Difference between revisions of "Whole system in the room"

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({{p|are in}})
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|context=you are to make an important and complex decision that affects many people across the organization.
|context=you are to make an important and complex decision that affects many people across the organization.
|wish=understand everyone’s stakes, faster decision-making, and greater personal responsibility
|wish=understand everyone’s stakes, faster decision-making, and greater personal responsibility
|so=Include all the relevant people who “ARE IN” in each meeting.
|so=Include all the relevant people who {{p|are in}} in each meeting.
|wish full=You want to understand everyone’s stakes in order to make faster decisions and evoke greater personal responsibility.
|wish full=You want to understand everyone’s stakes in order to make faster decisions and evoke greater personal responsibility.
|background=Forces:
|background=Forces:
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*Having a “whole system” in the room opens doors no one has walked through before.
*Having a “whole system” in the room opens doors no one has walked through before.


Make sure the right and diverse mix of people who “ARE IN” the room:
*'''A'''uthority to act, like decision-making responsibility.
*'''R'''esources, such as contacts, time or money.
*'''E'''xpertise in the issues to be considered.
*'''I'''nformation about the topic no one else has.
*'''N'''eed to be involved because they are affected by the outcome and can speak to the consequences.
Make “systems thinking” experiential rather than conceptual.
Make “systems thinking” experiential rather than conceptual.
|therefore full=Include all the relevant people who “ARE IN” in each meeting.
|therefore full=Include all the relevant people who {{p|are in}} in each meeting.


|new=When you can’t get the {{p|whole system in the room}}, the {{p|3 × 3 rule}} might be feasible. {{p|nemawashi}} can be another approach and lead or follow {{p|don’t just do something, stand there!}}.
|new=When you can’t get the {{p|whole system in the room}}, the {{p|3 × 3 rule}} might be feasible. {{p|nemawashi}} can be another approach and lead or follow {{p|don’t just do something, stand there!}}.
}}
}}

Revision as of 16:27, 10 March 2014

…you are to make an important and complex decision that affects many people across the organization.

✣  ✣  ✣

You want to understand everyone’s stakes in order to make faster decisions and evoke greater personal responsibility.

Forces:

  • Growing aspirations for both systemic—rather than single-problem—solutions and for greater inclusion of people in using what they know.
  • No task is too complex if the right people can be brought in on it.
  • The nature of the whole cannot be understood fully by anyone unless all participate.
  • People cannot be expected to act responsibly without understanding the impact of what they do.
  • Having a “whole system” in the room opens doors no one has walked through before.

Make “systems thinking” experiential rather than conceptual.

Therefore:

Include all the relevant people who are in in each meeting.

✣  ✣  ✣

When you can’t get the whole system in the room, the 3 × 3 rule might be feasible. nemawashi can be another approach and lead or follow don’t just do something, stand there!.


✣  ✣  ✣

[[so::Include all the relevant people who are in in each meeting.|]]

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