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When you are on safari, you quickly learn about the African Big Five. They are rhinoceros, elephant, buffalo, leopard, and lion. You learn about them because everyone is always talking about them. People are constantly asking each other, “Have you seen the Big Five? How many of the Big Five did you see? Where were the Big Five? Which ones did you see?” The Big Five becomes a mantra of sorts by which people gauge the success of their safari experience. If they see all five of the Big Five, they consider their safari experience to be incredible. If they see four of the Big Five they are pretty happy, and if they only see one of the Big Five, they start planning how if they ever actually do see a lion, they are going to feed the ranger to it. As you can imagine, that type of experience is something that stays with you. And it was from that experience that I came up with “The Big Five for Founding”. The Big Five for Founding are the five things that you absolutely have to do for a sucessful start of your project. In this presentation I suggested 5 important elements of founding coming from the concept of effectuation: MEANS - GOALS - LOSSES - INTERACTION - COMMITMENTS
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Geeks on a farm, Lahr - Germany 18. June 2014
This multi-bladed folding knife was made in Germany around 1880. Image: Smithsonian’s National Museum of American History
ULTRA MEGA CHOICES
GROUPS OF
TWO
SHOWER WITH APPRECIATION
"If I look at youI get the impression ...
... that you could contribute to a fruitful collaboration
in an enriching, valuable and competent way with your qualities x, y, z ..... "
EFFECTUATION
Navigation under Uncertainty
Certainty Uncertainty
Information
Future
Goals
Complexity
Change
certain uncertain
disruptive
negotiable
confusing
high
fixed
clear
low
controllable
Profiling
?
WIN - LOOSE
WIN - WIN CLEAR GOALS
UNCERTAINTY EFFECTUATION
X
Different Roles, Parts,
"Identities", Members of your
Inner Team
Which voices do you
hear inside yourself?
Voices of the Inner Team of a Leader / Project Manager in the Business Environment
EFFECTUATION PRINCIPLES The future is not predictable.
The goals do not determine the means. The means determine the goals.
The individual affordable loss und and not the potential profitdetermines the next step.
Create Partnerships with stakeholders who want to undertake a commitment under uncertainty.
Be open for the unexpected.
now beats later
interaction beats waiting
building beats talking
one bird in the hand beats two in the bush
affordable loss now beats bankruptcy later
commitment beats committees
failure is an option
try to fail early and often
Some Effectuation Rules
Zukunft (planbar / ungewiss)
Ziele (fix / verhandelbar)
Informationen (eindeutig / unklar)
Komplexität (gering / unüberschaubar) Veränderung (langsam / schlagartig)
ANLASS (Vision, Wunsch, Bedürfnis, finanzielle Verbesserung, persönliche Veränderung, besondere Umstände, Neugierde, erste Idee)
MITTEL/RESSOURCEN Was ich weiß (Berufliche Ausbildung, Fähigkeiten, Wissen, Erfahrungen)
Wen ich kenne (Personen, die ich kenne, die hilfreich sein könnten, die für mich leicht erreichbar sind)
LEISTBARER VERLUST Was ich verlieren könnte (materielle Güter, Zeit, Reputation)
Was ich bereit bin, im nächsten Schritt zu investieren?(materielle Güter, Zeit, Reputation)
PARTNERSCHAFTEN Wer könnte bereit und willens sein, mein Vorhaben mit mir weiterzuentwickeln? (materielle Güter, Zeit, Wissen)
Welche Vereinbarungen möchte ich mit Partnern treffen? Wen möchte ich noch kennenlernen?
MÖGLICHES HANDELN Was werde ich konkret als nächstes tun?
Welche neuen Werte können dadurch für potentielle Kunden geschaffen werden?
Was habe ich über mich gelernt?Oder bei Teams: was habe ich neues gelernt im Team über die COMPETING VALUES.
Was könnte ich jetzt tun? Wie könnte ich meine Ideen / Produkte frühzeitig "PRETOTYPEN"?
Wie könnte ich meinGeschäftsmodell besser weiterentwickeln mit dem "BUSINESS MODELL CANVAS"
Wie hat sich der ANLASS jetzt besser konkretisiert?
Collaborative Design from Klaus Haasis, Alexandra Rudl, Bernd Buck, Carsten Holtmann, Ralf Allrutz, Version 2.0 Stand: 27.5.2014
UNGEWISSHEIT-PROFILING Wer ich bin (bezogen auf den Anlass, Eigenschaften, Einstellungen, Motive, Werte, persönliche Stärken)
EFFECTUATION GRID - Handeln unter UNGEWISSHEIT Innovations-Coaching in unternehmerischen und geschäftlichen Kontexten
UNG
EWIS
SHEIT
GEWISSHE
IT
Handeln nach
kausaler Logik
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