4 Questions for Evaluating Experiments

When you try something new, when to you expect to see results? How do you evaluate an experiment decided on in a retro to know whether your hypothesis was correct? This week I read a post that described a situation I see too often.The poster described a retrospective...

Steering Signals: Signs Along the Way

When making a change or fixing a problem, we consider the outcome we want to achieve—what will be different. People usually consider how to measure  those outcomes. Will cycle time go down? Retention go up? Customer satisfaction improve? Clicks go through the...

Where to Fix a Problem

When there’s an issue in an organization, people have a tendency to focus on fixing the person(s). But there may be other—more effective—ways to fix the problem.  People are easy to see, and easy to criticize. That’s where we’ve been taught to focus. Performance...

Adapting to Change

The idea that we must set personal goals and work relentlessly to achieve them, bothers me. There’s an implicit valuing of perseverance over flexibility, adaptability, ingenuity. Sort of like following the plan–no matter what!–rather than adapting to...

Supporting People Through Change

We are all experiencing change right now. Minor blips and stunning upheavals. Routines at home and work. Expectations, assumptions, institutions—all are up for grabs. People ask, “As a leader in my organization, what can I do? How can I support people through change?...

Explicit and Implicit Knowledge

Baking may not seem related to the work we do. However, my experience teaching a friend how to bake bread highlighted explicit and implicit knowledge. And that has everything thing to do with learning new ways of working and organizational change.  We...

They Need to Change (But Might Not Know It)

Sometimes I meet teams who’ve adjusted or even embraced a change initiated by company leadership. They tell me how much benefit they’ve experienced. But, then say, “We’ve made all these changes, but our managers need to change, too....

Systems and Patterns of Thought

Systems drive behavior. They also influence patterns of thought. When we enter a system—a company for example—we unconsciously slip into the assumptions of the system. The values and beliefs behind structures seep into practices and policies. Truths that we hold as...

When I Feel Empowered, I Can…

I asked a group to complete this sentence: “When I feel empowered, I can__________.” Here’s how they filled in the blank. When I feel empowered, I can… do better thingshave trust get to flowfocusfeel in controleffect changebe excited about...

Work on the System

When I say “work on system,” I mean influencing factors that contribute to patterns of events and interactions in your organization. Making work work better.  So, how do you work on the system? Attend to creating an environment where great work is a...

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