing
Session 6: Shaping Possibilities
October 3, 2007
November 28, 2007
Dec 19, 2007
January 9, 2008
February 20
March 5, 2008
April 16, 2008
29
THANKS!
HSD in Action means that you can
AND
30