1. THE GUEST HOUSE Reinventing Work www.the-guest-house.com
Copyright The Guest House 2016
2. Copyright The Guest House 2016 YOUVE BEEN ON A LONG JOURNEY
TO ARRIVE HERE AT THE GUEST HOUSE
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6. Reinventing work www.the-guest-house.comCopyright The Guest
House 2016
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9. Copyright The Guest House 2016 Hi My names Helga. Welcome to
the Guest House! Can I offer you a guided tour? YES PLEASE NO
THANKS
10. THE-GUEST-HOUSE.COM: A GUIDED TOUR The home of various
guest microsites including: theagile.net theagileculturecoach.co.uk
reinventingwork.org Copyright The Guest House 2016
11. Copyright The Guest House 2016 THE FACETTED SEARCH HOME
ROOM : YOUR INSTANT GATEWAY TO ANYWHERE & EVERYWHERE IN THE
GUEST HOUSE
12. Copyright The Guest House 2016
13. Copyright The Guest House 2016 The Guest House is founded
to be a place where people from all walks of life can share their
stories opinions, hopes, fears, ideas about whatever work they've
done in the past, are doing presently, or plan to do in the future
to provide a livelihood for themselves and/or their families. It's
also a place for those of us engaged in leadership role to exchange
practical experiences of what has and hasnt worked for us in terms
of being change agents for complex systems change using dialogic
methods. The Guest House welcomes anyone and everyone across the
world who is is somewhere along their journey to climb the Mountain
of their Lifes Work. I believe through facilitating new types of
conversation genuinely new core narratives and 'mental maps' of
reality can emerge from a co-creative process focused on strengths
and opportunities for positive change rather than dwelling on
diagnosis of past problems. Its a conversation, a campaign an
information hub and a shop- front for the hosting service we offer
organisations. I am supported by a strong associate team who are
all experts in dialogic process design and delivery as well as SMEs
in areas from mindfulness to sustainability.
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16. Copyright The Guest House 2016 OUR DOJO: THE PLACE OF THE
WAY MOVEMENT PRACTICE MEDITATION PRACTICE LARGE EVENT HOSTING
SPACE
17. Copyright The Guest House 2016 THE BLOG: OUR STORIES OF OUR
PRACTICAL EXPERIENCES OF CATALYSING COMPLEX ORGANISATION CHANGE The
Blog or Knowledge Base contains opinion prices and stories from the
trenches' about my successes and failures in facilitating dialogic
methods and implementing organisational change through managing the
development and implementation of enterprise business applications,
outsourcing, software agility methods, culture change,
sustainability transition and employee engagement. All members are
warmly invited to contribute to the conversation by commenting or
authoring their own blog which they can do here.
18. THE Q&A CORNER Copyright The Guest House 2016
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21. Copyright The Guest House 2016 NAVIGATING THE GUEST HOUSE:
TOP-LEVEL CATEGORIES
22. NAVIGATING THE GUEST HOUSE: SUB-CATEGORIES
23. Copyright The Guest House 2016 NAVIGATING THE GUEST HOUSE:
TAGS
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26. Copyright The Guest House 2016 GETTING UN-LOST: JUST FOLLOW
THE COMPASS SOUTH AND YOU WILL ALWAYS RETURN TO THE FACETTED SEARCH
HOME ROOM
27. THE GUEST HOUSE Applying dialogic change processes to solve
complex systemic problems Copyright The Guest House 2016
28. THE GUEST HOUSE Applying dialogic change processes to solve
complex systemic problems Copyright The Guest House 2016
reinventing
29. ACTIONABLE Copyright The Guest House 2016
30. THE CYNEWORK FRAMEWORK: CHOSSING THE CHANGE APPROACH
APPROPRIATE TO THE SYSTEM Copyright The Guest House 2016
31. CHANGING THE WHAT, WHO & HOW OF CO-WORKER CONVERSATIONS
IS AT THE HEART IF DIALOGIC CHANGE METHODS Copyright The Guest
House 2016
32. COMPLEX CHANGE CHALLENGES THAT RESPOND WELL TO DIALOGIC
CHANGE METHODS AND MINDSETS. Employee engagement Business agility
Mindfulness@work Strategic sustainability Participatory leadership
The Digitization of Everything Copyright The Guest House 2016
33. EXAMPLE DIALOGIC CHANGE PROCESS An example multi-session
facilitation to intervene to change the who, what and how
co-workers converse. You never change anything by fighting the
existing reality. To change something build a new model which makes
the existing model obsolete Buckmaster-Fuller Copyright The Guest
House 2016
34. A TRIED AND TESTED BEST OF BREED FRAMEWORK PROCESS Hosting
group processes that shift the who, what & how of conversations
between co-workers to facilitate the co-creation of emergent 'leaps
in core narratives' and shifts in mental maps/mindsets. Although we
would of course design and tailor each process according to the
organisational context I have a tried and tested 'out of the box
process' based on a mash-up of 'Integrated Clarity', 'Chaordic
Stepping Stones', 'Technology of Participation (ToP)', 'The Cynefin
Framework', 'AI' 'Pro-Action/World Caf, Agile Retrospective,
Empirical Process Control, Lean War of Waste & Culture of
Experimentation. Think Big, Act Small, Fail Fast, Learn Quickly .
Copyright The Guest House 2016
35. A TRIED AND TESTED BEST OF BREED FRAMEWORK PROCESS 1) First
creating a safe container for teams to express how they feel about
their role, their relations with their co-workers and the
organisation. 2) Seek to create divergence in opinion and get away
from 'group think' consensus meeting norms - push habitual norms of
conversation to breaking point. 3) Look for convergence and
collective buy-in around genuinely novel strategies that are
actionable - at least through experimentation - with amplification
and dampening strategies worked out in advance for succeeding or
failing experiments. 4) Actionable public experiments that can be
rapidly scaled up or stopped depending on the outcome. Think Big,
Act Small, Fail Fast, Learn Quickly. The 'groan zone' can be
uncomfortable & anxiety provoking for some participants, is not
without risk as a facilitator, and has no guaranteed results -
except that we will have developed the quality of team
communication skills - but my experience is that there is no other
effective intervention a change-agent can make in complex systems.
Copyright The Guest House 2016
36. CHAORDIC STEPPING STONES: DIVERGENCE & CONVERGENCE
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37. ACTIONABLE Copyright The Guest House 2016
38. ART OF HOSTING FOUR FOLD PRACTICE Copyright The Guest House
2016
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41. INTER/INTRA TEAM WORKING AGREEMENTS Copyright The Guest
House 2016
42. ACTIONABLE EXPERIMENTS Copyright The Guest House 2016
43. ACTIONABLE Copyright The Guest House 2016
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45. Copyright The Guest House 2016 CULTURE OF CONTINUOUS
IMPROVEMENT THROUGH EMPIRICAL DATA GENERATING EXPERIMENTS
46. PARTICIPATORY LEADERSHIP Empowering teams to self-organise
how they achieve short and medium term SMART goals. Copyright The
Guest House 2016
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51. CHANGE IS HARD With appropriate humility, we accept our
inability to control the world. We accept that losing is part of
life. We do not fear adversity or suffering. Out of them comes new
learning, new growth, new hope, and new life. - Dennis Bakke
Copyright The Guest House 2016
52. Copyright The Guest House 2016 Resistance Denial
Self-Delusion Stop Listening Apathy Cynicism Mistrust Inertia
NIMBIism Passing the buck
53. Copyright The Guest House 2016 SHIFTING MINDSETS: A HIGH
LEVERAGE POINT IN SYSTEMIC CHANGE
54. THE NATURE OF CHANGE: PATHFINDING Copyright The Guest House
2016
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56. Copyright The Guest House 2016 PERSONAL PRACTICE AS THE
REALISATION OF DISCIPLINE
57. THE POWER OF LEVERAGING MINDSET CHANGE Copyright The Guest
House 2016
58. AGILE APPLICATION LIFECYCLE Complexity requires
participation, collaboration and listening together; it requires
all stakeholders to be in the same room. We need to ask powerful
questions of one another and there needs to be a willingness to
experiment. From the apparent disorder, a unique and powerful
practice emerges that everyone involved can be an ambassador for. -
Gill Evans 2014 Copyright The Guest House 2016
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60. Copyright The Guest House 2016 VALUE BASED
PRIORITISATION
61. AGILE REQUIREMENTS ENGINEERING Copyright The Guest House
2016
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63. THE ROAD OF EMERGENT PRODUCT DESIGN & ADAPTIVE PROJECT
MANAGEMENT IS NOT LINEAR Copyright The Guest House 2016
64. THE ART OF SIMPLICITY Copyright The Guest House 2016
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66. REMOVING IMPEDIMENTS Impediments are not people or tasks
Use a boston-grid to categorize impediments visibly as high/low
impact and external or internal. Separate the process of problem
identification (i.e. root cause analysis) from solution finding.
Using the SCAMPER technique to holistically consider all angles on
solutions. Engage other team members impediment huddles and while
if you are the Scrum Master you maintains ownership you can
delegate action Use experiments to test different hypothesis
Copyright The Guest House 2016
67. SPEED TO MARKET Copyright 2016 The Guest House
68. EMPLOYEE DISENGAGEMENT "Outstanding Agile Team Leaders go
out of their way to boost the self-esteem of their personnel. If
people believe in themselves, its amazing what they can accomplish"
Sam Walton Copyright The Guest House 2016
69. EMPLOYEE DISENGAGEMENT In 2013 Gallup commissioned a global
study spanning 140 countries to investigate to find out level of
purpose, meaning, commitment, enjoyment and positive identification
workers across the world felt towards their working lives. It
concluded that a mere 13% of employees worldwide were engaged at
workthats just 13% that were are psychologically committed to their
jobs and likely to be making positive contributions to their
organizations. The bulk of employees worldwide63%are not engaged,
meaning they lack motivation and are less likely to invest
discretionary effort in organizational goals or outcomes. And 24%
are actively disengaged, indicating they are unhappy and
unproductive at work and liable to spread negativity to coworkers.
This is a scandal that affects not only those working menial jobs,
or jobs with no prospects or poorly paid jobs in the developing
worldshockingly it is equally as endemic amongst those working in
supposedly wealthy highly educated societiesFor example in Western
Europe the figure was 14%. engaged and 20% actively disengaged.
Engaged employees are more than three times as likely to be
thriving in their overall lives as those who were actively
disengaged. - Gallup 2013 Copyright The Guest House 2016
70. THE QUALITY OF LIFE IMPACT OF DISENGAGEMENT @ WORK
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71. AUTOMOMY + MASTERY + GOALS = MOTIVATION Copyright The Guest
House 2016
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73. THE KEY: TEAMS NEED COACHING ON THE
SOFT/INTER-PERSONAL/MANAGEMENT SKILLS WHICH ENABLE SELF
ORGANISATION Collective Ownership Collective Decision Making User
Story Sizing & Iteration Task Identification and Estimation
Resource Levelling (matching skills demand and supply) The Art of
Storytelling, Listening and asking insightful questions. The Art of
Giving and Receiving Feedback Iteration Plan vs Progress Monitoring
Copyright The Guest House 2016
74. SHOWING UP WITH OUR WHOLE SELVES Copyright The Guest House
2016
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76. DIGITISATION OF EVERYTHING FROM SMAC TO TIOT & WEB 3.0
Not since the digital revolution in the early '90s has technology
placed such a comprehensive burden on business, employees and
individuals to reinvent their business plans, services and
products, and themselves to keep pace with the changing
marketplace. - Simon Mainwaring Copyright The Guest House 2016
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78. Applying mindfulness techniques at work to cope with
stress, negative thought patterns and dysfunctional emotional
reactivity. Copyright The Guest House 2016
79. MINDFULNESS Copyright The Guest House 2016 Applying
mindfulness techniques at work to cope with stress, negative
thought patterns and dysfunctional emotional reactivity.
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83. Copyright The Guest House 2016 WWW.THE-GUEST-HOUSE.COM