That would be the very first.
One of the most common ways to block change is to challenge, “OK, specifically, what do we do Monday morning?” You really can’t answer with “Oh, read over Patterns of Conflict a dozen times, and then we’ll hold a roundtable on Sun Tzu.” It just doesn’t work. Nor does “Monday morning, right after the meeting on the new promotion criteria, we’ll start working on einheit.*”
And be suspicious of the common suggestion to “create a sense of urgency.” If you really are in a situation where survival on your own terms is at risk, then ensuring a shared perception of reality will be all the motivation you need.
This post offers ideas for creating a solution to the problem of declining competitive power due to cultural reasons. In other words, you have lots of energetic, educated, and experienced people, but compelling products and services aren’t rolling out the door. Corporate entropy: Plenty of energy, but it isn’t accomplishing useful work. In that regard, here’s a short example on Blue Origin vs. Space X: https://arstechnica.com/science/2021/10/revealed-the-secret-notes-of-blue-origin-leaders-trying-to-catch-spacex/
But first, a disclosure. I’ve known David Anderson for some 11 years and have spoken at several of his events. I’ve even been mentioned in one of his books. The reason for bringing up his methodology anyway is that it’s firmly grounded in Boyd’s philosophy and has evolved into a specific answer to “What do we do Monday morning?”
With that in mind, download the “KANBAN Maturity Model: Barriers to Adoption.” Don’t worry about what the words mean at this stage, just read over some of the barriers. Here are a few right at the very first:
LACK OF UNDERSTANDING
LACK OF AGREEMENT
LACK OF TRUST OR INSUFFICIENT EMPATHY
LACK OF CUSTOMER FOCUS OR SERVICE-ORIENTATION
These should seem familiar: Einheit (“mutual trust” was Boyd’s translation)? Schwerpunkt (“focus and direction”)? Orientation (“common outlook/understanding”)? Etc.
There are some real gems as we move through the various maturity levels:
- Oblivious Careerists
- Managers as dating agents and traffic cops
- Failure to understand the intent behind regulations (i.e., not leading by auftragstaktik)
- Lack of mathematical and risk management literacy (lack of fingerspitzengefuehl)
You get the idea. It’s important to keep in mind that these are symptoms. What you need, and what the KMM methodology addresses, are the underlying causes.
I’m certainly not going to claim that this is the only methodology that will get at fundamental causes. But even if you never take the first step up the maturity levels, you might find several useful parts for your snowmobiles in this chart.
Should you be interested in more information, you can visit them at: https://djaa.com. Incidentally, I’ll be doing a keynote at the Kanban Global Summit in San Diego, March 14 – 16, 2022. Not to give away any spoilers, but I shall resurrect “The Lost Arts of Leadership.”
*Observant readers may have noticed the lack of initial caps, or italics, or the odd umlaut in the elements of Boyd’s organizational climate. Got tired of all this, so I’ve declared them to be English words, where we don’t do such things. Consider them recent loan words from German, on a par with autobahn, blitzkrieg, kindergarten, schadenfreude (my personal favorite), and umlaut.
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