heartland lectures

Rex MillerApril 4, 2011The Wineskins of a Digital Church

The Rules Have Changed

Have You?

Changing Mediums – Shifting Reality

The Medium as Worldview

Oral Age - 3 Mile an Hour World

• Intimate - Connected

• Mythic

• Tribal

• Organic structures

• Wisdom leaders

• Cycles of life

Print Age = The Age of Reason

• Individual

• Rational

• Industrial

• Organization as machine

• Command and control leadership

• Steady and predictable

Broadcast - Tune In Turn On

• Demographics

• Experience

• Entrepreneurial

• Organization as a brand

• Visionary leadership

• Fast and unpredictable

Digital Age - Metcalfe’s Law

• Network or tribe• Immersion – Simulation• Creative• Organizations as

platforms and constellations

• Rise of the amateur• Accelerating, complex

and highly unpredictable

Symbolic

• 3 mile an hour world

• Intimate

• Co-terminus

• Portal

• Symbolically true

Perspective

• Rational

• Outside looking in

• Abstract geometry

• As the eye sees

• Visually true

• A metaphor for the age

Conceptual

• There is more than meets the eye

• Disrupt the senses

• Underneath is powerful and disturbing

• Conceptually true

Interactive

• Accessible

• Participatory

• Challenge the art context

• Common and everyday

• Living art

What Is Your Dominant Platform?Print – 1.0 Broadcast 2.0 Digital 3.0

Command and Control Motivational and Visionary Self-Motivated and Self-Directed

Bureaucratic Entrepreneurial Innovative

Paper Driven Computer Driven Web 2.0 and Mobile Driven

Boomer Culture Xer’s Culture Millennial Culture

Authorities Lead Experts Lead Amateurs LeadCompliance Incentive Intrinsic

Circle the description from each row that best describes your organization today.

Rex MillerMarch 29, 2011GUTENBERG TO GOOGLE

Pie Chart Exercise

60%

30%

10%

PrintBroadcastDigital

Millennial Wave

18%

35%

47%

2020

SilentBoomerGenXMillennial

3%

48%40%

9%

2011

SilentBoomerGen XMillennial

2020’s Pie Chart

20%

30%

50%

PrintBroadcastDigital

How are You More…?

1. Connected (network)2. Interactive3. Operating in Real Time4. Iterative (feed loops)5. Accessible6. Agile7. Having exponential

impacts8. Convergent9. Virtual

More Of AND Less Of

The New Economics

3 Degrees of Separation

Mapping Your Social Network

• List your orbits: work, family, friends, church, club, Facebook, LinkedIn, profession…

• Name the key relationships in each orbit (average 3 to 6 outside of family)

• Connect those in multiple orbits• Connect those who know each other• Is your network dense or distributed?• What orbits or people do you want to connect?

What happened to Oldsmobile?

Michael Vance – The Disney Factor

Clear Purpose and Timeliness

• Conventional or Clear Purpose

• Out of Season or Timely

Clear Purpose - Out of Season

Clear Purpose - Timely

Conventional – Out of Season

Conventional - Timely

Clear Purpose - Out of Season

Clear Purpose - Timely

Conventional – Out of Season

Conventional - Timely

Clear Purpose - Out of Season

Clear Purpose - Timely

Conventional – Out of Season

Conventional - Timely

Clear Purpose - Out of Season

Clear Purpose - Timely

Conventional – Out of Season

Conventional - Timely

Clear Purpose - Out of Season

Clear Purpose - Timely

Conventional – Out of Season

Conventional - Timely

Rex Millerrmiller@tagconsulting.com

214-498-3055www.thecrerevolution.com

Confronting the Status Quo

2006

IBM Global Conference on Innovation

• 15,000 attended

• Looking for the next big opportunity

• Healthcare!!!

• $1.8 trillion

• 15% of GDP

• And Growing

Source of 80% of Medical Costs

Dr. Edward Miller

Change or Die

• 600,000 heart by-passes each year

• 1.3 million angioplasties

• Over $30 billion per year

• When told to change or die what were the results?

CHANGE OR DIE!

After 2 Years

1 out of 9!!

What Transformational Change Feels Like

We help leaders become the CHANGE they want to see

Michael Vance The Disney Factor - Exercise

Transformational Lessons

Dr. Dean Ornish

• 333 patients

• 3 Keys

– Positive Vision

– Radical Change

– Cohort of Committed

• After 5 Years – 70%!!

3 Keys for the Transformational Leader

• The assumed problem is seldom the real problem

• Finding the fundamental or reframing question

• Beware of solutions that will become the next problem

Preservation

Balcony View

• Multi-stakeholder view

• Look for the dynamics vs. the positions

• Look for competing values

• From polarization to negotiating the tension

Crucial Conversations

Creating Light through Friction

• Create a framework for crucial conversations

• Look for the hidden contradictions

• Raise the tough questions

• Avoid quick solutions

Reducing the Heat

• Find quick wins• Rules of engagement• Don’t leave people stuck

for too long – throw in a rope

• Slow down before people shut down

• Create pilot experiments• Create safe ways to

handle tough questions

Pacing Change

• EWSR’s

– Eager

– Willing

– Skeptical

– Resistant

• Give people more responsibility than they are comfortable with

Contrast of LeadershipSocial Function Traditional Leadership TransformationalDirection Authority defines and

solvesAuthority frames the challenge and context. They stimulate the questions.

Protection Authority is protector Authority identifies the risk or threats

Order Authority provides order and role definition

Authority disrupts common order and allows group to find realignment

Conflict Authority resolves conflict

Authority exposes conflict so group can deal with it

Status Quo Authority maintains Authority challenges and is open for change

B Squared

• What is your tolerance for ambiguity?

• How much failure can you handle in order to learn?

• How active or removed will you be?

• How long can you hold back on solving the problem?

Balcony Exercise

Questions to Ask

• Who are the stakeholders?• Who is impacted by this?• What are the competing values?• What are the uncomfortable questions?• What are the common complaints that never

seem to get addressed?• What are the gaps between our espoused values

and behavior?• What is the loss involved by the stakeholders?

Contact Information

Rex Miller

Senior Partner

TAG Consulting

rmiller@tagconsulting.org

214-498-3055

@mrexmiller - twitter

rex@rexmiller.net