this app won't work with my o/s
TRANSCRIPT
Sue JohnstonIt’s Understood / Leanintuit
AGILE + BEYOND 2017
PLEASE NOTESLIDES ≠ PRESENTATION
• These slides are designed to be viewed in conjunction with human beings talking and interacting with you.
• They may make little sense to you if you were not at the live session.
• Stilll, if they’re useful to you, I’m happy.
Once upon a time . . .
“Have an Android? Sign up for our wait list.”
More recently . . .
“Have a Blackberry? Sorry. Can’t help you.”
Does BlackBerry’s first Android Handset Deserve a Place in your Pocket? We Reckon So
BlackBerry May Win You Back with Android
And then, one day . . .
The Big Idea
Two Typesof O/S
Upgrading O/S
(Ours)
Upgrading O/S
(Others)
NextSteps
READY DOING DONE
“Our Age of Anxiety is, in large part, the result of trying to do today’s jobs with yesterday’s tools and concepts.”“We shape
our tools and, afterwards, our tools shape us.”
“Most of our assumptions have outlived
their usefulness.”
Marshall McLuhan The Big Idea
“Your mindset is what ultimately shapes the results you get for yourself and the groups you're trying to help. Your mindset is like a computer operating system.”
Roger Schwarz
The Big Idea
VALUES
BELIEFS
PRINCIPLES
PRACTICES
THINKING
ACTION
Guide us to
Inform +support
OPERATINGSYSTEM
RIGIDMINDSET
NEW IDEANEW IDEA
NEW IDEANEW IDEA
NEW IDEA
AGILE MINDSET
The Big Idea
The Big Idea
Two Typesof O/S
Upgrading O/S
(Ours)
Upgrading O/S
(Others)
NextSteps
DOING DONEREADY
Unilateral ControlFixed Mindset
Limiting Mindset
TRADITIONAL O/S
Mutual LearningGrowth Mindset
Transforming Mindset
AGILE O/S
Two types of O/S
Values
Assumptions
Unilateral Control
• Be right• Win. Don’t lose• Minimize expressions of negative feelings• Act rational
• I understand the situation; those who disagree don’t
• I have pure motives. Those who disagree have questionable motives
• My feelings and behaviour are justified• I am not contributing to the problem
Behaviour
Unilateral Control
• State views without asking for others’ views
• Withhold relevant information
• Speak in general terms without defining specific words
• Keep reasoning private; don’t ask others about their reasoning
• Focus on positions
• Act on untested assumptions as if they were true
• Control the conversation
• Avoid, ease into, or save face on difficult issues
Values
Assumptions
Mutual Learning
• Curiosity• Informed Choice• Accountability
• Transparency
• Compassion
• I have information; so do other people• Each of us sees things others don’t• People may disagree with me and still have
pure motives• Differences are opportunities for learning• I may be contributing to the problem
Mutual Learning
Behaviour
• State views and ask genuine questions• Share all relevant information• Use specific examples and agree on what words mean• Explain reasoning and intent• Focus on interests, not positions• Test assumptions and inferences• Jointly design next steps• Discuss “undiscussable” issues
EXERCISE
PART ONEOn your own:• Think of some beliefs that prevail in the
organizations you work in or with.• Write them on sticky notes – 1 belief per
sticky.• 5 minutes
BELIEF
BELIEF
UNILATERALCONTROL
MUTUALLEARNING
PART TWO
• In table groups, place the stickies on the posters, matching attitudes/behaviours with the appropriate O/S or mindset. Add new stickies if you like.
• Discuss implications, results, impact of these actions or phrases with your tablemates.
• 10 minutes
EXERCISE
The Big Idea
Two Typesof O/SUpgrading
O/S (Ours)
Upgrading O/S
(Others)
NextSteps
DOING DONEREADY
UPGRADING 0/S - OURS
When was the last time you met an idiot who agreed with you?
Do people disagree because they’re idiots?
Or are they idiots because they disagree?
UPGRADING 0/S - OURS
• Think of a result you want to achieve for yourself.• Look at behaviours you’ve employed in trying to
reach it.
UPGRADING 0/S - OURS
! ?
• Think a result you want to achieve for yourself.• Look at behaviours you’ve employed in trying to reach it.
MUTUAL LEARNING BEHAVIOURS1. State views and ask genuine
questions2. Share all relevant information3. Use specific examples and agree
on what important words mean4. Explain reasoning and intent5. Focus on interests, not positions6. Test assumptions and inferences7. Jointly design next steps8. Discuss undiscussable issues.
UNILATERAL CONTROL BEHAVIOURS1. State views without asking for
others’ views2. Withhold relevant information3. Speak in general terms and
don’t define specific words 4. Keep reasoning private; don’t
ask others about their reasoning5. Focus on positions6. Act on untested assumptions as
if they were true7. Control the conversation8. Avoid, ease into or save face on
difficult issues
UPGRADING 0/S - OURS
The Big Idea
Two Typesof O/S
Upgrading O/S
(Ours)Upgrading O/S
(Others)
NextSteps
DOING DONEREADY
Upgrade O/S - Others
Upgrade O/S - Others
Paradox?You look smart when you ask questions.
Upgrade O/S - Others
What is holding us back?Is it a fact or is it a belief?How do we know?What might be possible if we didn’t believe that?Could something else be true?
How could we find out?
Useful Questions
UPGRADING 0/S - OTHERS
EXERCISE
Identify when Unilateral Control is in play
Explore what you may not be seeing
Upgrade O/S - Others
Make learning activities visibleUPGRADING 0/S - OTHERS
Spread virally - set example“People like me”
Invite people to participateInvite mutual learning
You can start a movement
Upgrade O/S - Others
Derek Sivers - https://www.youtube.com/watch?v=fW8amMCVAJQ
The Big Idea
Two Typesof O/S
Upgrading O/S
(Ours)
Upgrading O/S
(Others)
NextSteps
DOING DONEREADY
!
INTENTION
ATTENTION
Next StepsWARNING: Changing O/S
can create friction
• Identify something you and your team or organization do that no longer serves a useful purpose:
• Can you trace that back through the mindset model?
• What principle does it serve?
• What belief does that flow from?
• How can you change that belief?
HOMEWORK
References
Leonardo Herrero
Steven D’Sousa+ Diana Renner
Carol Dweck
Roger Schwarz
David Marquet
Jack Quarles
The Big Idea
Two Typesof O/S
Upgrading O/S
(Ours)
Upgrading O/S
(Others)
DOING DONEREADY
