Archive

Monthly Archives: September 2023

Actionable Insights

September 29, 2023
Actionable Insights, Article, Business, Culture change
Leave a comment

Actionable Insights

This blog, since its inception (2009), has been all about actionable insights. This post explains the why of it.

Why Actionable Insights?

The term “actionable insights” often surfaces as a beacon of utility. For readers, actionable insights offer more than just information; they serve as a roadmap for effecting meaningful change. But why focus an entire blog on them? Here’s a look at the raison d’être behind such a decision.

What Are Actionable Insights?

Before delving into the importance of actionable insights, let’s clarify what they actually are. Actionable insights are specific, achievable recommendations based on data or research. Unlike generic advice or broad conclusions, these insights pinpoint precise steps that individuals or organisations can take to attend to a need, improve a situation or solve a problem.

How Do Actionable Insights Differ from Data?

Data alone can be overwhelming and, without context, sometimes useless. While having an abundance of data can offer numerous possibilities for analysis, it doesn’t inherently tell you what to do next. Actionable insights distil data into straightforward steps, turning indecipherable numbers or observations into blueprints for action.

Why Are They Important in Organisational Settings?

The difference between organisations that thrive and those that stagnate often comes down to their ability to make informed decisions quickly. Actionable insights serve as a compass for these decisions, providing a clear path forward based on a sound understanding of the situation at hand. The scope for guessing or going by gut feeling is significantly reduced when you have accurate, actionable insights guiding your way.

Are Actionable Insights Just a Buzz Phrase?

Some may argue that “actionable insights” has become a buzzword, stripped of its original meaning due to overuse. While the term has certainly gained popularity, its importance can’t be discounted. The ability to act on valuable information remains a cornerstone of success, whether in business, health, or personal development. Therefore, the focus of this blog will remain on providing insights that are directly applicable.

How Do We Source These Insights?

The methods for deriving actionable insights vary depending on the context. In most cases, they involve a mix of long experience, data analysis, expert research, and real-world testing. This blog aims to use rigorous research and evidence-based and experience-based practices to offer the most reliable insights.

The Bottom Line: Why This Blog?

This blog commits to offering actionable insights because they arm you with the information needed to make positive changes. Whether it’s enhancing your organisation’s performance, improving your wellbeing, or enriching your personal life, actionable insights offer the most direct route to achieving your goals. So, stick around and prepare to act, not just read.

My Dance with Wu Wei

September 28, 2023
Article, Careers, Empathy, Reflections
Leave a comment

My Dance with Wu Wei

Always in Step with Wu Wei?

Before I even knew the term, my natural way of approaching work and life reflected the essence of Wu Wei—effortless action. It was as if I had been dancing to a rhythm only I could hear, and that rhythm was surprisingly aligned with this ancient Taoist principle. But then came the societal pressures and expectations about what success should look like, and I found myself aware of a different, more frenetic tune: the tune of striving.

The Rhythm of Striving: A Discordant Beat

Flirting with striving was like changing the music mid-dance. The beat was off, the tempo mismatched. Striving to meet expectations and reach ever-higher pinnacles of success seemed like it would be a chore. Each step forced, each move laboured. Over time, the dance of my career transformed into a gaol, where I performed, but the performance was crucifying me emotionally.

Rediscovering My Rhythm

The dissonance became too loud to ignore. The emotional fatigue, the sense of going against the grain, led me to reassess. I’ve rejected the siren song of striving and returned to embracing my original tune. That’s when I reconnected with Wu Wei, giving a name to the style I’d always inherently known.

How the Dance Changed

Once I embraced Wu Wei again, my dance changed. No longer was I trying to keep pace with an alien beat. I found my flow, that place where effort isn’t forced but naturally unfolds. The emotional toll decreased, and in its place came a sense of authentic engagement with all things.

What Does the Dance Look Like Now?

Today, the dance is improvisation, feeling the music and going where it takes me. Opportunities come, not from striving, but from being attuned to the natural flow of events. I still engage, I still act, but I do so in harmony with the world, and with my emotional core.

My dance with Wu Wei has become a central choreography. It brings with it a sense of peace, the emotional richness of being in step with my true self. And interestingly, I find that I have no urge to achieve, no draining emotional exertion. In letting go of forced effort, I’ve found my authentic rhythm, and it’s a dance I intend to continue.

Chatbots and Unmet Needs

September 28, 2023
AI, Antimatter principle, Article, Chatbots, Language, Listening, Needs, Organisational effectiveness
Leave a comment

Chatbots and Unmet Needs

What Can Chatbots Really Do?

Chatbots aren’t just virtual customer service agents that can help you book a table at a restaurant. They’re becoming intelligent interfaces capable of nuanced interactions. And yes, they can help uncover and discover the unmet needs of not just customers, but all those who matter in an organisational setting.

Who Are the Folks That Matter?

Before diving into the potential of chatbots, it’s helpful to identify the people whose needs we aim to understand. In most organisations, this includes employees, management, shareholders, regulators, and of course, customers.

How Do Chatbots Operate Without Analytics?

While it’s easy to assume that data analytics play a key role in this process, chatbots can provide valuable insights without delving too much into data sets. The focus here is on real-time interaction, intuitive questioning and active listening, which form the methods by which chatbots can make a significant impact.

Unearthing Employee Needs

Employees often have concerns and needs that go unexpressed. Whether it’s about workload, work-life balance, or specific job functions, these issues sometimes remain buried. Chatbots provide an anonymous platform where employees can voice their needs without the fear of judgement. The direct feedback is not only candid but also immediate, bypassing the red tape that often comes with traditional methods of internal communication.

What’s in It for Management?

Management teams also have a lot to gain. From understanding organisational dynamics to gauging employee morale, chatbots can ask the right questions that elicit actionable responses. Here too, methods like focused questioning make these bots valuable assets in decision-making processes.

Can Shareholders Benefit?

Certainly. Shareholders often seek insights into an organisation’s operations, financial health, and future direction. Although not a substitute for comprehensive reports, chatbots can provide immediate, digestible information that answers shareholders’ queries effectively. This immediate line of communication can help identify needs that may otherwise remain hidden.

Anticipating Customer Needs

We can’t overlook the role of chatbots in understanding and even anticipating customers’ needs. Unlike traditional methods that may rely on extensive data analysis, chatbots engage in real-time dialogue. These conversations can reveal not just stated needs but also anticipate latent needs that the customer might not even be aware of.

What’s Next?

As organisations adopt more sophisticated technology, the capabilities of chatbots are likely to expand. However, their primary function remains rooted in communication. Whether it’s for employees, management, shareholders, regulators or customers, chatbots offer a unique way of uncovering unmet needs without relying heavily on analytics or extensive research. It’s all about asking the right questions and listening—something that chatbots are getting increasingly good at.

Undiscussable Goals

September 27, 2023
Article, Dialogue, Organisational effectiveness, Organisational Therapy
Leave a comment

Undiscussable Goals

Why Are Some Goals Undiscussable?

In many organisations, silence often surrounds the most pivotal goals. You’ll find financial targets displayed on every wall, team objectives discussed in meetings, but other vital ambitions seem unspeakable. Why does this happen?

Does Culture Have Significance?

Culture plays a significant role in what gets discussed and what doesn’t. While some companies encourage open dialogue about complex or sensitive topics, others don’t. In more conservative environments, managers may fear speaking openly about topics like personal well-being or ethical considerations, as these are often seen as “soft” or tangential to business.

Are There Methods for Discussing the Undiscussable?

To unearth these hidden goals, more than the usual toolbox of management techniques is required. Tried-and-true methods like SWOT analysis or key performance indicators won’t be enough to delve into these deep-seated, often emotionally charged issues. This is a domain where organisational psychotherapy shows its worth, creating an environment where even the most taboo goals can be talked about constructively.

Is There Risk Involved?

Yes, there’s always a level of risk when discussing formerly undiscussable goals. However, the cost of not addressing these issues is often far greater. Folks can choose to weigh the potential drawbacks against the benefits of bringing these topics into the light.

How to Build Sustained Discussions?

Sustained discussion of these complex goals requires more than just initial courage; it invites a structured approach. Organisational psychotherapy, for example, provides a robust approach for maintaining an ongoing, fruitful dialogue around these hidden goals.

Why Bother?

Ignoring taboo goals doesn’t make them disappear. These goals continue to influence organisational behaviour, decisions, and overall health, whether openly acknowledged or not. By confronting these subjects, you pave the way for a more transparent, joyful, productive, and aligned organisation.

The Path Forward

Is it yet time to break the silence around these critically important but undiscussed goals in your organisation? Address these difficult conversations, and you’ll unlock new dimensions of organisational potential.

Unmasking Pseudo-Compliance: A Psychological Approach

September 27, 2023
Article, Toxic behaviours, Trust
Leave a comment

Unmasking Pseudo-Compliance: A Psychological Approach

Competence is Irrelevant; Compliance is the Daddy

In many business organisations, competence takes a back seat to the all-important compliance. Hiring, promotions, rewards; most times these are based on compliance rather than competence. Let’s be blunt: elevating compliance above all else is a misguided pursuit. It leads to a stifling environment where checking boxes becomes more crucial than innovation or effectiveness.

What Lies Behind Pseudo-Compliance?

Pseudo-compliance presents as a mirage of following the rules, but it’s a facade that can lead organisations astray. The problem isn’t always with the regulations or procedures; it’s often with the culture and mindset of the organisation.

How Do Trust and Psychology Come Into Play?

Trust and psychological understanding can be potent tools in dismantling the culture of pseudo-compliance. Without trust, employees are less likely to adhere genuinely to policies. Understanding the psychology behind pseudo-compliance can help organisations address root causes rather than symptoms.

Can Trust Counter Pseudo-Compliance?

Trust isn’t built overnight but through continuous, transparent actions. Approaches for fostering trust include:

  1. Open Communication: Regularly update everyone on changes, reasoning behind decisions, and how these align with organisational goals.
  2. Employee Empowerment: Involve employees in decision-making processes to foster a sense of ownership and accountability.
  3. Consistency: Consistent actions and responses from all involved can set the stage for a high-trust environment.

How Can Psychology Help?

Organisational psychology digs deep into the behavioural patterns and beliefs that can foster an atmosphere of pseudo-compliance. The approaches that can help include:

  1. Cognitive Assessments: Understand the mental models that drive individual and group behaviours.
  2. Organisational Psychotherapy: A deep dive into addressing the emotional and psychological drivers that cause pseudo-compliance.
  3. Systemic Interventions: Targeted programs to alter the systems – the way the work works – that cause pseudo-compliance.

How to Merge Trust and Psychology?

Combining these two aspects can help create a holistic solution. Support that focuses on psychological principles can provide the context, while a culture of trust ensures that employees are more likely to apply the principles sincerely.

Is There Ever a Finish Line?

Full compliance may be an ideal rather than a realistic end goal. However, an ongoing commitment to fostering trust and understanding psychology can significantly diminish pseudo-compliance within an organisation.

Summary

Pseudo-compliance can’t be remedied simply by doubling down on rules or monitoring. A deeper understanding rooted in trust and psychological insight is essential. By implementing appropriate methods and embracing sound psychological methodologies, organisations can move towards a culture of performace and integrity, without the stifing yoke of compliance.

The Virus of Variability: Software’s Silent Saboteur?

September 26, 2023
Article
Leave a comment

The Virus of Variability: Software’s Silent Saboteur?

Introducing the Virus of Variability in Software Development

In software development, predictability often equates to success. Here enters the Virus of Variability, a term formulated by Dr. Myron Tribus to underscore the disruptive force of variability in systems. Just like a biological virus wreaks havoc on an organism, this metaphorical virus disrupts the workflow, predictability, and ultimately the quality of software products.

How Does the Virus Analogy Fit?

The analogy works remarkably well for software development. A biological virus infects a host, multiplies, and affects the host’s functions. In a similar vein, variability infiltrates a project and multiplies throughout its lifecycle. It starts affecting timelines, quality, and even team morale. Just as a biological virus can go from being an inconvenience to causing critical illness, variability can escalate from minor irritants to major roadblocks. Dr. Tribus’s paper on the Germ Theory of Management explains the analogy in depth.

What’s at Stake?

The repercussions of letting the Virus of Variability run rampant are severe. From missed deadlines to bloated budgets and low-quality output, the consequences are all too real. It doesn’t just affect one aspect; it compromises the entire product and can even have long-term implications for organisational credibility.

What Methods Combat Variability in Software?

In addressing the challenges posed by variability in software development, new approaches have come to light. These aim to wrassle the unpredictability often found in software projects, thereby enhancing output quality, improving flow, and reducing waste. Instead of focusing on control and structure, these strategies emphasise flexibility, responsiveness to changing circumstances, and the paramountcy of the human dimension.

By employing a range of tools, these approaches help teams to recognise, quantify, and adapt to variability as it arises. This includes periodic milestones or checkpoints where the team can regroup and make any necessary adjustments to the work’s trajectory.

The key to effectively handling variability lies in recognition, reduction, and continual evaluation. These elements allow teams to manoeuvre through the uncertainties often inherent in software development. When thoughtfully applied, such strategies lead to more reliable outcomes, consistent product quality, and higher levels of customer satisfaction.

Which Approach Might You Choose?

There’s no one-size-fits-all approach. The key is to identify which aspects of your software development process are most vulnerable to the Virus of Variability and apply the approach(es) that best mitigates those specific issues.

Implementation: How Do You Begin?

As with combating any virus, the first step is diagnosis. Identify the aspects of your software development process most prone to variability. Then, apply the methods best suited to counter this variability. Regular monitoring is crucial; otherwise, you risk a ‘relapse.’

Final Thoughts

The Virus of Variability isn’t just a catchy phrase; it’s a vivid depiction of a challenge that’s been plaguing software development for more than half a century. But with the right approach, it’s a challenge that can be met and overcome.

Training’s Empty Promises

September 26, 2023
Antimatter principle, Article, Training
Leave a comment

Training’s Empty Promises

What’s Wrong with Training?

Let’s cut to the chase: Training doesn’t work when it comes to changing behaviours. While organisations pump vast amounts of money into training programmes, hoping for transformative effects, the outcomes never match the investment. You’re probably wondering why. It’s high time we scrutinise what’s really going on.

What About the Hawthorne Experiment?

In the late 1920s, the Hawthorne Experiment was conducted at the Western Electric Hawthorne Works in Chicago. Researchers changed various environmental conditions for workers to see if productivity improved. To everyone’s surprise, almost any change led to increased productivity. It wasn’t the training or the changed conditions that boosted productivity; it was the fact that someone was paying attention to the workers – and their needs. It showed that behavioural change doesn’t stem from training sessions but from the environment and context in which people operate.

How Do Methods Differ?

Training often employs a fixed method, aiming to produce quantifiable improvements in performance. This approach assumes that humans are like machines: input a certain variable (in this case, training) and expect an improved output (better behaviour or skills). But unlike machines, humans have feelings, motivations, and personal circumstances that training methods can’t address. Where’s the psychology? Absent?

Is There an Alternative?

Certainly, and it’s not another fancy training programme. Changing behaviours often requires a more holistic, systemic approach rooted in psychology, systems thinking and group dynamics. That means looking at organisational culture, team dynamics, leadership styles and the paramount impact of “the system” (the way the work works). Engage with the issues that truly matter to people – their needs – and you’re more likely to see lasting change. Simply put, training in isolation is a lost cause.

What’s the Bottom Line?

Training won’t change behaviours. Whether it’s a disregard for approaches that consider the human element, or the illusion of improvement illustrated by experiments like Hawthorne, it’s clear that training isn’t the magical cure-all many believe it to be. The sooner organisations realise this, the sooner they can take steps towards meaningful change.

The Catch-22 of Productivity

September 26, 2023
Article, Business, Culture change, Deming, Drucker, Familiar, Giants, Organisational effectiveness, Organisational Therapy, Quintessence
Leave a comment

The Catch-22 of Productivity

What Fuels Top-Performing Software Companies?

The secret sauce of top-performing software companies often lies in their willingness to explore and implement ideas that fall outside the mainstream. Unlike many companies that stick to orthodoxy and status quo practices, these high-performers embrace the works of thinkers like Deming, Ackoff, Buckminster Fuller, Goldratt, Drucker, Seddon, and Trybus. They find value in methods and theories that many businesses either don’t know about or choose to ignore. This approach fosters a culture of continuous improvement and innovative problem-solving, setting them apart from their competitors.

Why Aren’t These Ideas More Widely Adopted?

There’s a paradox here: The ideas from these thought leaders are available, and their effectiveness has been demonstrated, yet few companies make the leap to implement them. This is usually not due to a lack of resources or information but stems from organisational inertia compounded by ignorance. Companies often feel safer sticking to conventional methods, even when evidence suggests that non-mainstream ideas could lead to significant improvements. This risk-averse mentality can create a barrier to adopting transformative approaches.

How Do Beliefs Impact Productivity?

The collective mindset or shared beliefs within an organisation can serve as either a catalyst or an obstacle to productivity. In high-performing software companies, you’ll often find a culture that not only welcomes but also thrives on unconventional wisdom. This creates a fertile ground for out-of-the-box methods to take root and flourish, driving the company forward in ways that more conventional organisations can’t easily replicate. If you’re curious, my recent book “Quintessence” catalogues and maps over seventy of the unorthodox memes of these top-performing companies.

Can We Simply Adopt Another Company’s Methods?

Transplanting methods from one company to another might seem like a straightforward way to boost productivity. However, those methods were developed within a unique ecosystem, shaped by specific challenges, goals, and culture. Attempting to graft them onto an organisation with differing assumptions and beliefs leads to misalignment, cognitive dissonance, resistance from team members, and even failure of the adopted methods to deliver the expected benefits. “Agile” is a classic example in this regard.

Has Benchmarking Any Value Here?

Many companies rely on industry-standard metrics to gauge their performance, but this approach has its limitations, particularly when comparing against top-performers who use unconventional approaches and thus metrics. These high-performers often evaluate success based on measures specifically tailored to their methods and organisational beliefs. This makes traditional benchmarking ineffective and even misleading when trying to measure up to these high-performing companies.

How Do You Close the Productivity Gap?

If you’re looking to close the productivity gap, tweaking existing methods won’t be sufficient. What’s required is a fundamental shift in organisational beliefs and assumptions that pave the way for consideration and implementation of radical, unorthodox ideas. Companies that are willing to examine their own culture critically, and to challenge the industry status quo, stand a much better chance of making significant strides in productivity.

What’s the Cost of Inaction?

Ignoring the widening gap between your company and high-performers comes at a steep price. As these leading companies continue to innovate and improve, companies that stick to conventional methods risk stagnation. In a worst-case scenario, they become increasingly irrelevant in their industry, losing out on both market share and talent to more forward-thinking competitors.

Mushrooms After Rain

September 25, 2023
Agile, Article, Coaching, Scrum
Leave a comment

Mushrooms After Rain

What’s Wrong with Agile Coaches and Scrum Masters?

Agile coaching and Scrum Master roles have proliferated like mushrooms after the rain. These positions seem alluring, sprinkled with buzzwords and the promise of transforming the workplace. But strip away the jargon, and we’re left with a troubling question: Do these coaches and Scrum Masters genuinely know what’s going on, and what they’re doing? The sad answer, often enough, is no.

Are Senior Managers Supporting Them?

Senior management’s support can make or break the efficacy of an Agile Coach or Scrum Master. Unfortunately, a lot of the time, the upper echelons of an organisation fail to back these roles, turning them into totally bullshit jobs. Without this crucial buy-in, coaches and Scrum Masters operate in an organisational vacuum, making their jobs impossible.

Why Are Teams Skeptical?

It’s not just senior management. Development teams themselves are often less than thrilled to interact with Agile Coaches or Scrum Masters. The reason is straightforward: They don’t see the value. When the so-called Agile experts cannot coherently explain their methods or bring palpable improvements, why should teams give them the time of day?

Confusion: Methods vs. Methodologies

Another concern arises when Agile Coaches and Scrum Masters confuse methods with methodologies. A method is a specific procedure for accomplishing something. In contrast, a methodology is a system of methods used in a particular area of study or activity. Knowing a few Agile methods doesn’t mean one understands Agile methodology. This lack of deep understanding reveals itself quickly, leading to flawed advice and a loss of credibility.

What’s the Way Forward?

The situation is hopeless. Even in the extremely rare case that developers and senior management both lend their wholehearted support, adopting Agile delivers precious few benefits.

Summary

In conclusion, it’s easy to assign titles and make grand statements about transforming work culture. What’s challenging is actually understanding the philosophy, methods, and methodologies that make such transformations possible. Until Agile Coaches and Scrum Masters abandon their game—and get redeployed into more productive roles—the empty promises of Agile will continue to seduce the ignorant and unwary..

Agile: All Optics?

September 25, 2023
Agile, Article
Leave a comment

Agile: All Optics?

Is Agile Just For Show?

The first question you might ask is, “Is adopting Agile simply a performance art?” Agile methodologies have often been marketed as a golden ticket for management of software development. Yet, many critics argue that Agile’s real-world benefits are nebulous at best, and the widespread adoption is just for the optics.

What Do The Critics Say?

Some assert that Agile is more about appearing progressive and innovative than delivering practical benefits. They argue that the ceremonies, rituals, and jargon associated with Agile—like stand-ups, sprints, and “being Agile”—are geared towards creating an illusion of productivity and efficiency.

Are There Any Real Benefits?

Now, it wouldn’t  be unfair to completely write off Agile. Adopting Agile does bring some tangible benefits, such as adaptability to change and team collaboration. However, whether these benefits translate into meaningful outcomes like faster time-to-market or increased productivity is a point of contention. Many organisations adopt Agile and continue to miss deadlines and overrun budgets.

Is Optics a Bad Thing?

If adopting Agile is more about optics than real-world efficiency, does that make it inherently bad? Not necessarily. In some cases, the appearance of being modern and progressive can attract talent, secure funding, and build client trust. So, even if the practical benefits are scant, the optics themselves might offer some indirect advantages.

So, Is Agile Worth It?

The answer is straightforward. If you’re after genuine predictability and productivity gains, you’ll need somethig other than an Agile framework. However, if building a particular image of your organisation or yourself is essential for your goals, then the ‘Agile optics’ may just be worth the effort.

Anticipating Folks’ Needs

September 25, 2023
Antimatter principle, Article, Business, Caring, Culture change, Customers, Needs
Leave a comment

Anticipating Folks’ Needs

What is Proactive Attention?

When it comes to attending to folks’ needs, there’s a lot more than just responding to requests or fixing issues as they arise. The best organisations don’t wait for things to go wrong; they actively work on understanding the needs of the Folks That Matter™ well in advance. That’s what we call proactive attention to needs.

What is the Antimatter Principle?

The Antimatter Principle goes beyond simple problem-solving; it focuses on making meaningful connections with others by attending to their needs. Proactively adhering to this principle means looking ahead to prevent issues from even occurring.

How Does Boyd’s OODA Loop Fit In?

The concept of getting inside your customers’ OODA loop can be a game-changer here. The OODA loop—Observe, Orient, Decide, Act—is a framework that describes the decision-making process. By stepping into your customers’ decision-making cycles, you gain insights into their needs even before they’ve fully realised them themselves.

Why Anticipate Needs?

The importance of anticipating needs isn’t just about averting crises; it also sets the stage for better relationships, trust, and eventually, loyalty. A proactive approach signals to your stakeholders that you’re committed, engaged, and focused on their success, not just your own.

Practical Steps for Anticipation

So how do you go about it? You can begin by listening deeply, not just to what people are saying but also to what’s left unsaid. Collect data that provides insights into behaviour patterns, pain points, and preferences. Combine this with active engagement to fine-tune your understanding of what really matters to the people involved.

Results of Being Proactive

Organisations that are effective in anticipating needs find themselves ahead of the curve. They’re able to provide solutions before a problem becomes a crisis, foster positive relationships, and maintain a competitive edge.

Summary: Beyond Reactivity

In summary, being reactively agile isn’t enough in today’s competitive environment. Foreknowledge of who constitues the set of all the Folks That Matter™ and anticipating their needs allows you to make smarter decisions, foster loyalty, and build lasting relationships. So start paying proactive attention to needs; it’s a change that’s worth the effort.

Measure With Purpose

September 24, 2023
Article, Metrics
Leave a comment

Measure With Purpose

Why Not Jump In?

Starting off by gathering all sorts of metrics might seem tempting. But wait. Jumping in head first can land you in a pool of data that’s both overwhelming and meaningless. It’s not just a best practice; it’s a necessity to know what you’re going to do with your metrics before you start collecting them.

What’s the Risk?

Collecting metrics aimlessly not only dilutes focus but also poses several other risks. Data noise, resource waste, and misguided decision-making can plague your organisation if you’re not careful.

What About GQM?

Basili et al.’s Goal-Question-Metric (GQM) approach can be a life-saver here. It’s a structured approach for defining and interpreting metrics. First, set your goals. Next, ask questions that will help you determine whether your goals are being met. Finally, decide on the metrics that will provide the answers to these questions. GQM offers a disciplined way to ensure that you’re gathering metrics that are both meaningful and actionable.

What Should You Consider?

Before embarking on your metrics journey, contemplate:

  1. What are our goals?
  2. What questions do we need to answer to reach those goals?
  3. Which metrics will help answer these questions?

Don’t accept vague or overly general answers about the purpose of a metric. “We look at them” isn’t good enough.

So, When to Start?

Begin your metrics collection only when you have a well-defined plan in place. Use the GQM approach or a similar framework to give your metrics gathering the focus and purpose it needs.

Will This Approach Really Work?

Yes. Intentionality is key. Knowing what you aim to achieve will help you decide what to measure. That way, you’re not just accumulating data; you’re gathering actionable insights.

Rock Bottom

September 24, 2023
Article, Business, Organisational Therapy, Rehab
Leave a comment

Rock Bottom

When Do Organisations Change?

Change can be difficult for organisations. They’re often stuck in their ways until a crisis point forces a reevaluation of the status quo. This critical juncture is similar to Kotter’s idea of a ‘burning platform’ or ‘melting iceberg’, suddenly urgent situations that demand immediate action.

What Does Rock Bottom Look Like?

In the context of addiction, rock bottom is often marked by life-altering consequences—losing a job, deteriorating health, or estranged family relationships. For organisations, it could manifest as a financial catastrophe, loss or market chare, regulatory penalties, or a severe talent drain. Essentially, it’s a point where carrying on as usual becomes untenable. The status quo not only fails to solve problems but exacerbates them.

Similar to Addiction Rehab?

Just like an individual might be addicted to drugs or alcohol, organisations can be addicted to dysfunctional assumptions and beliefs, and to the status quo. Both parties live in denial until they hit rock bottom or encounter a ‘burning platform’. For organisations, this addiction might manifest as an unhealthy obsession with outdated business models or dysfunctional management structures. For addicts, it’s the compulsive use of substances despite harmful consequences.

What’s the Turning Point?

Whether an addict faces legal repercussions or an organisation risks financial insolvency, a stark reality sets in, serving as the ‘melting iceberg’ moment. This sense of urgency then becomes the catalyst for meaningful change.

How Do Organisations React?

Upon recognising their ‘melting iceberg’, organisations often enact sweeping changes. This might involve introspection and reflection, restructuring departments, revisiting strategies, or even changing the entire business model. Like an addict entering rehab, there’s a shift from a state of denial to one of urgency and action.

Are There Risks?

Reaching rock bottom serves as a wake-up call but it’s a risky strategy. The longer one waits to enact change, the harder the path to recovery becomes. In both addiction and organisational crises, hesitating can exacerbate an already dire situation.But it’s not like addicts can choose when to change, at least, before they get to rock bottom.

What Are the Lessons?

  1. Be aware: Maintain a keen eye on the state of the organisation, akin to how an addict monitors their triggers.
  2. Act early: Don’t wait for the iceberg to melt; better to be proactive than reactive.
  3. Be committed: Both rehab and organisational change are continuous efforts, requiring long-term dedication and acceptance of pain.

Is Change Sustainable?

Sustaining change remains a challenge. Like an addict faces the risk of relapse, organisations can revert to old habits if the change isn’t deeply embedded. Keeping the urgency that originated from the ‘burning platform’ or ‘rock bottom’ experience is vital for ongoing transformation.

Both addiction recovery and organisational change are arduous journeys, triggered often by reaching a painful nadir. By acknowledging their own ‘melting iceberg’ or ‘rock bottom’,  organisations can harness the urgency required for lasting, positive change.

Ditch the Project Mindset?

September 24, 2023
Article, Business, Capability development, Culture change, Flowchain, Improvement, Memeology, NoProjects, Organisational effectiveness, Quintessence
Leave a comment

Ditch the Project Mindset?

Yes. Many organisations have yet to even hear of #NoProjects, let alone embrace the idea. Many still cleave to the idea of projects, despite it being an outmoded anachronism.

Why Are Projects Failing Us?

You’ve allocated resources, set deadlines, and monitored key performance indicators. Yet something’s off. Projects aren’t delivering as promised. Let’s cut to the chase: the traditional project framework is unfit for the agility and productivity demands of modern organisations.

What’s Wrong with the Project Model?

The project model suggests a start and an end, often disregarding what happens both before and after. This closed-loop system stunts innovation and adaptability. It also usually operates in isolation from other projects, creating silos rather than fostering integrated growth. Essentially, projects set us up for a short-term win but often ignore the long-term game.

Do Agile Methods Help?

Agile approaches tried to rectify some of these issues, but they often get shoehorned into the project mindset. In essence, the Agile Manifesto preaches responsiveness over rigid planning. However, an agile project is still a project; a cage is still a cage, even if it’s golden. Agile methods within a project framework can only do so much (and that’s precious little).

What Replaces Projects?

So if we throw the baby out with the bathwater, what’s left? Systems thinking, that’s what. Instead of isolating issues and opportunities as projects, look at them as ongoing aspects of your organisation’s functioning. Focus on products, processes, value streams, and organisational health. Work towards adaptability, building capability, and continuous improvement rather than temporary, isolated gains.

How to Make the Shift?

It’s a significant cultural shift and it won’t happen overnight. Employees need to understand the broader business landscape, not just their tiny slice of the pie. Training, communication and the buy-in of the Folks That Matter™ are key. It’s not about ticking boxes; it’s about ongoing, holistic improvement. Forget “project completion”; think “system capability.”

Are There Any Downsides?

Every coin has two sides. You’re moving from a structured, time-bound approach to something more fluid. That can be unsettling and might even meet resistance. However, the potential for increased productivity and agility far outweighs the initial discomfort.

Is It Time to Say Goodbye To Projects?

Short answer: Yes. Ditch the traditional project framework. Embrace a more fluid, systems-oriented approach and make room for real agility and productivity. It’s not just a change, it’s an evolution. Are you ready?

Riding Productivity Waves

September 24, 2023
Article, Business, Culture change, Memeology, Organisational Therapy, Patterns, Productivity, Psychology, Quintessence
Leave a comment

Riding Productivity Waves

Inspired by James Lawther’s recent book “Managed by Morons”

What Defines Productive Behaviour?

James Lawther’s recent book “Managed by Morons” provides sharp insights into organisational behaviours that make or break productivity. Highly productive organisations often display patterns such as open communication, frequent knowledge sharing, and constructive feedback loops. These patterns create a conducive environment for efficiency, adaptability, and consistent growth.

What Leads to Dysfunction?

On the flip side, dysfunctional organisations exhibit signs of poor communication, stifling bureaucracy, and a toxic work culture. These negative behaviour patterns often stem from flawed management practices, including the suppression of employee autonomy, micro-management, and an emphasis on rigid protocols over innovative thinking.

Are There Middle-Ground Patterns?

Yes, some organisations walk the tightrope between being productive and dysfunctional. Such organisations may have sporadic spurts of productivity, followed by phases of stagnation. Identifiable patterns in these organisations might include inconsistent management styles, fluctuating employee morale, and a lack of stable systems or processes.

How to Shift from Dysfunction to Productivity?

Organisational psychotherapy offers a profound approach to transition from dysfunction to productivity. Unlike traditional methods that may only tackle symptoms, organisational psychotherapy aims to address the root causes of the issues plaguing the workplace.

  1. Open Dialogue: Initiating open conversations allows for the identification of deeply ingrained patterns and beliefs that are contributing to dysfunction.
  2. Safe Space Creation: A non-judgmental and confidential environment enables employees and management to express and discuss concerns and insights that might otherwise remain unspoken and undiscussable.
  3. Deep Inquiry: This involves asking thought-provoking questions to stimulate critical thinking, and fostering awareness of underlying issues that demand attention and remediation.
  4. Shared Understanding and Action: Once there’s clarity about dysfunctional collective assumptions and beliefs, the organisation can decide on actions to disrupt the dysfunctional patterns and encourage behaviours that enhance productivity.
  5. Ongoing Reflection and Adaptation: Organisational psychotherapy is not a one-time event but an ongoing process. Consistently review behavioural patterns and make adjustments to ensure that the shift towards productivity is enduring and effective.

By utilising organisational psychotherapy, you go beyond surface-level fixes to foster a workplace culture that is inherently more adaptive, engaged, and ultimately, more productive.

Final Thoughts

In any organisation, behaviour patterns can indicate the level of productivity or dysfunction. Identifying these patterns early on can save an organisation from a downward spiral or propel it to new heights. It’s crucial to examine these cues critically and, when necessary, take decisive action to instigate change.

Culture isn’t just one aspect of the game, it is the game.

~ Lou Gerstner, former CEO, IBM

And what dictates the culture of any organisation…?

Are You Working In A Dysfunctional Organisation?

September 24, 2023
Article, Business, Memeology, Organisational effectiveness, Organisational Therapy, Psychology, Quintessence
Leave a comment

Are You Working In A Dysfunctional Organisation?

Inspired by James Lawther’s recent book “Managed by Morons”

What Shapes Dysfunctional Organisations?

It’s often the managers who most influence the organisational culture, a culture that’s deeply rooted in collective assumptions and beliefs. But the influence is two-way; these underlying assumptions and beliefs also shape managerial behaviour.

How Do Managers Create Culture?

When you walk into a dysfunctional organisation, one of the first things you’ll notice is the prevailing culture. It may be one of fear, distrust, or apathy. Managers play a significant role in crafting this culture. They set the rules, they define the goals, and they model the behaviour that’s expected from employees.

What’s the Role of Assumptions and Beliefs?

For better or worse, managers aren’t operating in a vacuum. The organisational culture, in many ways, pre-dates them. This culture is shaped by a set of collective assumptions and beliefs that employees share. These can range from “this is a zero-sum game”, through “people cannot be trusted”, to “management doesn’t have our best interests at heart”. These collective beliefs serve as a backdrop against which managerial decisions and actions play out.

Why Do Dictatorships and Businesses Share Traits?

What’s striking is how dysfunctional organisations, whether dictatorships or retail chains, manifest similar behaviours and cultures. Dictatorships often suppress dissent and centralise power, much like how a toxic corporate culture stifles employee feedback and hoards decision-making at the top.

Can Collective Beliefs Be Changed?

Changing a dysfunctional organisation isn’t just about swapping out managers or implementing new policies. You’re fighting against a tide of collective beliefs and assumptions that may have been years in the making. But it’s not impossible. Identifying these beliefs and tackling them head-on can be the first step towards organisational change.

What’s the Takeaway?

Dysfunctional organisations don’t just happen. They’re often the result of managerial behaviour influenced by collective beliefs and assumptions. Recognising this pattern can be the first step toward meaningful change.

People’s behaviour impacts performance far more than any technology, management idea or whiz-bang initiative ever will.

And what governs people’s behaviours…?

Coaching the Coaches?

September 22, 2023
Article, Business, Coaching, Deming, Improvement, Learning, Organisational effectiveness, Training
1 Comment

Coaching the Coaches?

Who’s Coaching New Coaches?

When an organisation decides to bring coaching into its culture, the focus is usually on its employees. Yet the coaches themselves are often left to endure rigid training, which stands at odds with the coaching philosophy. If organisations genuinely believe in coaching, why don’t they extend this to their new coaches?

What’s Wrong with Training Compared to Coaching?

Training enforces a rigid structure, pushing predetermined information towards the participant. This approach is inflexible and impersonal, falling short of individual needs. In contrast, coaching is a dynamic, two-way relationship tailored to the individual’s unique needs and objectives.

Why Do Organisations Stick to Training New Coaches?

Many organisations default to traditional training methods, even for roles better suited for coaching. This inclination towards training could be seen as a glaring oversight and a lack of genuine commitment to the coaching approach.

Is Training New Coaches a Misstep?

Absolutely. Training, with its push approach, is fundamentally ill-equipped for roles that demand behavioural change and personal development. Especially in the realm of Collaborative Knowledge Work. By clinging to training for their new coaches, organisations contradict and undermine their supposed endorsement of coaching.

Why Is Coaching New Coaches the Superior Option?

Coaching, unlike training, draws out an individual’s inherent potential. It enhances both the effectiveness and empathy of new coaches and helps foster a real coaching culture within the organisation.

What’s the Next Step?

Organisations might choose to move beyond training and embrace a coaching-centric approach universally, starting with their newest coaches. Doing so is not just lip service to a trend; it’s a necessary evolution for genuine development.

Is Coaching Itself Beyond Reproach?

As we sing the praises of coaching over training, it’s crucial to consider a larger issue: Is coaching itself the end-all solution for organisational development? No. According to quality management expert W. Edwards Deming’s 95/5 rule, most problems (95%) are the fault of the system, not the individual. Coaching often targets individual behaviours—the “5%”—and overlooks systemic issues that could be the root cause of performance limitations. Organisations might choose to scrutinise their coaching programmes to ensure they’re not just treating symptoms while ignoring the disease.

Conclusion: Where Does This Leave Us?

If organisations are serious about adopting coaching, they might choose to apply the coaching approach at all levels, including new coaches. However, it’s worth reflecting on whether coaching itself, focused as it often is on the “5%”, is enough to address the underlying systemic issues that are impeding progress. To achieve lasting change and growth, organisations must consider systemic improvements as paramount. Anything less represents a missed opportunity.

Pull Over Push, Organisational Therapy Over Training

September 22, 2023
Antimatter principle, Article, Culture change, Organisational effectiveness, Organisational Therapy, Psychology
Leave a comment

Pull Over Push, Organisational Therapy Over Training

Why Choose Pull Over Push?

Pull strategies create environments where employees actively seek out what they need to develop and grow. Unlike push strategies, where management decides what’s important and imposes it, pull lets people align their needs with organisational goals naturally. This fosters better engagement and increased ownership of the learning journey.

Does Pull Enhance Autonomy?

Absolutely. In a pull-based model, organisations empower individuals to take control of their development. When people pull information and resources to themselves, they’re more likely to absorb and apply it. This autonomy is a psychological boost that can lead to a more motivated and agile workforce.

Is Organisational Psychotherapy More Effective Than Training?

Definitely. Many organisations use training programmes to address performance or behavioural issues. However, therapy—especially organisational psychotherapy—addresses the root causes. It’s not about shoddy fixes or one-time solutions.

Can Therapy Lead to Self-Discovery?

The goal of therapy is to foster awareness and introspection, which can often unearth the root causes of organisational issues. Employees and leaders are given the space to explore their collective motivations and behaviours. This reflective process brings about deeper change, as opposed to simply adding a new skill through training.

Why Focus on Whole Organisations?

When it comes to organisational change, zooming out to focus on the whole system offers advantages that focusing on individuals can’t provide. Systemic issues need systemic solutions. (95% of organisational issues are systemic issues).

Does Whole-Organisation Focus Enhance Alignment?

Looking at the organisation as a whole allows people to identify areas where it’s out of sync. By understanding how departments and teams interact, organisations get a better sense of where inefficiencies and conflicts arise. Solutions designed with the entire organisation in mind are more likely to be effective and sustainable.

Final Thoughts

So why pull over push, therapy over training, and a focus on whole organisations? The answer lies in creating a culture of autonomy, digging deep to uncover root causes, and ensuring systemic alignment. These strategies are tailored to the complexities of modern organisations and offer a more sustainable path to improvement.

We’re Doing Continuous Improvement All Wrong

September 22, 2023
Article, Business, Culture change, Deming, Organisational Therapy, Rightshifting
Leave a comment

We’re Doing Continuous Improvement All Wrong

Why Is Continuous Improvement Still Rare?

Continuous improvement is seldom seen, despite its promised value. Could it be that the rarity of effective continuous improvement is due to flaws in the commonly employed PDSA model?

Does PDSA Trap Us in a Loop?

The PDSA cycle often ends up reinforcing rather than challenging the status quo. A major part of the problem lies in the unchanging collective assumptions and beliefs that underpin the PDSA process.

How Can Organisational Psychotherapy Help?

Organisational psychotherapy can play a crucial role in transforming PDSA from a loop of reinforcement to a cycle of genuine improvement. By focusing on continually shifting collective assumptions and beliefs, by degrees, organisational psychotherapy provides means to redefine the context of the PDSA cycle.

  1. Spot the Blind Spots: Psychotherapeutic techniques can help identify the invisible beliefs and assumptions that guide the organisation’s decision-making process. These revelations are critical in modifying PDSA to truly serve continuous improvement, especially improvement to the organisational memeplex. What counts as “improvement”, here? Improvement means shifitng collective assumptions and beliefs into more productive alignment with the goals, purpose and aspirations of the organisation.
  2. Change from Within: Organisational psychotherapy facilitates a deep, fundamental shift in collective beliefs. This sets the stage for a more meaningful and effective PDSA cycle.

Can Psychotherapy and PDSA Coexist?

The beauty of incorporating organisational psychotherapy into PDSA is that the two work in tandem, feeding into each other for a more dynamic and effective CI process.

  1. Continuous Self-Assessment: Just as in individual therapy, the organisation can choose to engage in continual self-examination to ensure that the assumptions driving the PDSA cycles are current and accurate.
  2. Diverse Perspectives and Open Dialogue: Psychotherapy encourages open communication, which can be valuable in diversifying the inputs in the PDSA cycle. The more perspectives you have, the less likely you are to perpetuate false assumptions.
  3. Mindfulness: While data is important, Cf. Statistical Process Control, organisational psychotherapy adds another layer by focusing on the far more significant emotional and psychological aspects of decision-making.
  4. Iterative Reassessments: Both PDSA and organisational psychotherapy are iterative by nature. Use regular checkpoints to measure the shift in collective assumptions and beliefs and adjust the PDSA cycle accordingly. Cf. Hearts Over DIamonds.

What’s the Way Forward?

By marrying the principles of organisational psychotherapy with the PDSA model, businesses can finally unlock the true potential of continuous improvement and the Deming Cycle. This dual approach not only revitalises PDSA but also equips it to genuinely drive Rightshifting change, rather than perpetuate the status quo.

The Violent Nature of Expectations

September 18, 2023
Article, Nonviolence
2 Comments

The Violent Nature of Expectations

What’s Behind Expectations?

Expectations seem benign, almost a part of our daily life that we accept without question. Yet they carry a violent undertone. Why? Because each expectation imposes an obligation. This very act places the burden of fulfilling said expectation on the other person, encroaching on their autonomy.

Are All Expectations Harmful?

Yes, expectations are inherently harmful and violent. This isn’t just about the high expectations that place immense pressure on someone to succeed, or the low expectations that can limit a person’s growth. The violence exists in all expectations, big or small.

Why Focus on Obligation?

Obligation is a form of manipulation, falling under the umbrella of what is known as F.O.G.S.—Fear, Obligation, Guilt, and Shame. These are tools of control, used to manipulate emotions and actions. When you expect something from someone, you instantly obligate them to act according to your will. They become, even if only subtly, beholden to you.

What’s the Impact on Relationships?

Expectations, fuelled by obligation, harm relationships at their core. The freedom to choose, love, and grow gets stifled. Whether it’s a personal relationship or a professional one, the imposition of expectations ruins the natural dynamic, making the relationship transactional, conditional, and ultimately, brittle.

How Do We Move Forward?

Recognising the violent nature of expectations is the first step. From there, it’s about letting go, eliminating these imposed obligations from your interactions with others. The absence of expectation fosters mutual respect and allows for authentic relationships to flourish.

So, would you be willing to confront your expectations for what they are—a form of violence—and make a conscious choice to eliminate them from your life?