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DEALING WITH WICKED
PROBLEMSReaching YOUR Full Potential:
Taking the Next Step Conference
Obligatory Agenda Slide
•Hi!•What?•So what?•Now what?
Activity 1
•Sort the pieces by colour•Decide among yourselves what pieces will be treated as special
•Put “special” pieces into one pile
SIMPLEBest practice
Cause = EffectKnown
Feudal LeadershipSense-Categorize-
Respond
Activity 2
•Build a tower that is at least 20 bricks tall
•The tower must have a regular colour pattern
•Upper layers may not be wider than lower layers
SIMPLEBest practice
Cause = EffectKnown
Feudal LeadershipSense-Categorize-
Respond
COMPLICATEDGood practice
Cause -> EffectKnowable
Expert LeadershipSense-Analyze-
Respond
Activity 3
•Build an animal or a vehicle•It must have a regular colour pattern
•Each colour of brick may be handled by only one person
•You have 30 seconds to plan, after that no talking or whispering
•Your group will be moved with your structure to another table every minute
SIMPLEBest practice
Cause = EffectKnown
Feudal LeadershipSense-Categorize-
Respond
COMPLICATEDGood practice
Cause -> EffectKnowable
Expert LeadershipSense-Analyze-
Respond
COMPLEXEmergent practice
[CE]Retrospectively
knowableNetworked LeadershipProbe-Sense-Respond
Activity 4
•Build a building or a plant•Rules from before apply•Your group will be moved with your structure to another table every minute
•At random times we will move randomly selected people from one group to another
•No planning time & no talking
SIMPLEBest practice
Cause = EffectKnown
Feudal LeadershipSense-Categorize-
Respond
COMPLICATEDGood practice
Cause -> EffectKnowable
Expert LeadershipSense-Analyze-
Respond
COMPLEXEmergent practice
[CE]Retrospectively
knowableNetworked LeadershipProbe-Sense-Respond
CHAOSNovel practice
C≠EUnknowableCharismatic Leadership
Act-Sense-Respond
SIMPLEBest practice
Cause = EffectKnown
Feudal LeadershipSense-Categorize-
Respond
COMPLICATEDGood practice
Cause -> EffectKnowable
Expert LeadershipSense-Analyze-
Respond
COMPLEXEmergent practice
[CE]Retrospectively
knowableNetworked LeadershipProbe-Sense-Respond
CHAOSNovel practice
C≠EUnknowableCharismatic Leadership
Act-Sense-Respond
DISORDER
OUTLOOK
UNCERTAINTY
NEW EXPERIENCES
REPERTOIRE
Do the job right and …
Limit
Avoid
Develop
Narrow
Consider problems
objectively
Focus on a few clear ideas
Reduce risk with research and data
Make calculated investments
Make incremental progress
Unstable EnvironmentComplex & Chaotic
Stable Environment(Simple & Complicated)
OUTLOOK
UNCERTAINTY
NEW EXPERIENCES
REPERTOIRE
Do the job right and …
Continuously learn, adapt
and …
LimitAccept
AvoidSeek
Develop
Narrow
Develop Broad
Consider problems
objectively
Focus on a few clear ideas
Reduce risk with research and data
Make calculated investments
Make incremental progress
Develop multiple opportunities
Manage risk through action
Place small bets, quickly
Succeed more often in new
situations
Consider problems
empathetically
Unstable EnvironmentComplex & Chaotic
Stable Environment(Simple & Complicated)
Change will lead to insight far more than insight will lead to change.
Milton Erickson
SO WHAT?(Think, Pair, Share)
NOW WHAT?Reaching YOUR Full Potential
Connect
@angietarasoff
http://ca.linkedin.com/in/angietarasoff/
www.newernormal.ca
http://www.scoop.it/t/managing-complexity
Slides 7-11 adapted from:Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?" Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.
Slides 2-6 adapted from:Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76.
Workshop exercises adapted from:Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013
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