wrote Richard T. Pascale in his book Delivering Results, (pub: 1999), reinforcing Peter Senge's thoughts about the Learning Model documented in The Fifth Discipline Fieldbook (pub. 1994). Senge writes about Practice Fields summarised here:
Bill Jensen's research (in Simplicity) writes that to take different actions we need to find answers to 5 questions:
How is this relevant to what I do?
What, specifically, should I do?
How will I be measured, and what are the consequences?
What tools and support are available?
WIIFM- What's in it for me? for us?
... the most frequently asked question is the one on tools. Jensen continues "Between two-thirds and three-quarters of us are missing the tools or skills we need to successfully do everything that comes at us. But this is an average.. change agents and executives rarely believe tools and support are an issue.
Hopefully the World has moved on since Jensen's original researches but the questions are still relevant
These behavioural questions become , for CLEAR communication designed to inspire action:
Connected to what I do
List of next steps
Once again it can be the risk factors that reduce the capability of change taking place; which is where the protected play space comes into its own enabling individuals and groups to rehearse new language, new approaches and behaviours in a safer environment; which is a little like ensemble theatre work.. where initial read-through of the text, rehearsals are used to explore, articulate a common vision, and develop an experience (rehearsal; alpha mode); beta test at previews with real 'consumers'; reflect and if necessary tweak before the first night. Of course you could just pick up the play; read the stage instructions, learn and do... what the audience think is a delightfully new experience.. even if the play itself is not new ...context ...style ...interpretation!
Picture uploaded on by jhritz. Used with thanks under CC.
... so maybe this is what Michael Schrage meant by behaviour around prototypes and iterative capital! Combined with Tudor Rickard's 7 factors characterising Dream Teams
1. Strong platform of understanding
2. Shared vision
3. Creative climate
4. Ownership of ideas
5. Resilience to setbacks
6. Network activators
7. Learn from experience
and Hilarie Owen's 3 Success Factors
- the level of effort group members put in collectively in carrying out the task;
- the amount of knowledge and skill members bring to the team task;
- the appropriateness of the performance strategies or procedures used by the team in its work to achieve the task"
To enable activity that leads to change in how we do things and what comes out of that (team) activity
(innovation in process and product) we need to ensure that we make available to people the tools and techniques needed to create simplicity, space and self-confidence to deliver innovation at speed.
"So, you see, it turns out learning to change is much, much harder than it looks, which is why I've been up late every night this week."
Picture uploaded on by troismarteaux. Used with thanks under CC.
This is where a facilitator/coach can be useful. As one innovation facilitator observed,
"People get discouraged quickly, but I promise if they stay with it, they won't have any regrets," he added. "It's like anything else. You just have to work at it to be good."