Difference between revisions of "Whole system in the room"
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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= | |so=In each meeting, include all the relevant people who “ARE IN” . | ||
|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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Make “systems thinking” experiential rather than conceptual. | Make “systems thinking” experiential rather than conceptual. | ||
|therefore full=Include all the relevant people who {{p|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 11:28, 12 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!.
✣ ✣ ✣