The document discusses various approaches to organizational change, referred to as "rightshifting." It describes 16 options for facilitating transitions, including using productive dialogue, studying workflow processes, implementing kanban or lean principles, adopting positive psychology techniques, coaching, building consensus, and using models like Theory of Constraints or Kotter's 8 steps of change. The overall guidance is for incremental change through empowering employees and focusing on continuous improvement.

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Practical
Rightshifting
Agile Israel
Tel Aviv May 2013

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Bob Marshall
@FlowchainSensei
Head of Product Development Flow
CPA Global

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Bitter Tears

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Does Anyone Care?

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Bret Victor

7. A Way of Living Your Life
That most people
don't talk about.

8. My Guiding Principle
"Joy for all"

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Joy!

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The Marshall Model

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Mindset

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The Four Mindsets

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The Three Transition Zones

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Practicalities

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How to
Rightshift?

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A) Incremental
change

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B) Transitions
Lots of options open to us!

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The Three Transition Zones
Transitions

31. Transitions

32. Empathy
Observations
Feelings
Needs
Requests
Option 0: Nonviolence
Transitions

33. Option 1: Productive Dialogue First
TransitionsTransitions
Assumes:
Shortage of dialogue skills
Meaningful dialogue matters
Cf. Argyris, Bohm, etc.

34. Option 2: Get knowledge
TransitionsTransitions
(With a view to changing the system)
Go to the Gemba, accompanied by the managers
Study the system (the way the work works)
Understand the work, from the customers’ view
Follow the path of Purpose -> Measures -> Method

35. Make things visible
Limit Work in Progress
Manage flow
Make policies explicit
Improve collaboratively
Option 3: Kanban
TransitionsTransitions

36. • Asking “What’s going well?”
• Deciding “What should we do more of?”
• Posing “The Miracle Question” c.f. Solutions Focus
• Adopting the position that “People already have all
the resources they need to achieve their goals”
• Following the precepts of e.g. P.E.R.M.A.
(Seligman)
Option 4: Positive Psychology
TransitionsTransitions

37. G.R.O.W.:
• Goals (What are we trying to achieve?)
• Reality (Where are we now with respect to our
goals?)
• Options (What options do we have?)
• Will (What will we commit to doing?)
Option 5: Coaching, Conversations
Transitions

38. cf. Guy Kawasaki
Option 6: Selling the Dream
Transitions

39. JFDI!
Option 7: Capture the Flag
Transitions

40. See the workforce as “the customer”
Option 9: Emotioneering
Transitions

41. a.k.a. The Last Mile First
Option 10: Servant Leadership
Transitions

42. Is purpose important?
What about consensus?
And dialogue?
Which of the principles mentioned
herein do we think count?
And in what order, if any?
Option 11: Consensus
Transitions

43. a.k.a. Interactive Planning (Ackoff)
“The best place to begin an intellectual
journey is at its end.”
~ Russell L. Ackoff
Option 12: Reference Projection
Transitions

44. What to change?
What to change to?
How to effect the change?
Option 13: Theory of Constraints
Transitions

45. cf. Kahane’s “Solving Tough Problems”
Option 14: Scenario Modelling
Transitions

46. cf. Tom Gilb
Identify stakeholders and their needs
Quantify those needs
Consider solutions’ impact
Option 15: Competitive Engineering
Transitions

47. • Step 1: Create Urgency
• Step 2: Form a Powerful Coalition
• Step 3: Create a Vision for Change
• Step 4: Communicate the Vision
• Step 5: Remove Obstacles
• Step 6: Create Short-term Wins
• Step 7: Build on the Change
• Step 8: Anchor the Changes in Corporate Culture
Option 16: Kotter’s Change Model
Transitions

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Summary

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Thanks!
Twitter: @flowchainsensei
Blog: http://flowchainsensei.wordpress.com
LinkedIn Group: UK Rightshifting Network