Appreciating Systems

Appreciating Systems for Genuine Efficiency
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#SystemsThinking As a Spiritual Practice #stwg #solutionfocus #appreciativeinquiry

I am not at all into this kind of mix between spirituality and, well, mundane things, but I must confess that this piece of blog from David Peter Stroh on Pegasus Com is well written and sounds right to the point!

Further, I see a connection with Solution Focus and Appreciative Inquiry as well. Can you feel it too?

Systems Thinking As a Spiritual Practice.

Ernesto Sirolli: Want to help someone? Shut up and listen! | #Video on @TED

This is the most hilarious, serious and extraordinatry video I’ve seen in quite some time on how to change the world and help people.

Drop whatever you’re doing at the moment, and look at it now (less than 20 minutes).

That video speaks about helping people, listening, entrepreneurship, creating successful organizations, making people thrive, and hippos. Yes, hippos.

To me, Ernesto Sirolli holds the keys to successful Lean turnovers… or whatever else is needed by the people that want to thrive in their lives and work.

Ernesto Sirolli: Want to help someone? Shut up and listen! | Video on TED.com.

 

Finding local roots for #Lean – Everywhere (@mbaudin reblog): What about here and there too? #solutionfocus

I found this nice piece of Michel Baudin regarding finding local roots for Lean to improve acceptance of Lean: Finding local roots for Lean – Everywhere | Michel Baudin’s Blog.

But then I wondered about having people “discover” that they already invented some Lean principles themselves? Maybe they just didn’t noticed or maintained them consistently over time?

This is what the Strengh-based approach to Lean is (well, at least using the Solution Focused way).

  • When have you seen this process improving? What did you do that contributed to that improvement? (finding improvements actions that work for the people here; the improvement part of “continuout improvement”)
  • How do you manage actions that you must do repeatedly? (finding ways to remember to to actions all the time; the continuous part of “continuous improvement”)
  • When have your work been easier to do? More interesting? What did you do to help create these conditions? (findings ways to improve the work that work for the people doing it)
  • Tell me about a time where your customers where satisfied with the product or services you delivered. What was it? How did you do it? (same kind of question, but for quality)
  • etc.

 

Finding the perfect #systemsthinking method: is that what you really want?

There’s this discussion on LinkedIn about finding a Systems Thinking “Theory of Everything”.

I don’t know why, but it triggered something in myself that I would like to share here as well.

Let me again come back to constructivism: all these approaches and methods reflect the mental models of their conceptors. As such, they’re perfectly adapted to whoever created them along with the context in which they were primarily intended for.

Biomatrix seems the more systeMAtic of all those I’ve encountered, with this respect.

Now, I question the practicality of such highly sophisticated approaches. How do you teach them to people?

I don’t question their usefulness in bringing further understanding of a situation and consequently improving if with less unintended consequences than if no approach would have been used instead. But the more sophisticated an approach is, the more difficult it will me, IMO to “sell” it to some organization, either externally from a consultancy perspective or internally.

All these approaches try to do is help creating a model of a problem or situation in order to improve it. From basic principles (causal loops diagrams, DSRP…) to more sophisticated ones (Biomatrix, SoSM (System of Systems Methodology), etc.) they try to be as close as possible to reality, yet without fully embracing it (for it would be reality itself, not a map of it!) So, here again, we’re in constructivism: that of the creators of the aforementioned methods, and that of the people making up a system we would like to study/improve using one of those methods.

I have two personal convictions.

  1. The first one is that a system is its best map and that the (future) solution to its problems is already embedded i it, even if invisible for now.
  2. The second one is that you have to make a tradeoff somewhere between having a very good (ie matching the variety of the system) method to help a system see what solution would work for it, and a simple enough method that can be taught and explain to people making up the system. Too simple, it might not bring any insight, too complicated, it will be dismissed before even using it.

I personally turned to strength-based approaches to change such as Appreciative Inquiry (part of the “whole-system” change methods) or Solution Focus where the system itself is helped deliver what would work for itself.

If really needed, I can revert to some very simple models (that I use as a checklist) to help ensure some basic elements of an organization have been considered. For instance, McKinsey’s 7S might be helpful sometimes (and I don’t go further than what Wikipedia).

The fact is that a system is what it is, composed of most importantly (to me) its autonomous (sub)parts: humans. And humans construct their own reality, so instead of trying to box them into some different reality, I think we need to help them see their own boxes and help them connect them all so that they do something that matters and makes sense to themselves.

Don’t try to understand in too much details what they mean of what they want. Trust them to know better than you’d ever could. Lead them in the trouble waters of where they are to the clarity of where they would like to be. Let them identify the impediments on the way. Let them identify their strengths. Let them identify their own solutions (most of them they have *already* experimented to some extent – solution focus!). Then let them decide what path would work best for them and help them maintain the direction they chose. And then help them identify when they arrived at their destination so they can congratulate themselves.

And don’t even get me into change resistance, because that’s what a sophisticated method will probably trigger anyway!

 

Reblog: The art of #SystemsThinking in driving sustainable transformation | @GuardianNews @JoConfino #stwg

This morning, I had the pleasure to read a really excellent article about what Systems Thinking can bring to organizations (and the world) and what enabling people to move toward the positive can further do to enhance that (much like what Appreciative Inquiry, Solution Focus or other strength-based change approaches can do, for instance).

Well done, @JoConfino!

via The art of systems thinking in driving sustainable transformation | Guardian Sustainable Business | Guardian Professional.

Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being #engagement #motivation

I just found this article on the topic. Looks great, will read it later.

The original web site redirects now to Self-Determination Theory which is a concept that has been integrated into Motivational Interviewing which I used in my paper regarding coaching executives into Lean Management without raising resistance.

A fresh look at behaviour management in schools from @guardian: #solutionfocus for @EducationFrance ?

Here’s another rgeat article from The Guardian about using Solution Focus in schools.

A fresh look at behaviour management in schools | Teacher Network Blog | Guardian Professional.

Someone’s from the french ministry of education to test it ?

Somehow, I can’t help but relate this classroom story with what happens in organizations. People are under constant monitoring from their boss, not by him constantly watching over their shoulder (though, sometimes…) but because of that more or less mean year-end review. You know you’ll be evaluated, a bit on what you did done right, but mostly about what you did wrong or not good enough and that you’re supposed to improve next year. Indeed, your bonus relies on that evaluation (despite it not being the most motivating factor)

Doesn’t it look like the same as in school? No wonder there’s so few people engaged at work! Besides, pushing people toward some forced behaviors is a sure way to make them resist. Doesn’t everybody in the change business knows that by now?

 

Will speak at LKFR12: Hands-on experience on Strength-based Kanban: a Metaphor and Tool to boost your lean implementation coaching skills #lkfr12 #lean

I will be a speaker there along with David Shaked from Almond Insight.

You can read about our common presentation (and that of others) on the LKFR Speakers page. We intend to do a highly interactive sessionà la workshop where we hope attendees will get back home with a huge number of ideas that will work for them.

Our intervention will be a “Hands-on experience on Strength-based Kanban: a Metaphor and Tool to boost your lean implementation coaching skills.”

The agenda and list of speakers is incredible, make sure you come exchange with us!

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