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M AKING C HANGE H APPEN : Finding the Right Change Model By Randall Benson, MBA randall@randallbenson.com 206-527-5343 Benson SHRM Presentation Sept15 - September 14, 2015 M AKING C HANGE H APPEN : Finding the Right Change Model By Randall

  1. M AKING C HANGE H APPEN : Finding the Right Change Model By Randall Benson, MBA randall@randallbenson.com 206-527-5343 Benson SHRM Presentation Sept15 - September 14, 2015

  2. M AKING C HANGE H APPEN : Finding the Right Change Model By Randall Benson, MBA Benson SHRM Presentation Sept15 - September 14, 2015

  3. M AKING C HANGE H APPEN : Finding the Right Change Model By Randall Benson, MBA Benson SHRM Presentation Sept15 - September 14, 2015

  4. Finding the right approach to change is hard. Benson SHRM Presentation Sept15 - September 14, 2015

  5. By choosing the right change model, the odds of successful change skyrocket. The Cynefin Framework Benson SHRM Presentation Sept15 - September 14, 2015

  6. Cynefin started with three system states. Complex Ordered Chaotic Then divided the Ordered state. Complex Ordered Complicated Simple Chaotic Benson SHRM Presentation Sept15 - September 14, 2015

  7. Then created the four Cynefin domains. Complex Complicated Non-ordered Ordered Chaotic Simple The Cynefin Framework Complex Complicated Non-ordered Ordered Chaotic Simple Benson SHRM Presentation Sept15 - September 14, 2015

  8. Systems in each domain behave differently. Complex Complicated Probe Sense Sense Analyze Respond Respond Unknown Known, Non-obvious Chaotic Simple Act Sense Sense Categorize Respond Respond Unknowable Known, Obvious Tailor change strategies to the domain. Complex Complicated Emergent Practices Good Practices Exploration Improvement Projects e.g. creating the e.g. “Leaning” a fastest ER value stream Chaotic Simple Novel Practices Best Practices Pure Science/ Training Crisis Mitigation e.g. PDCA improvement e.g. blunting outrage method Benson SHRM Presentation Sept15 - September 14, 2015

  9. Change approach should match expected outcomes. Complex Complicated Want breakthrough Want improved practices Explore, discover, Follow a proven apply roadmap Chaotic Simple Want restored order Want best practices Train everyone Stabilize to standards Disorder happens when we don’t know which domain we’re in. Complex Complicated Past Experience Past Experience Personal Preference Personal Preference Disorder Chaotic Simple Past Experience Past Experience Personal Preference Personal Preference Benson SHRM Presentation Sept15 - September 14, 2015

  10. The Simple-Chaotic boundary represents danger. Complex Complicated Chaotic Simple The Cliff Innovation opportunities are not even. Complex Complicated Fertile ground Few innovation for innovation opportunities Chaotic Simple No innovation Uncertain opportunities Benson SHRM Presentation Sept15 - September 14, 2015

  11. Employee engagement varies by domain. Complex Complicated Significantly constrained, Limited constraints, limited freedom, freedom to explore & discover defer to experts High Engagement Low Engagement Chaotic Simple Highly constrained, Lacking constraints, no degrees of freedom tyranny of the situation Active Disengagement Disengagement Benson SHRM Presentation Sept15 - September 14, 2015

  12. We’re an emergency room, not a waiting room. Benson SHRM Presentation Sept15 - September 14, 2015

  13. Randall Benson • randall@randallbenson.com • QuestE ff ect.com • BensonConsulting.com • 206-527-5343 Available on amazon.com M AKING C HANGE H APPEN : Finding the Right Change Model By Randall Benson, MBA randall@randallbenson.com Benson SHRM Presentation Sept15 - September 14, 2015

  14. Thank You Benson SHRM Presentation Sept15 - September 14, 2015

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