Lean Change Management is a an ecosystem of modern change management tools designed to help you get your change unstuck.
We offer a variety of tools, ideas, and practices carefully crafted to help you become an exceptional change agent. Our approach is based on 5 core universals:
- Focus on co-creation over getting buy-in - Create a shared purpose people can believe in versus scaring them with false urgency - Create small experiments designed to jiggle your change loose when you feel stuck versus following the tasks in the plan - Separate the signal from the noise when people are reacting to the change versus blaming them for resisting it - Generate meaningful dialogue that moves change forward versus broadcasting information at people
We are the world's leading experts on integrating agile, lean startup and design thinking in change management.
Thanks for sharing this Jason, it was a very useful and informative conversation. Liked the recognition of the people influence on any system, technology and change. And the comment from John that AI is unfortunately making us break the organisation even faster! Adverse impact mapping sounds fascinating. All the talks sound great!
I’m Prosci certified and one of the big issues I have with it is exactly what you mentioned. Basically it’s all about following the ADKAR process, over getting to the root of the issue by talking to people, listening to understand, and partnering for optimal success. But, that’s just me!
we hear that from so many Prosci people who discover our approach. Most of them tell us they talk up "the people side of change..." but follow up, " ...and go fill out this template..." which is incongruent to us.
Try the following i.e. practice Manifestation: 1. Make them list their beliefs about certain situation 2. Go through the list and let them identify which beliefs serves them well and which not 3. For each NOT (UDE IE Undesirable effect in Theory of Constraints) let them identify necessary conditions, augmentative conditions and reinforcing (environmental) factors 4. For each NOT, identify Desirable Effects and repeat what necessary conditions etc would make those sustainable 5. Now that you have both 3 and 4 spelled out, hopefully, that would create the necessary pull tension towards 4 6. Measure results by assessing impact on the whole system 7. Address Business Maturity, by following POOGI concept in Theory of Constraints, until your only constraint becomes the marketplace IE your decision making process is faster then theirs
"The single biggest problem with the communication is the illusion that it’s taken place" "People want to know they have been heard not just listened to, they will know their ideas, feelings, thoughts are being used as - inputs - into the co-created plan." What is at the core of the traditional fallacy/inverted mindset? Why it persists? Why it blinds people?
Great contents and another big topic with many additional variations. It would be good to address the idea of Uncertainty from different perspectives, if nothing else then just to make the topic a bit less uncertain or to provide better orientation on how to jumpstart the way out of it. When I play online Sudoku at Master or Extreme level I set a time limit. As I started to play at those levels my ego wanted to finish the game and if I lacked concentration the game would last forever. In order to stop wasting my time, more than I wanted, I set a time limit. I set 20 min for Master level. Initially, I failed to finish the game many times. In fact, I intentionally "killed" the game once it reached 20 min. Then something changed, I started to think differently. These days it takes me about 12 min. I believe the same mindset helped Toyota come up with SMED (Single Minute Exchange of Dies). When something does not feel right (globalisation, innovation competition) it is our ego complaining again. Experimentation always help. It helps us most once we reach the limit of our knowledge/skills. Then it becomes spiritual.
Good but not good enough. "Problem" is a big concept: a symptom, a constraint, a challenge, a failure, a risk, etc. Ask - Why important - at least five times. What immediate output do we seek? What change needs to happen to make it last? What compounded effect it will have long term? What are crucial aspects of the problem? Where are we now? Where do we want to be? Create scoreboard/scale to motivate pull tension i.e. the clarity creates a game like environment. And so on for each remaining step. Repetitio est mater studiorum.
@@leanchange I do not doubt that i.e. for those who have worked the details out. For the rest it could be as good as addressing any/all of the following: WOOP (Goal), OODA (Context), SBAR (Intention), SOAR (Strength), POOGI (Constraint), STAR (Output), AAR (Reflection), A3 (Gap), 3P (Simulation), LSP (Co-creation), CEMM (Complexity) etc.
Urgency arises somewhere between Perfection/Fear of Failure and a false idea of Competitiveness (winning vs growing). The treasure hunt we are after is to "force" ourselves to evolve by setting limits to learn to think differently. In the process we will face failures, we will drop our ego, and transform ourselves.
Thanks Jason for an excellent overview. Really appreciate you raising the ethics and privacy issue. These are definitely topics that will become front of mind as organisations understand the implications of using AI - particularly where they're using Bing co-pilot. Some organisations are investing serious money in their own AI but as you say, you need to understand what might leak out into the public domain through other means. Enjoyed this, thanks.
I'm not technical and have been in 'change' for over 3-decades and I am super excited by AI and the endless possibilities. My challenge is lack of patience learning new stuff - I just want it to read my thoughts so I don't have to work out how to create great prompts etc ;-) Great video and really loved the potential of this. Thanks Jason.
Awesome! As one of his followers, in special for the last 4 years, I could witness what the video explains pretty well. It has been a fantastic learning path for me as a thirsty learner. Congrats Gino!
Thanks Jason. I've been curious about how we can use AI to support the work and this is a great start. Just ordered the books so looking forward to reading them.👍😀
"Most change folks aren't that all technical anyway" -- little choice Jason for us to become Technical. If we are not, we need to get comfortable to being more and more so. Otherwise, we're out of a job too.
Thanks Ken and Jason for sharing your insights! The conversation had a slight mourning feel to it. Like something has been lost forever. Perhaps it is.
Not yet, but it has built in sharing and security. It's basically like google slides, but with intelligence! I think the main value is in the content generation. Worst case you can copy/paste the text!
You don't really believe that an AI that can create a generic PPT, transcribe videos, and do video presentations can replace a trained, educated, human change comms specialist, do you?
In some cases, absolutely. I used to work as a web designer 'pre-iphone' days and what our team of 5 people was doing is now replaced by half a marketing person, Wordpress and bunch of other SaaS tools. ~JL
@@leanchange I don't know anything about web design so I can't speak to its ability to be replaced by AI. But change management and communications are not as robotic as people think. Change management especially is driven by humanity, given its often referred to as the "people side of change" and while AI can regurgitate how to create a change plan or a communications strategy, it cannot do either with a people-first, empathetic approach. It can't replace a lot of Lean Change Management's concepts like having meaningful conversations or understanding responses to change. I'm happy to have it take over some of these mundane tasks, don't get me wrong; if we do our jobs robotically, the robots can replace us. If we do our jobs with humanity and empathy, we'll be needed as long as there are humans experiencing change.
You'd be surprised how many 'seasoned change agents' come through our workshops asking for a completely thought out, static change strategy 'deck' or docs because their stakeholders are asking for it.
interesting perspective! I never thought of the intent of these rituals and ceremonies! We always assume they're to 'make an improvement', but it's totally possible to just explore things, or blow off steam!
Brilliant video and perspective Jason. Just got off LinkedIn as I thought it was getting a little toxic for me. lol. Spending more time on my music. Ofcourse not getting off twitter as I need entertainment :-) especially the fauci files!! Cheers.
Thanks Arun! It's funny how this was big news a few weeks ago and now no one seems to care anymore! I've forgotten what we're supposed to be outraged about now! ~JL
I recall an exercise from Jim Collins I read about every time I hear such large number of people to be involved in a program. It's called "The Mars Group". What it basically comes down to is to do the change with a key group that is chosen by the larger group as their representatives, and consists of a few relatively simple steps: 1. Prepare a survey to find people that want to be candidate to work on the program. 2. Provide a large enough list of potential candidates. 3. Sent a mail (or another survey...) to ALL people you are convinced are impacted by the change. Tell them you're preparing a team to take on a mission to Mars (because often a change program can feel like that for people), but only have X-seat available in the Spaceship. Ask ALL people to vote on 1 person they trust to be their perfect representative on such mission. 1 rule - you can't vote on yourself. 4. Take the top-X from the ranking. 5. Make sure these chosen representatives have means in place to provide feedback to and receive inputs from other involved people.
agreed! The scary thing is, there is SO MUCH toxic behaviour in banks, telcos and other enterprises but people only seem to care when Elon does it. Seems a little incongruent to us.
