Learning to adapt, to improve, is the real transformation.

Demonstrate better thinking than anyone else

... or someone else tells you what to do.

The cross-role cross-organizational improvement team has unique access to both systemic and local realities. It will succeed with the right conditions for teamwork:

  • Right people: Volunteers from the network of influential key players who currently know and run the system.
  • Supporting organizational context: Authorization, time, priority, ...
  • The best external education: It will be difficult. We don't want to repeat the same old stuff.
  • Clear, challenging, consequential goal: Create better thinking than anyone else, tested by experiments and feedback.

We support your organizational design with 25+ years of experience, before and after the Agile movement.

Power and Wisdom in the same room

A stable team with Power and Wisdom leads the improvement work. Business decision-makers learn about the diverse front-line realities, and improvement owners get sponsoring.

Pressure and everyday pain motivate short-term improvement. Deliberate decisions are needed for long-term important topics.

The Wisdom comes from long-term strategy, Lean A3, and Agile experiments with real work. The small steps immediately realize a small piece of the long-term vision.

Start small and serious. Experiment with us facilitating one retrospective and coaching the follow-up work.

Agile Retrospectives and A3 improvement

The retrospective is an established Agile practice to Dream and Think together. It invites everyone to participate and influence.

Retrospectives shape the culture. Managers and workers can equally express their views and be heard. The organizational culture is observable in the room and can be reflected.

Behavioral agreements and obvious improvements are made within the retrospective. Wicked systemic problems, however, can not be solved in one workshop.

The retrospective selects the Biggest Pain that we want to solve with the Lean A3 method. Turbulent organizations need emphasis on experiments and local change leadership.

Please enquire about facilitation and training for retrospectives and improvement work.

Improvement community

In large organizations, the Improvement Community acts as the source of local knowledge and an amplifier for systemic change. It's members are the competent and credible local coaches, leading the local adaptation, and being available on the spot when confusion appears.

The community is a parallel learning organization - a sandbox for growing teamwork, leaders, and new leadership culture.

When the critical mass (usually 10-20%) of the population has been onboarded by rigorous training and coaching, the culture has changed. For smaller units, it is best to educate everyone.

As the small first step, please invite us to share our experiences in transforming large organizations.

Grow Change Leaders

Change Leader Training

Day 1: Teamwork fundamentals

  • Welcome
  • Launching this team
  • What is Teamwork
  • Individual responsibility
  • Exercises for interaction and constructive behavioral norms (Coaching dialogue, Feedback, Nonviolent Communication)
  • Conflict analysis exercise

We start by learning and practicing Teamwork because it is essential for both the organization and this team of change leaders.

Day2: Organizational design and improvement

  • Run a retrospective to find out the biggest Pain in the organization
  • Analyze the Pain from multiple perspectives like culture, complexity, power, bureaucracy, queuing theory, and a large library of organizational patterns
  • Create a backlog of experiments and actions based on the analysis and relevant Agile practices
  • We work using collaborative techniques like Wisdom Council, Lean A3, Fishbone, Systems thinking, and Impact Mapping.

Working with real Pain gives focus and meaning to learning the theories.

3-6 weeks

Carry out experiments, supported by coaching.

Day 3: Continue organizational design and improvement

  • Reflect the experiments
  • Deepen the analysis and collaborative practices as on Day 2
  • Refine the backlog and design the next experiments

Day 4: Teamwork and Leadership

  • Group dynamics
  • Team dysfunctions
  • Resistance and defenses
  • Psychological concepts
  • Advice for coaches and leaders
  • Emotional wisdom
  • Q/A

Reflecting on the internal dynamics of the training group and own leadership happens best when the team has matured.

Day 5: Celebrate (1/2 day)

  • Sharing the results and reflecting on the training with the sponsor
  • Processing ending
  • Certificates

More information

Please enquire for support for your journey to a learning organization.