Podcasts about cynefin

BONUS: Solution-Focused Coaching: The Game-Changing Method Every Scrum Master Needs With Ralph Miarka and Veronika Jugwirth In this BONUS episode, we dive deep into solution-focused coaching with Ralph and Veronika, co-authors of "Solution Focused Coaching For Agile Teams." This conversation explores how to shift from problem-solving to solution-building, helping Agile teams thrive through a forward-looking approach that empowers teams to find their own path to success. Understanding Solution-Focused Coaching "Solution focus, focuses on the goal itself. We are not talking about 'how', but first start with 'what we want to achieve'." Solution-focused coaching represents a fundamental shift from traditional problem-solving approaches. Rather than diving into root cause analysis and retrospectives focused on what went wrong, this methodology centers on the future and desired outcomes. It operates as a communication system that recognizes the complexity of modern work environments where simple cause-effect relationships don't always apply. In engineering, root causes make sense when dealing with predictable systems, but in complex organizational dynamics, solution-focused coaching acknowledges that we often can't identify clear root causes and instead focuses on creating a "preferred future." In this segment we refer to Solution-focused brief therapy and the Cynefin model.  The Power of Not-Knowing "Instead of suggesting solutions, we should start by asking questions. The “Not-knowing position” is about accepting this." The "not-knowing position" challenges coaches and leaders to resist the urge to immediately diagnose problems and offer solutions. When someone shares their story, they're not sharing the version we think we know. This approach transforms coaching conversations by starting with questions like "What difference would it make for you to solve this problem?" This shift toward asking questions about a positive future can even help identify advocates among those who initially resist change, creating unexpected allies in transformation efforts. Everyone as an Expert "When we help teams change by themselves, they change much faster." The principle that "everyone is an expert in their situation" fundamentally changes how coaches approach team dynamics, especially during periods of pressure or conflict. Instead of imposing external solutions, this approach involves asking teams what they already like about their current practices. For example, when observing daily standups with their natural diversity of approaches, focusing on what teams appreciate about their existing practices creates a foundation for sustainable change. Teams that discover their own path to improvement implement changes more rapidly and with greater commitment than those following prescribed solutions. The Miracle Question Technique "What would be a very small first sign that tells you that there was a small miracle during the night?" The Miracle Question emerges from real coaching conversations where clients express that "only a miracle can help." Rather than dismissing this statement, solution-focused coaches embrace the client's language to create powerful exploration opportunities. The technique involves asking teams to imagine their situation after a small miracle has occurred overnight, then identifying the first small signs they would notice. This approach helps teams explore possibilities and envision concrete steps toward their preferred future, making abstract goals tangible and achievable. Unlearning the Fix-It Mentality "Don't work by yourself in the problems of others, let them work." For Agile practitioners trained to identify and fix problems, solution-focused coaching requires a significant mindset shift. Instead of jumping into problem-solving mode, coaches must learn to hold space for solutions to emerge naturally from the team. This involves trusting that team members are experts in their own situations and developing strong questioning skills. Coaches and Scrum Masters need to clarify their own goals and resist the urge to solve problems for others, instead creating conditions where teams can work through challenges themselves. Practical Questions for Immediate Implementation "What do we want to achieve? What is our goal, and why?" Teams can immediately begin incorporating solution-focused approaches by bringing specific questions into their regular ceremonies. Key questions include exploring what the team wants to achieve and understanding the underlying purpose behind their goals. Additionally, asking "What works already?" helps teams build on existing strengths rather than focusing solely on problems. Confidence-building questions like "How confident are we?" and "What would make you more confident?" create opportunities for teams to identify specific actions that would increase their likelihood of success. About Ralph and Veronika Ralph Miarka is an Agile coach, trainer, and co-author of the book that is our topic for today's episode: Solution Focused Coaching For Agile Teams. Ralph helps teams thrive through solution-focused coaching. With a background in engineering and leadership, he bridges structure and empathy to spark real change. You can link with Ralph Miarka on LinkedIn. Veronika Jungwrith is a coach, consultant, and facilitator, Veronika blends solution-focused coaching with leadership development. Her work empowers individuals and teams to navigate complexity with clarity, meaning, and lasting impact. You can link with Veronika Jungwrith on LinkedIn.

In this episode of the Business Leaders Coach podcast, Toye Oshunbiyi sits down with renowned leadership expert and author Kevin Eikenberry to explore what it truly means to lead in times of uncertainty.Based on his latest book, Flexible Leadership, Kevin shares how leaders can develop the mindset, skillset, and habit set needed to adapt to change without losing their values or direction.You'll learn:Why flexibility is essential for modern leadershipThe difference between reacting and responding with intentionHow to use the Cynefin framework to understand the context you're leading inHow to balance consistency with adaptabilityWhy confidence in leadership doesn't come from having all the answers, but knowing how to flexWhether you're leading a team, running a business, or preparing for what's next, this episode will give you practical insights and a powerful framework to help you lead with clarity and confidence, no matter what comes your way.

Guest Bio:  Dave Snowden divides his time between two roles: founder & Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales.  Known for creating the sense-making framework, Cynefin, Dave's work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making.  He has pioneered a science-based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory.  He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style. He holds positions as extra-ordinary Professor at the Universities of Pretoria and Stellenbosch and visiting Professor at Bangor University in Wales respectively.  He has held similar positions at Hong Kong Polytechnic University, Canberra University, the University of Warwick and The University of Surrey.  He held the position of senior fellow at the Institute of Defence and Strategic Studies at Nanyang University and the Civil Service College in Singapore during a sabbatical period in Nanyang. His paper with Boone on Leadership was the cover article for the Harvard Business Review in November 2007 and also won the Academy of Management aware for the best practitioner paper in the same year.  He has previously won a special award from the Academy for originality in his work on knowledge management. He is a editorial board member of several academic and practitioner journals in the field of knowledge management and is an Editor in Chief of E:CO.  In 2006 he was Director of the EPSRC (UK) research programme on emergence and in 2007 was appointed to an NSF (US) review panel on complexity science research. He previously worked for IBM where he was a Director of the Institution for Knowledge Management and founded the Cynefin Centre for Organisational Complexity; during that period he was selected by IBM as one of six on-demand thinkers for a world-wide advertising campaign. Prior to that he worked in a range of strategic and management roles in the service sector. His company Cognitive Edge exists to integrate academic thinking with practice in organisations throughout the world and operates on a network model working with Academics, Government, Commercial Organisations, NGOs and Independent Consultants.  He is also the main designer of the SenseMaker® software suite, originally developed in the field of counter terrorism and now being actively deployed in both Government and Industry to handle issues of impact measurement, customer/employee insight, narrative based knowledge management, strategic foresight and risk management. The Centre for Applied Complexity was established to look at whole of citizen engagement in government and is running active programmes in Wales and elsewhere in areas such as social inclusion, self-organising communities and nudge economics together with a broad range of programmes in health.  The Centre will establish Wales as a centre of excellence for the integration of academic and practitioner work in creating a science-based approach to understanding society.   Social Media and Website LinkedIn: https://uk.linkedin.com/in/dave-snowden-2a93b Twitter: @snowded Website: Cognitive Edge https://www.cognitive-edge.com/   Books/ Resources: Book: Cynefin - Weaving Sense-Making into the Fabric of Our World by Dave Snowden and Friends https://www.amazon.co.uk/Cynefin-Weaving-Sense-Making-Fabric-World/dp/1735379905 Book: Hope Without Optimism by Terry Eagleton https://www.amazon.co.uk/Hope-Without-Optimism-Terry-Eagleton/dp/0300248679/ Book: Theology of Hope by Jurgen Moltmann https://www.amazon.co.uk/Theology-Hope-Classics-Jurgen-Moltmann/dp/0334028787 Poem: ‘Mending Wall' by Robert Frost https://www.poetryfoundation.org/poems/44266/mending-wall Video: Dave Snowden on ‘Rewilding Agile' https://www.youtube.com/watch?v=QrgaPDqet4c Article reference to ‘Rewilding Agile' by Dave Snowden https://cynefin.io/index.php/User:Snowded Field Guide to Managing Complexity (and Chaos) In Times of Crisis https://cynefin.io/index.php/Field_guide_to_managing_complexity_(and_chaos)_in_times_of_crisis Field Guide to Managing Complexity (and Chaos) In Times of Crisis (2) https://ec.europa.eu/jrc/en/publication/managing-complexity-and-chaos-times-crisis-field-guide-decision-makers-inspired-cynefin-framework Cynefin Wiki https://cynefin.io/wiki/Main_Page   Interview Transcript Ula Ojiaku:  Dave, thank you for making the time for this conversation. I read in your, your latest book - the book, Cynefin: Weaving Sense Making into the Fabric of Our World, which was released, I believe, in celebration of the twenty first year of the framework. And you mentioned that in your childhood, you had multidisciplinary upbringing which involved lots of reading. Could you tell us a bit more about that? Dave Snowden:  I think it wasn't uncommon in those days. I mean, if you did… I mean, I did science A levels and mathematical A levels. But the assumption was you would read every novel that the academic English class were reading. In fact, it was just unimaginable (that) you wouldn't know the basics of history. So, if you couldn't survive that in the sixth form common room, and the basics of science were known by most of the arts people as well. So that that was common, right. And we had to debate every week anyway. So, every week, you went up to the front of the class and you were given a card, and you'd have the subject and which side you are on, and you had to speak for seven minutes without preparation. And we did that every week from the age of 11 to 18. And that was a wonderful discipline because it meant you read everything. But also, my mother was… both my parents were the first from working class communities to go to university. And they got there by scholarship or sheer hard work against the opposition of their families. My mother went to university in Germany just after the war, which was extremely brave of her -  you know, as a South Wales working class girl. So, you weren't allowed not to be educated, it was considered the unforgivable sin. Ula Ojiaku:   Wow. Did it mean that she had to learn German, because (she was) studying in Germany…? Dave Snowden:  She well, she got A levels in languages. So, she went to university to study German and she actually ended up as a German teacher, German and French. So, she had that sort of background. Yeah. Ula Ojiaku:  And was that what influenced you? Because you also mentioned in the book that you won a £60 prize? Dave Snowden:  Oh, no, that was just fun. So, my mum was very politically active. We're a South Wales labor. Well, I know if I can read but we were labor. And so, she was a local Councilor. She was always politically active. There's a picture of me on Bertrand Russell's knee and her as a baby on a CND march. So it was that sort of background. And she was campaigning for comprehensive education, and had a ferocious fight with Aiden Williams, I think, who was the Director of Education, it was really nasty. I mean, I got threatened on my 11 Plus, he got really nasty. And then so when (I was) in the sixth form, I won the prize in his memory, which caused endless amusement in the whole county. All right. I think I probably won it for that. But that was for contributions beyond academic. So, I was leading lots of stuff in the community and stuff like that. But I had £60. And the assumption was, you go and buy one massive book. And I didn't, I got Dad to drive me to Liverpool - went into the big bookshop there and just came out with I mean, books for two and six pence. So, you can imagine how many books I could get for £60. And I just took everything I could find on philosophy and history and introductory science and stuff like that and just consumed it. Ula Ojiaku:  Wow, it seemed like you already knew what you wanted even before winning the prize money, you seem to have had a wish list... Dave Snowden:  I mean, actually interesting, and the big things in the EU field guide on (managing) complexity which was just issued. You need to build…, You need to stop saying, ‘this is the problem, we will find the solution' to saying, ‘how do I build capability, that can solve problems we haven't yet anticipated?' And I think that's part of the problem in education. Because my children didn't have that benefit. They had a modular education. Yeah, we did a set of exams at 16 and a set of exams that 18 and between those periods, we could explore it (i.e. options) and we had to hold everything in our minds for those two periods, right? For my children, it was do a module, pass a test, get a mark, move on, forget it move on. So, it's very compartmentalized, yeah? And it's also quite instrumentalist. We, I think we were given an education as much in how to learn and have had to find things out. And the debating tradition was that; you didn't know what you're going to get hit with. So, you read everything, and you thought about it, and you learn to think on your feet. And I think that that sort of a broad switch, it started to happen in the 80s, along with a lot of other bad things in management. And this is when systems thinking started to dominate. And we moved to an engineering metaphor. And you can see it in cybernetics and everything else, it's an attempt to define everything as a machine. And of course, machines are designed for a purpose, whereas ecosystems evolve for resilience. And I think that's kind of like where I, my generation were and it's certainly what we're trying to bring back in now in sort of in terms of practice. Ula Ojiaku:  I have an engineering background and a computer science background. These days, I'm developing a newfound love for philosophy, psychology, law and, you know, intersect, how do all these concepts intersect? Because as human beings we're complex, we're not machines where you put the program in and you expect it to come out the same, you know, it's not going to be the same for every human being. What do you think about that? Dave Snowden:  Yeah. And I think, you know, we know more on this as well. So, we know the role of art in human evolution is being closely linked to innovation. So, art comes before language. So, abstraction allows you to make novel connections. So, if you focus entirely on STEM education, you're damaging the human capacity to innovate. And we're, you know, as creatures, we're curious. You know. And I mean, we got this whole concept of our aporia, which is key to connecting that, which is creating a state of deliberate confusion, or a state of paradox. And the essence of a paradox is you can't resolve it. So, you're forced to think differently. So, the famous case on this is the liar's paradox, alright? I mean, “I always lie”. That just means I lied. So, if that means I was telling the truth. So, you've got to think differently about the problem. I mean, you've seen those paradoxes do the same thing. So that, that deliberate act of creating confusion so people can see novelty is key. Yeah. Umm and if you don't find… finding ways to do that, so when we looked at it, we looked at linguistic aporia, aesthetic aporia and physical aporia. So, I got some of the… one of the defining moments of insight on Cynefin was looking at Caravaggio`s paintings in Naples. When I realized I've been looking for the idea of the liminality. And that was, and then it all came together, right? So those are the trigger points requiring a more composite way of learning. I think it's also multiculturalism, to be honest. I mean, I, when I left university, I worked on the World Council of Churches come, you know program to combat racism. Ula Ojiaku:  Yes, I'd like to know more about that. That's one of my questions… Dave Snowden:  My mother was a good atheist, but she made me read the Bible on the basis, I wouldn't understand European literature otherwise, and the penetration guys, I became a Catholic so… Now, I mean, that that was fascinating, because I mean, I worked on Aboriginal land rights in Northern Australia, for example. And that was when I saw an activist who was literally murdered in front of me by a security guard. And we went to the police. And they said, it's only an Abo. And I still remember having fights in Geneva, because South Africa was a tribal conflict with a racial overlay. I mean, Africa, and its Matabele Zulu, arrived in South Africa together and wiped out the native population. And if you don't understand that, you don't understand the Matabele betrayal. You don't understand what happened. It doesn't justify apartheid. And one of the reasons there was a partial reconciliation, is it actually was a tribal conflict. And the ritual actually managed that. Whereas in Australia, in comparison was actually genocide. Yeah, it wasn't prejudice, it was genocide. I mean, until 1970s, there, were still taking half -breed children forcibly away from their parents, inter-marrying them in homes, to breed them back to white. And those are, I think, yeah, a big market. I argued this in the UK, I said, one of the things we should actually have is bring back national service. I couldn't get the Labor Party to adopt it. I said, ‘A: Because it would undermine the Conservatives, because they're the ones who talk about that sort of stuff. But we should allow it to be overseas.' So, if you put two years into working in communities, which are poorer than yours, round about that 18 to 21-year-old bracket, then we'll pay for your education. If you don't, you'll pay fees. Because you proved you want to give to society. And that would have been… I think, it would have meant we'd have had a generation of graduates who understood the world because that was part of the objective. I mean, I did that I worked on worked in South Africa, on the banks of Zimbabwe on the audits of the refugee camps around that fight. And in Sao Paulo, in the slums, some of the work of priests. You can't come back from that and not be changed. And I think it's that key formative period, we need to give people. Ula Ojiaku:  True and like you said, at that age, you know, when you're young and impressionable, it helps with what broadening your worldview to know that the world is bigger than your father's … compound (backyard)… Dave Snowden:  That's the worst problem in Agile, because what, you've got a whole class of, mainly white males and misogynism in Agile is really bad. It's one of the worst areas for misogyny still left, right, in terms of where it works. Ula Ojiaku:  I'm happy you are the one saying it not me… Dave Snowden:  Well, no, I mean, it is it's quite appalling. And so, what you've actually got is, is largely a bunch of white male game players who spent their entire time on computers. Yeah, when you take and run seriously after puberty, and that's kind of like a dominant culture. And that's actually quite dangerous, because it lacks, it lacks cultural diversity, it lacks ethnic diversity, it lacks educational diversity. And I wrote an article for ITIL, recently, which has been published, which said, no engineers should be allowed out, without training in ethics. Because the implications of what software engineers do now are huge. And the problem we've got, and this is a really significant, it's a big data problem as well. And you see it with a behavioral economic economist and the nudge theory guys - all of whom grab these large-scale data manipulations is that they're amoral, they're not immoral, they're amoral. And that's actually always more scary. It's this sort of deep level instrumentalism about the numbers; the numbers tell me what I need to say. Ula Ojiaku:  And also, I mean, just building on what you've said, there are instances, for example, in artificial intelligence is really based on a sample set from a select group, and it doesn't necessarily recognize things that are called ‘outliers'. You know, other races… Dave Snowden:  I mean, I've worked in that in all my life now back 20, 25 years ago. John Poindexter and I were on a stage in a conference in Washington. This was sort of early days of our work on counter terrorism. And somebody asked about black box AI and I said, nobody's talking about the training data sets. And I've worked in AI from the early days, all right, and the training data sets matter and nobody bothered. They just assumed… and you get people publishing books which say correlation is causation, which is deeply worrying, right? And I think Google is starting to acknowledge that, but it's actually very late. And the biases which… we were looking at a software tool the other day, it said it can, it can predict 85% of future events around culture. Well, it can only do that by constraining how executive see culture, so it becomes a self-fulfilling prophecy. And then the recruitment algorithms will only recruit people who match that cultural expectation and outliers will be eliminated. There's an HBO film coming up shortly on Myers Briggs. Now, Myers Briggs is known to be a pseudo-science. It has no basis whatsoever in any clinical work, and even Jung denied it, even though it's meant to be based on his work. But it's beautiful for HR departments because it allows them to put people into little categories. And critically it abrogates, judgment, and that's what happened with systems thinking in the 80s 90s is everything became spreadsheets and algorithms. So, HR departments would produce… instead of managers making decisions based on judgment, HR departments would force them into profile curves, to allocate resources. Actually, if you had a high performing team who were punished, because the assumption was teams would not have more than… Ula Ojiaku:  Bell curve... Dave Snowden:  …10 percent high performance in it. All right. Ula Ojiaku:  Yeah. Dave Snowden:  And this sort of nonsense has been running in the 80s, 90s and it coincided with… three things came together. One was the popularization of systems thinking. And unfortunately, it got popularized around things like process reengineering and learning organization. So that was a hard end. And Sanghi's pious can the sort of the, the soft end of it, right? But both of them were highly directional. It was kind of like leaders decide everything follows. Yeah. And that coincided with the huge growth of computing - the ability to handle large volumes of information. And all of those sorts of things came together in this sort of perfect storm, and we lost a lot of humanity in the process. Ula Ojiaku:  Do you think there's hope for us to regain the humanity in the process? Because it seems like the tide is turning from, I mean, there is still an emphasis, in my view, on systems thinking, however, there is the growing realization that we have, you know, knowledge workers and people… Dave Snowden:  Coming to the end of its park cycle, I see that all right. I can see it with the amount of cybernetics fanboys, and they are all boys who jump on me every time I say something about complexity, right? So, I think they're feeling threatened. And the field guide is significant, because it's a government, you know, government can like publication around effectively taken an ecosystems approach, not a cybernetic approach. And there's a book published by a good friend of mine called Terry Eagleton, who's… I don't think he's written a bad book. And he's written about 30, or 40. I mean, the guy just produces his stuff. It's called “Hope without Optimism”. And I think, hope is… I mean, Moltman just also published an update of his Theology of Hope, which is worth reading, even if you're not religious. But hope is one of those key concepts, right, you should… to lose hope is a sin. But hope is not the same thing as optimism. In fact, pessimistic people who hope actually are probably the ones who make a difference, because they're not naive, right? And this is my objection to the likes of Sharma Ga Sengi, and the like, is they just gather people together to talk about how things should be. And of course, everything should be what, you know, white MIT, educated males think the world should be like. I mean, it's very culturally imperialist in that sort of sense. And then nobody changes because anybody can come together in the workshop and agree how things should be. It's when you make a difference in the field that it counts, you've got to create a micro difference. This is hyper localization, you got to create lots and lots of micro differences, which will stimulate the systems, the system will change. I think, three things that come together, one is COVID. The other is global warming. And the other is, and I prefer to call it the epistemic justice movement, though, that kind of like fits in with Black Lives Matter. But epistemic justice doesn't just affect people who are female or black. I mean, if you come to the UK and see the language about the Welsh and the Irish, or the jokes made about the Welsh in BBC, right? The way we use language can designate people in different ways and I think that's a big movement, though. And it's certainly something we develop software for. So, I think those three come together, and I think the old models aren't going to be sustainable. I mean, the cost is going to be terrible. I mean, the cost to COVID is already bad. And we're not getting this thing as long COVID, it's permanent COVID. And people need to start getting used to that. And I think that's, that's going to change things. So, for example, in the village I live in Wiltshire. Somebody's now opened an artisan bakery in their garage and it's brilliant. And everybody's popping around there twice a week and just buying the bread and having a chat on the way; socially-distanced with masks, of course. And talking of people, that sort of thing is happening a lot. COVID has forced people into local areas and forced people to realise the vulnerability of supply chains. So, you can see changes happening there. The whole Trump phenomenon, right, and the Boris murmuring in the UK is ongoing. It's just as bad as the Trump phenomenon. It's the institutionalization of corruption as a high level. Right? Those sorts of things trigger change, right? Not without cost, change never comes without cost, but it just needs enough… It needs local action, not international action. I think that's the key principle. To get a lot of people to accept things like the Paris Accord on climate change, and you've got to be prepared to make sacrifices. And it's too distant a time at the moment, it has to become a local issue for the international initiatives to actually work and we're seeing that now. I mean… Ula Ojiaku:  It sounds like, sorry to interrupt - it sounds like what you're saying is, for the local action, for change to happen, it has to start with us as individuals… Dave Snowden:  The disposition… No, not with individuals. That's actually very North American, the North European way of thinking right. The fundamental kind of basic identity structure of humans is actually clans, not individuals. Ula Ojiaku:  Clans... Dave Snowden:  Yeah. Extended families, clans; it's an ambiguous word. We actually evolved for those. And you need it at that level, because that's a high level of social interaction and social dependency. And it's like, for example, right? I'm dyslexic. Right? Yeah. If I don't see if, if the spelling checker doesn't pick up a spelling mistake, I won't see it. And I read a whole page at a time. I do not read it sentence by sentence. All right. And I can't understand why people haven't seen the connections I make, because they're obvious, right? Equally, there's a high degree of partial autism in the Agile community, because that goes with mathematical ability and thing, and that this so-called education deficiencies, and the attempt to define an ideal individual is a mistake, because we evolved to have these differences. Ula Ojiaku:  Yes. Dave Snowden:  Yeah. And the differences understood that the right level of interaction can change things. So, I think the unit is clan, right for extended family, or extended, extended interdependence. Ula Ojiaku:  Extended interdependence… Dave Snowden:  We're seeing that in the village. I mean, yeah, this is classic British atomistic knit, and none of our relatives live anywhere near us. But the independence in the village is increasing with COVID. And therefore, people are finding relationships and things they can do together. Now, once that builds to a critical mass, and it does actually happen exponentially, then bigger initiatives are possible. And this is some of the stuff we were hoping to do in the US shortly on post-election reconciliation. And the work we've been doing in Malmo, in refugees and elsewhere in the world, right, is you change the nature of localized interaction with national visibility, so that you can measure the dispositional state of the system. And then you can nudge the system when it's ready to change, because then the energy cost of change is low. But that requires real time feedback loops in distributed human sensor networks, which is a key issue in the field guide. And the key thing that comes back to your original question on AI, is, the internet at the moment is an unbuffered feedback loop. Yeah, where you don't know the source of the data, and you can't control the source of the data. And any network like that, and this is just apriori science factor, right will always become perverted. Ula Ojiaku:  And what do you mean by term apriori? Dave Snowden:  Oh, before the facts, you don't need to, we don't need to wait for evidence. It's like in an agile, you can look at something like SAFe® which case claims to scale agile and just look at it you say it's apriori wrong (to) a scale a complex system. So, it's wrong. All right. End of argument right. Now let's talk about the details, right. So yeah, so that's, you know, that's coming back. The hyper localization thing is absolutely key on that, right? And the same is true to be honest in software development. A lot of our work now is to understand the unarticulated needs of users. And then shift technology in to actually meet those unarticulated needs. And that requires a complex approach to architecture, in which people and technology are objects with defined interactions around scaffolding structures, so that applications can emerge in resilience, right? And that's actually how local communities evolve as well. So, we've now got the theoretical constructs and a lot of the practical methods to actually… And I've got a series of blog posts - which I've got to get back to writing - called Rewilding Agile. And rewilding isn't returning to the original state, it's restoring balance. So, if you increase the number of human actors as your primary sources, and I mean human actors, not as people sitting on (in front of) computer screens who can be faked or mimicked, yeah? … and entirely working on text, which is about 10%, of what we know, dangerous, it might become 80% of what we know and then you need to panic. Right? So, you know, by changing those interactions, increasing the human agency in the system, that's how you come to, that's how you deal with fake news. It's not by writing better algorithms, because then it becomes a war with the guys faking the news, and you're always gonna lose. Ula Ojiaku:  So, what do you consider yourself, a person of faith? Dave Snowden:  Yeah. Ula Ojiaku:  Why? Dave Snowden:  Oh, faith is like hope and charity. I mean, they're the great virtues… I didn't tell you I got into a lot in trouble in the 70s. Dave Snowden:  I wrote an essay that said Catholicism, Marxism and Hinduism were ontologically identical and should be combined and we're different from Protestantism and capitalism, which are also ontologically identical (and) it can be combined. Ula Ojiaku:  Is this available in the public domain? Dave Snowden:  I doubt it. I think it actually got me onto a heresy trial at one point, but that but I would still say that. Ula Ojiaku:  That's amazing. Can we then move to the framework that Cynefin framework, how did it evolve into what we know it as today? Dave Snowden:  I'll do a high-level summary, but I wrote it up at length in the book and I didn't know I was writing for the book. The book was a surprise that they put together for me. I thought that was just writing an extended blog post. It started when I was working in IBM is it originates from the work of Max Borrasso was my mentor for years who tragically died early. But he was looking at abstraction, codification and diffusion. We did a fair amount of work together, I took two of those aspects and started to look at informal and formal communities in IBM, and its innovation. And some of the early articles on Cynefin, certainly the early ones with the five domains come from that period. And at that time, we had access labels. Yeah. And then then complexity theory came into it. So, it shifted into being a complexity framework. And it stayed … The five domains were fairly constant for a fairly long period of time, they changed their names a bit. The central domain I knew was important, but didn't have as much prominence as it does now. And then I introduced liminality, partly driven by agile people, actually, because they could they couldn't get the concept there were dynamics and domains. So, they used to say things like, ‘look, Scrum is a dynamic. It's a way of shifting complex to complicated' and people say ‘no, the scrum guide said it's about complex.' And you think, ‘oh, God, Stacey has a lot to answer for' but… Ula Ojiaku: Who`s Stacey? Dave Snowden:  Ralph Stacey. So, he was the guy originally picked up by Ken when he wrote the Scrum Guide… Ula Ojiaku:  Right. Okay. Dave Snowden:  Stacey believes everything's complex, which is just wrong, right? So, either way, Cynefin evolved with the liminal aspects. And then the last resolution last year, which is… kind of completes Cynefin to be honest, there's some refinements… was when we realized that the central domain was confused, or operatic. And that was the point where you started. So, you didn't start by putting things into the domain, you started in the operatic. And then you moved aspects of things into the different domains. So that was really important. And it got picked up in Agile, ironically, by the XP community. So, I mean, I was in IT most of my life, I was one of the founders of the DSDM Consortium, and then moved sideways from that, and was working in counterterrorism and other areas, always you're working with technology, but not in the Agile movement. Cynefin is actually about the same age as Agile, it started at the same time. And the XP community in London invited me in, and I still think Agile would have been better if it had been built on XP, not Scrum. But it wouldn't have scaled with XP, I mean, without Scrum it would never have scaled it. And then it got picked up. And I think one of the reasons it got picked up over Stacey is, it said order is possible. It didn't say everything is complex. And virtually every Agile method I know of value actually focuses on making complex, complicated. Ula Ojiaku:  Yes. Dave Snowden:  And that's its power. What they're… what is insufficient of, and this is where we've been working is what I call pre-Scrum techniques. Techniques, which define what should go into that process. Right, because all of the Agile methods still tend to be a very strong manufacturing metaphor - manufacturing ideas. So, they assume somebody will tell them what they have to produce. And that actually is a bad way of thinking about IT. Technology needs to co-evolve. And users can't articulate what they want, because they don't know what technology can do. Ula Ojiaku:  True. But are you saying… because in Agile fundamentally, it's really about making sure there's alignment as well that people are working on the right thing per time, but you're not telling them how to do it? Dave Snowden:  Well, yes and no - all right. I mean, it depends what you're doing. I mean, some Agile processes, yes. But if you go through the sort of safe brain remain processes, very little variety within it, right? And self-organization happens within the context of a user executive and retrospectives. Right, so that's its power. And, but if you look at it, it took a really good technique called time-boxing, and it reduced it to a two-week sprint. Now, that's one aspect of time boxing. I mean, I've got a whole series of blog posts next week on this, because time boxing is a hugely valuable technique. It says there's minimal deliverable project, and maximum deliverable product and a minimal level of resource and a maximum level of resource. And the team commits to deliver on the date. Ula Ojiaku:  To accurate quality… to a quality standard. Dave Snowden:  Yeah, so basically, you know that the worst case, you'll get the minimum product at the maximum cost, but you know, you'll get it on that date. So, you can deal with it, alright. And that's another technique we've neglected. We're doing things which force high levels of mutation and requirements over 24 hours, before they get put into a Scrum process. Because if you just take what users want, you know, there's been insufficient co-evolution with the technology capability. And so, by the time you deliver it, the users will probably realize they should have asked for something different anyway. Ula Ojiaku:  So, does this tie in with the pre-Scrum techniques you mentioned earlier? If so, can you articulate that? Dave Snowden:  So, is to say different methods in different places. And that's again, my opposition to things like SAFe, to a lesser extent LeSS, and so on, right, is they try and put everything into one bloody big flow diagram. Yeah. And that's messy. All right? Well, it's a recipe, not a chef. What the chef does is they put different ingredients together in different combinations. So, there's modularity of knowledge, but it's not forced into a linear process. So, our work… and we just got an open space and open source and our methods deliberately, right, in terms of the way it works, is I can take Scrum, and I can reduce it to its lowest coherent components, like a sprint or retrospective. I can combine those components with components for another method. So, I can create Scrum as an assembly of components, I can take those components compared with other components. And that way, you get novelty. So, we're then developing components which sit before traditional stuff. Like for example, triple eight, right? This was an old DSDM method. So, you ran a JAD sessions and Scrum has forgotten about JAD. JAD is a really…  joint application design… is a really good set of techniques - they're all outstanding. You throw users together with coders for two days, and you force out some prototypes. Yeah, that latching on its own would, would transform agile, bringing that back in spades, right? We did is we do an eight-hour JAD session say, in London, and we pass it on to a team in Mumbai. But we don't tell them what the users ask for. They just get the prototype. And they can do whatever they want with it for eight hours. And then they hand it over to a team in San Francisco, who can do whatever they want with it in eight hours. And it comes back. And every time I've run this, the user said, ‘God, I wouldn't have thought of that, can I please, have it?' So, what you're doing is a limited life cycle -  you get the thing roughly defined, then you allow it to mutate without control, and then you look at the results and decide what you want to do. And that's an example of pre-scrum technique, that is a lot more economical than systems and analysts and user executives and storyboards. And all those sorts of things. Yeah. Ula Ojiaku:  Well, I see what you mean, because it seems like the, you know, the JAD - the joint application design technique allows for emergent design, and you shift the decision making closer to the people who are at the forefront. And to an extent my understanding of, you know, Scrum … I mean, some agile frameworks - that's also what they promote… Dave Snowden:  Oh, they don't really don't. alright. They picked up Design Thinking which is quite interesting at the moment. If you if you look at Agile and Design Thinking. They're both at the end of their life cycles. Ula Ojiaku:  Why do you say that? Dave Snowden:  Because they're being commodified. The way you know, something is coming to the end of its life cycle is when it becomes highly commodified. So, if you look at it, look at what they are doing the moment, the Double Diamond is now a series of courses with certificates. And I mean, Agile started with bloody certificates, which is why it's always been slightly diverse in the way it works. I mean, this idea that you go on a three-day course and get a certificate, you read some slides every year and pay some money and get another certificate is fundamentally corrupt. But most of the Agile business is built on it, right? I mean, I've got three sets of methods after my name. But they all came from yearlong or longer courses certified by university not from tearing apart a course. Yeah, or satisfying a peer group within a very narrow cultural or technical definition of competence. So, I think yeah, and you can see that with Design Thinking. So, it's expert ideation, expert ethnography. And it still falls into that way of doing things. Yeah. And you can see it, people that are obsessed with running workshops that they facilitate. And that's the problem. I mean, the work we're doing on citizen engagement is actually… has no bloody facilitators in it. As all the evidence is that the people who turn up are culturally biased about their representative based opinions. And the same is true if you want to look at unarticulated needs, you can't afford to have the systems analysts finding them because they see them from their perspective. And this is one of one science, right? You did not see what you do not expect to see. We know that, alright? So, you're not going to see outliers. And so, the minute you have an expert doing something, it's really good - where you know, the bounds of the expertise, cover all the possibilities, and it's really dangerous. Well, that's not the case. Ula Ojiaku:  So, could you tell me a bit more about the unfacilitated sessions you mentioned earlier? Dave Snowden:  They're definitely not sessions, so we didn't like what were triggers at moments. Ula Ojiaku:  Okay. Dave Snowden:  So, defining roles. So, for example, one of the things I would do and have done in IT, is put together, young, naive, recently graduated programmer with older experienced tester or software architect. So, somebody without any… Ula Ojiaku:  Prejudice or pre-conceived idea... Dave Snowden:  … preferably with a sort of grandparent age group between them as well. I call it, the grandparents syndrome - grandparents say things to their grandchildren they won't tell their children and vice versa. If you maximize the age gap, there's actually freer information flow because there's no threat in the process. And then we put together with users trained to talk to IT people. So, in a month's time, I'll publish that as a training course. So, training users to talk to IT people is more economical than trying to train IT people to understand users. Ula Ojiaku:  To wrap up then, based on what you said, you know, about Cynefin, and you know, the wonderful ideas behind Cynefin. How can leaders in organizations in any organization apply these and in how they make sense of the world and, you know, take decisions? Dave Snowden:  Well, if there's actually a sensible way forward now, so we've just published the field guide on managing complexity.  Ula Ojiaku:  Okay. Dave Snowden:  And that is actually, it's a sort of ‘Chef's guide'. It has four stages: assess, adapt, exert, transcend, and within that it has things you could do. So, it's not a list of qualities, it's a list of practical things you should go and do tomorrow, and those things we're building at the moment with a lot of partners, because we won't try and control this; this needs to be open. Here's an assessment process that people will go through to decide where they are. So that's going to be available next week on our website. Ula Ojiaku:  Oh, fantastic! Dave Snowden:  For the initial registration.  Other than that, and there's a whole body of stuff on how to use Cynefin. And as I said, we just open source on the methods. So, the Wiki is open source. These… from my point of view, we're now at the stage where the market is going to expand very quickly. And to be honest, I, you know, I've always said traditionally use cash waiver as an example of this. The reason that Agile scaled around Scrum is he didn't make it an elite activity, which XP was. I love the XP guys, but they can't communicate with ordinary mortals. Yeah. It takes you about 10 minutes to tune into the main point, and even you know the field, right. And he (Jeff Sutherland) made the Scrum Guide open source. And that way it's great, right. And I think that that's something which people just don't get strategic with. They, in early stages, you should keep things behind firewalls. When the market is ready to expand, you take the firewalls away fast. Because I mean, getting behind firewalls initially to maintain coherence so they don't get diluted too quickly, or what I call “hawks being made into pigeons”. Yeah. But the minute the market is starting to expand, that probably means you've defined it so you release the firewall so the ideas spread very quickly, and you accept the degree of diversity on it. So that's the reason we put the Wiki. Ula Ojiaku:  Right. So, are there any books that you would recommend, for anyone who wants to learn more about what you've talked about so far. Dave Snowden:  You would normally produce the theory book, then the field book, but we did it the other way around. So, Mary and I are working on three to five books, which will back up the Field Guide. Ula Ojiaku:  Is it Mary Boone? Dave Snowden:  Mary Boone. She knows how to write to the American managers, which I don't, right… without losing integrity. So that's coming, right. If you go onto the website, I've listed all the books I read. I don't think… there are some very, very good books around complexity, but they're deeply specialized, they're academic. Gerard's book is just absolutely brilliant but it's difficult to understand if you don't have a philosophy degree. And there are some awfully tripe books around complexity - nearly all of the popular books I've seen, I wouldn't recommend. Yeah. Small Groups of Complex Adaptive Systems is probably quite a good one that was published about 20 years ago. Yeah, but that we got a book list on the website. So, I would look at that. Ula Ojiaku:  Okay. Thank you so much for that. Do you have any ask of the audience and how can they get to you? Dave Snowden:  We've open-sourced the Wiki, you know, to create a critical mass, I was really pleased we have 200 people volunteered to help populate it. So, we get the all the methods in the field guide them. And they're actively working at that at the moment, right, and on a call with them later. And to be honest, I've done 18-hour days, the last two weeks, but 8 hours of each of those days has been talking to the methods with a group of people Academy 5, that's actually given me a lot of energy, because it's huge. So, get involved, I think it's the best way… you best understand complexity by getting the principles and then practicing it. And the key thing I'll leave us with is the metaphor. I mentioned it a few times - a recipe book user has a recipe, and they follow it. And if they don't have the right ingredients, and if they don't have the right equipment, they can't operate. Or they say it's not ‘true Agile'. A chef understands the theory of cooking and has got served in apprenticeship. So, their fingers know how to do things. And that's… we need… a downside.. more chefs, which is the combination of theory and practice. And the word empirical is hugely corrupted in the Agile movement. You know, basically saying, ‘this worked for me' or ‘it worked for me the last three times' is the most dangerous way of moving forward. Ula Ojiaku:  Because things change and what worked yesterday might not work Dave Snowden:  And you won't be aware of what worked or didn't work and so on. Ula Ojiaku:  And there's some bias in that. Wouldn't you say? Dave Snowden:  We've got an attentional blindness if you've got Ula Ojiaku:  Great. And Dave, where can people find you? Are you on social media? Dave Snowden:  Cognitive. Yeah, social media is @snowded. Yeah. LinkedIn, Facebook and Twitter. Two websites – the Cognitive Edge website, which is where I blog, and there's a new Cynefin Center website now, which is a not-for-profit arm. Ula Ojiaku:  Okay. All these would be in the show notes. Thank you so much for your time, Dave. It's been a pleasure speaking with you. Dave Snowden:  Okay. Thanks a lot.

In this episode, Mon-Chaio and Andy dive into the intriguing concept of 'Alien Chess' and its relation to leadership and organizational diagnosis. They reflect on its connection with the four spheres of knowledge discussed in the previous episode and critically analyze its validity as a system within organizations. They draw parallels from the Cynefin framework, extreme programming, and real-world applications, debating whether alien chess is a useful model or leads to high-functioning, learned helplessness. Join the discussion on the balance between strategic planning and adaptable responses in leadership and technology sectors.ReferencesThe Resilience of Alien ChessCynefin frameworkThe Parable of Alien Chess

EP138 - La IA reinventa el desarrollo de SW, y retomando el podcast luego de un bajón…Saludos Agilistas, Desarrolladores, luchadores del día a día en las trincheras de la Agilidad y cualquier otra oyente de las Comunidades Agiles de Iberoamérica y del Universo Conocido….Hemos vuelto!Y en este episodio platricaremos de cómo la IA está reinventando el desarrollo de SW, y el modelo Cynefin sube a la palestra. Hablaremos de IA en la trinchera de los equipos ágiles, y cómo estos se han visto impactados, y beneficiados y desafiados por la IA.Un poco de teoría, y un interesante debate sobre el objeto que es complejo, y cómo la IA lo afecta.Participan en este episodio: Jorge Abad, Antonio Gallardo y Rodrigo Burgos.En "Eventos Agiles" Jorge nos comenta que el mundo de la Agilidad en Latinoamérica se reúne en su ciudad, este 26 y 27 de Abril de 2025, en el “Lean Agile Summit Medellín 2025”, evento en el que asistieran algunas hormigas.Le damos saludos a Heileen y a Arturo, quienes no pudieron acompañarnos, y les invitamos a todos a escuchar este episodio, y a seguirnos, pues Hormigas Agilistas Podcast ha regresado On-Fire!#IA #AI #Desarrollo #SW #Ingenieria #Agile #HormigasAgilistas

Donnez-moi votre feedback par SMS (mobile uniquement)!"Quand la mer est tranquille, chaque  bateau a un bon capitaine."Livre sur la gestion de crise en termes de gestion publique… écrit en 2016!Crise = composante émotionnelle forte!Le leadership en temps de crise nécessite des compétences spécifiquesPrise de décision rapide (mais pas précipitée)Communication claire (mais pas simpliste)Capacité à rester calme sous pression (mais pas mou)Mobilisation des équipes (mais pas frénésie)Gestion efficace des ressources (mais pas de thésaurisation)Décision rapide:Evaluation rapide de la situation (voir Cynefin épisode 49: crise => soit situation complexe soit chaotique => large consultation, tester / agir plus qu'analyser)Ouvrir des optionsEtablir des critères de choixSavoir faire des compromis et des arbitragesPrérequis: grande confiance en soi et en son équipe, compréhension approfondie des enjeuxCommunication claire:Informations simples et compréhensibles (stress!)Communication à toutes les parties prenantesObjectifs: Réduire l'incertitude, de rassurer les parties prenantes Garantir alignement sur les objectifs et les actions à entreprendre Prérequis: ouverture aux feedbacks et à ajustement de leur communication en fonction des besoins et des préoccupations des autresRester calme sous pression:Les crises peuvent générer du stress et de l'anxiété, mais les leaders doivent être capables de maintenir leur sang-froid et de prendre des décisions les plus rationnelles possibles.Cette sérénité permet de créer un environnement de travail stable et de rassurer les équipes, ce qui est essentiel pour maintenir la productivité et la motivation. Les leaders qui parviennent à rester calmes sont souvent ceux qui inspirent le plus de confiance et de respect.Mobiliser les équipesObjectif: maintenir la cohésion et la motivation des équipesQuelle est l'histoire? Aider à trouver du sens ou donner du sensEncourager et soutenir, reconnaissance des efforts et des succèsRedéfinir les règles du jeu et punir sévèrement les contrevenantsGestion efficace des ressources Déléguer les décisions sur l'utilisation des ressources disponiblesCoordonner!Transparence dans les actions et les décisions (budgets, allocation de personnel) Obstacles à la mise en pratique :Manque de régulation du stress et des émotions: travailler cette régulation individuellement et au niveau de la directionManque de préparation : prévoir un plan de contingence génériqueCommunication floue et erratique: s'entraîner dans des circonstances plus favorables, mais utiliser les mêmes principes Source: Boin, A., Hart, P., Stern, E., & Sundelius, B. (2016). The politics of crisis management: Public leadership under pressure. Cambridge University Press. Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino" Faites partie de notre communauté sur le Discord officiel COAPTA!

In today's episode of the podcast “Leadership is a Competitive Advantage” I am joined by Beth Smith, a senior consultant at The Cynefin Co., to discuss why different types of problems require different approaches to decision-making. In this episode, we dive into the Cynefin framework, a powerful sense-making tool developed by Dave Snowden that helps leaders and organizations navigate clear, complicated, complex and chaotic environments. The Cynefin framework is a recognition that different types of problems require different approaches to decision-making. As Beth Smith explains, "The Cynefin framework is just the fundamental recognition that in the world there are different types of system. And according to what system a certain problem, issue, opportunity, decision lies in, generally requires different types of actions or different ways of knowing and understanding that system. So we always start off with the clear domain, which is where you have very clear cause-and-effect relationships, where anyone on the street can look at it and understand: if you do X, you're going to get Y. Then there is the complicated domain, where you still have cause and effect, but it takes expert knowledge or analysis to determine the right answer. But then we have the complex domain, where there are patterns, but no clear cause-and-effect relationships because multiple factors are interacting, leading to emergence. And finally, we have the chaotic domain, where there is no order, no cause and effect – you just have to act and try to stabilize the situation before you can make sense of it." This means that decision-making is not just about applying a static model; it is about recognizing how different environments shape the way we make sense of problems. However, a common mistake in organizations is misclassifying problems and applying the wrong methods to solve them. "The most common pattern is people are operating on a complex problem using the logic and the tools, the methods of the complicated domain, or even the clear domain." This domain dissonance leads to frustration and failure because complexity demands experimentation, adaptability, and emergent solutions—not rigid best practices or expert-driven analysis. So, if you are looking for practical tools to navigate complexity in your own work, this conversation is for you. Let's dive in. PS! This episode was made possible thanks to Mihkel Tammo and Elar Killumets's Juhtimisklubi, who connected me with Beth during her visit to Tallinn. Thanks, Mihkel!

What does it mean to be a flexible leader? In this episode of Troubleshooting Agile, we welcome Kevin Eikenberry to talk about complex vs complicated situations, how to experiment rather than sticking to rigid policies, and his new book ‘Flexible Leadership' Links: - Kevin Eikenberry: http://kevineikenberry.com and http://kevineikenberry.com/gift - Flexible Leadership https://kevineikenberry.com/flexible - Cynefin: https://en.wikipedia.org/wiki/Cynefin_framework - Naive Realism: https://en.wikipedia.org/wiki/Na%C3%AFve_realism -------------------------------------------------- You'll find free videos and practice material, plus our book Agile Conversations, at agileconversations.com And we'd love to hear any thoughts, ideas, or feedback you have about the show: email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick joined forces at TIM Group in 2013, where they studied and practised the art of management through difficult conversations. Over a decade later, they remain united in their passion for growing profitable organisations through better communication. Squirrel is an advisor, author, keynote speaker, coach, and consultant, and he's helped over 300 companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, and is an accomplished author and speaker. You can connect with him here: www.linkedin.com/in/jfredrick/

J'ai le plaisir d'accueillir Laure Bruère-Dawson et Valérie Normand, deux facilitatrices en intelligence collective.Ensemble, nous avons exploré en profondeur :le leadership participatif etle modèle Cynefin.[01:39]Le leadership participatif, tel qu'elles le décrivent, est bien plus qu'une posture. C'est un cadre où les leaders créent les conditions propices à l'expression des idées de chacun, tout en restant clairs sur la manière dont les décisions sont prises. Nous avons parlé des qualités essentielles d'un leader participatif, telles que l'humilité, la curiosité, l'ouverture et la confiance, ainsi que des défis liés à la responsabilisation des collectifs.[19:17] Ensuite, Laure nous présente lemodèle Cynefin, un cadre d'aide à la décision qui aide à naviguer entre descontextes simples, compliqués, complexes ou chaotiques.Ce modèle permet d'adapter les méthodes de travail selon la nature du problème, avec un focus particulier sur l'expérimentation et le prototypage lorsqu'on évolue dans des environnements incertains.C'est passionnant !Et ultra-concret grâce à leurs retours d'expérience. Merci Laure et Valérie.✨Ressources mentionnées : Le modèle Cynefin de Dave Snowden Reinventing Organizations de Frédéric Laloux La théorie U d'Otto ScharmerSi vous souhaitez explorer ces approches en profondeur, n'hésitez pas à suivre les infos sur leurs séminaires !Infos : https://www.seminaireaopl.com/

Jason Schulist, Executive Director of the Fox Valley Data Exchange, brought his extensive problem-solving experience to the People Solve Problems podcast hosted by Jamie Flinchbaugh. With over 30 years of experience across construction, automotive, utility, and paper industries, Jason shared valuable insights about understanding and addressing different types of problems. At Fox Valley Data Exchange, Jason works to make community data accessible across three counties in Northeast Wisconsin. The organization helps stakeholders understand how people thrive by examining factors like meaningful work, wealth, physical health, and transportation. In addition to this role, Jason leads the Generative Local Community Institute, focusing on creating economic models that help people flourish. Jason introduced listeners to the Cynefin model, which provides a framework for categorizing problems into clear, complicated, complex, and chaotic domains. He emphasized that different types of problems require different approaches and tools. For example, while manufacturing problems might have clear cause-and-effect relationships, community issues often fall into the complex domain where patterns shift and traditional solutions may not work. Drawing from his experience addressing poverty in his community, Jason shared a compelling case study. His team discovered that earning $18 per hour represented a crucial threshold for stability in their area. They identified three key factors that helped people overcome poverty: some post-secondary education, having or expecting a child, and maintaining consistent employment for six to twelve months. Using this information, they set a goal to double the rate at which people moved out of poverty, from 3.5% to 7%. The project involved 27 parallel experiments, demonstrating Jason's approach to complex adaptive problems. One successful initiative identified eight certification programs - dubbed the "Elite Eight" - that consistently led to stable employment above the target wage. Another successful experiment involved connecting with people who were just a few classes short of completing their certifications, helping them finish their education and secure better-paying jobs. He emphasized the importance of collaboration in community problem-solving. He highlighted the success of CI Squared (Continuous Improvement times Community Improvement), a volunteer group of more than 55 continuous improvement professionals who have participated in over 80 interactions with nonprofits. These volunteers apply their professional skills to help community organizations address challenges and develop strategic plans. Throughout the conversation, he demonstrated how different problem-solving approaches can be adapted and combined to address complex community challenges. His work shows that while some problems can be solved directly, others - particularly in the complex domain - need to be addressed through iteration, observation, and pattern recognition. To learn more about Jason's work, visit www.fvdex.org or connect with him on LinkedIn.

Cómo dijo Isaac Newton todos estamos subidos a hombros de gigantes. Y estos son mis gigantes: Clayton Christensen: estrategia JTBD C. F. Kurtz y D. J. Snowden: Cynefin W. Chan Kim y Renée Mauborgne: Estrategia de los océanos azules Hamilton Helmer: Las 7 fuerzas de Helmer Richard Rumelt : The Kermel Donella Meadows: Thinking in systems Si quieres saber cómo y cuando los uso y cuáles son los pros y contras de sus modelos estratégicos, no te pierdas el pódcast. Me encantaría saber quienes son tus gigantes. Si quieres sentir la alegría de tener un plan claro que seguir suscríbete a leticiadelcorral.com  

In this engaging episode, I welcome back Kevin Eikenberry, a repeat guest on the show, to discuss his upcoming book, "Flexible Leadership: Navigate Uncertainty and Lead with Confidence," set for release in early 2025. We explore the critical role of confidence in leadership, especially amidst today's chaotic and fast-paced world. Kevin shares insights on the importance of self-awareness and the often-overlooked value of confidence in leadership development. We delve into the concept of sense-making and the challenges of adapting to a world that is no longer as predictable as it once was. Kevin introduces the Cynefin framework, a tool for understanding different contexts in leadership, and discusses the balance between flexibility and having a strong backbone. We also touch on the significance of purpose in guiding decisions and fostering commitment over mere compliance.

In this episode of The Brand Called You, Prof Dave J Snowden, Director & Founder of The Cynefin Centre, discusses the Cynefin framework and its application in organizational leadership. He explains how the framework categorizes situations into ordered, complex, and chaotic states, comparing them to the physical states of solids, liquids, and gases. Dave explores the evolution of sense-making approaches and their roots in natural science, emphasizing the importance of understanding complexity in decision-making. He shares insights about the differences between human and machine capabilities in problem-solving, particularly in the context of AI.  About Prof Dave J Snowden Prof Dave J Snowden is the Director & Founder of The Cynefin Centre. He works on the application of natural sciences to social systems through the development of methods and the SenseMaker® software suite. In 2008 he won an "Outstanding Practitioner-Oriented Publication in OB" award for a Harvard Business Review article on Cynefin. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Why do software gurus keep talking about the Cynefin Framework? What is it? How is it even pronounced? In this episode of Inspect & Adapt, Construx puts many brains on the topic with Mark Griffin, Jenny Stuart, Steve Tockey, and Earl Beede making the link between Cynefin and doing actual software development work. They cover where Cynefin is best applied and where this sense-making system just doesn't make sense.

In this episode, we dive deep into the mycelial network with world-renowned educator and ethnomycologist Darren le Baron. Known for his transformative Shroomshop Masterclasses and groundbreaking work in mushroom cultivation, Darren shares his journey from growing gourmet and medicinal mushrooms to pioneering the UK's first accredited Mycology and Mushroom Cultivation course for schools and at-risk youth.We explore how ancient fungi medicine traditions intersect with modern psychedelic research, the role of fungi in community empowerment, and the potential of mushrooms to heal both individuals and ecosystems.  Darren also discusses his innovative approach to permaculture and organic horticulture, weaving together sustainability, education and holistic community building.Join us for a conversation that blends science, spirituality, and practical wisdom to illuminate how "we are mushrooms having a human experience".The music in this episode is from Bonnie Medicine and Cynefin.  Reach our if you would like to gift your music to these rooted stories. Deepen Your Roots for a year-long slow spiral of Macy's 'The Work That Reconnects, weaving an animistic, embodied Deep Ecology into finding and tending your calling toward stewardship. Explore our world and work at rootedhealing.org and follow along on instagram.Access exclusive content at Patreon.Support the show

On this week's Salience Podcast, we explore anthropology, sensemaking and complexity.Our guest is Ellie Snowden. For those familiar with the Cynefin framework and its developer Dave Snowden, well Ellie is his daughter. Apart from an enormous requirement for personal resilience being Dave's daughter, Ellie has developed her own deep competency in the field of anthro-complexity and sensemaking. Ellie leads the Cynefin company's work on health and healthcare with her experience of supporting centre members in their use of SenseMaker® and surrounding methods. In this episode, we talk about the importance of narratives in expanding our world view, and how surfacing multiple voices can help cultivate culture. For more information about The Salience Podcast and Frontline Mind please visit our website at https://www.frontlinemind.com/the-salience-podcast/ You can also sign up for our newsletter here https://frontlinemind.us17.list-manage.com/subscribe?u=ff181d12c77d7cea5f19a2c48&id=fd7357f614

Text us your thoughts on the episode or the show!What happens when a military intelligence officer turns tech entrepreneur? That's what we uncover with Jonathan Hansing, co-founder of Walabi, as he shares his intriguing journey from the US Army to shaping the future of marketing analytics. Listeners will discover the surprising parallels between military intelligence and B2B marketing, as Jonathan elaborates on his experiences at Narrative Science, Tableau, and Salesforce. Together, we navigate the potential and pitfalls of data-driven methodologies in the world of AI and marketing, as Jonathan humorously admits to being an "AI guy who hates other AI guys."Marketing and sales teams often face significant challenges with data integration and visualization, and Jonathan brings to light the steep learning curves associated with platforms like Tableau. Our discussion explores alternative tools that simplify these processes and introduces the Cynefin framework as a strategic ally for marketers. This sense-making model helps differentiate between complicated and complex problems, offering strategies to align marketing efforts and secure leadership buy-in. We provide real-world examples of how this can improve communication and understanding among business leaders across diverse domains.The future of marketing is rapidly evolving, especially with AI's transformative impact, and we emphasize the necessity of rapid experimentation. Jonathan and I explore how being data-driven is crucial, yet it's equally important to embrace failure as part of the learning journey. We discuss the concept of an experimentation budget as a growth lever, the scientific approach to marketing, and the art of staying comfortable with uncertainty. By the end of our conversation, listeners will be equipped with strategies to navigate the dynamic landscape of AI-influenced marketing while spreading their bets across multiple channels.Episode Brought to You By MO Pros The #1 Community for Marketing Operations Professionals MOps-Apalooza is back by popular demand in Anaheim, California! Register for the magical community-led conference for Marketing and Revenue Operations pros.Support the show

As you will have heard in previous episodes for example with Ray Ison, Mette Böll and others, there is a lot of interest currently in systems thinking approaches in education as a key competency for our young people. But what systems thinking means once you scratch the surface is a question that we need to ask. And if we're supporting our young people (as well as teachers and leaders) to navigate complexity, Dave - from his background in Anthro-Complexity (https://cynefin.io/wiki/Anthro-complexity) - will definitely have something to say about that!  Dave is the creator of the Cynefin Framework (https://thecynefin.co/about-us/about-cynefin-framework/) and originated the design of SenseMaker®, the world's first distributed ethnography tool. He is the lead author of Managing complexity (and chaos) in times of crisis: A field guide for decision-makers, a shared effort between the Joint Research Centre (JRC), the European Commission's science and knowledge service, and the Cynefin Centre. He divides his time between two roles: founder and Chief Scientific Officer of The Cynefin Company and the founder and Director of the Cynefin Centre. His work is international in nature and covers government and industry looking at complex issues relating to strategy and organisational decision-making.  He has pioneered a science-based approach to organisations drawing on anthropology, neuroscience, and complex adaptive systems theory. Using natural science as a constraint on the understanding of social systems avoids many of the issues associated with inductive or case-based approaches to research.  Dave holds positions as an extraordinary Professor at the Universities of Pretoria and Stellenbosch as well as visiting Professor at the University of Hull. He has held similar positions at Bangor University, Hong Kong Polytechnic University, Canberra University, the University of Warwick and The University of Surrey. He held the position of senior fellow at the Institute of Defence and Strategic Studies at Nanyang University and the Civil Service College in Singapore during a sabbatical period in Nanyang. Social Links Great thinking on the Cynefin blog: https://thecynefin.co/our-thinking/ LinkedIn: @dave-snowden - https://www.linkedin.com/in/dave-snowden-2a93b/ X: https://twitter.com/snowded

Product Management is not about frameworks. Yes, using some frameworks that fit well in your situation can save us a lot of time by organizing our thoughts and allowing us to collaborate better.And before there were frameworks, there were mindsets.In this episode we are talking about a couple of mindset that help product managers and anyone who is building products to align better with the chaotic nature of our work.Our guest on the show is Assaph Mehr, a product and people leader. He is currently a Senior Product Manager of AI at Squiz, a Product Management Advisor & Mentor at My Mentor Path, a thought provoking blogger, and an author (or several ward-winning stories of Togas, Daggers, and Magic series - for lovers of Dark Urban-Fantasy Detectives and Ancient Rome!).On the episode, Assaph shared with us two of those mindsets - VUCA and Cynefin, and how they relate to our jobs as product people.Join Matt and Moshe as they explore with Assaph:How he got to product managementHis experience building AI products, and some of the challenges they raiseWhat are these two mindsets all about (and how to pronounce Cynefin!)How to understand, and harness Volatility, Uncertainty, Complexity and Ambiguity (VUCA)The balance between all of these, and how each of our domains can have a different mixIs it possible to quantify things like uncertainty or complexity?How he defines strategyThe 5 domains of Cynefin, and the importance of fitting our problem to the right domainCan Product Managers impact their orgs to think in these ways?Can product job seekers test organizational fit by probing to see if they have the right mindset?And so much more…You can connect with Assaph at:LinkedIn: https://www.linkedin.com/in/assaph/ Blog: https://assaph.substack.comBlog post about Cynefin and VUCA: https://assaph.substack.com/p/cynefin-and-vuca * You can find the podcast's page, and connect with Matt and Moshe on Linkedin:Product for Product Podcast - linkedin.com/company/product-for-product-podcastMatt Green - https://www.linkedin.com/in/mattgreenproduct/Moshe Mikanovsky - linkedin.com/in/mikanovsky/ Note: any views mentioned in the podcast are the sole views of our hosts and guests,  and do not represent the products mentioned in any way.Please leave us a review and feedback ⭐️⭐️⭐️⭐️⭐️

99% av tiden ombord på ett fartyg är det 'ordinarie verksamhet'. Det finns en vardag som är som ett litet samhälle med tydliga roller och kompetenser. Samtidigt är det en extremt säkerhetskritisk verksamhet där man tränar för situationer som kan uppkomma -> ” Vad om?” Detta ställer höga krav på både organisation, systematik och ledarskap Häng med på ett lärorikt och inspirerande samtal med kapten Johan Hartler, idag verksam på Swedish Shipowners Association. I diskussionen berör Johan också Cynefin-teorin som är en effektiv modell för att fatta beslut i komplexa situationer. Vi kommer dyka vidare i denna teori om några veckor. Håll ögonen öppna!

Today, my guest is Dave Snowden, a leading expert in complexity theory and knowledge management. Dave is the creator of the Cynefin Framework, which is a tool for understanding challenges and helping us make decisions within the right context. His work is international in nature. It covers government and industry, looking at complex issues relating to strategy and organizational decision-making. He is a popular and passionate keynote speaker on a range of topics, and he's well-known for his pragmatic cynicism - and you will hear that come through as you listen to this episode. I wish I had come across Dave's work earlier in my career because I think I'd have made some different career choices. In particular, his 2007 Harvard Business Review article with Mary Boone is excellent. It was on the cover of the November edition of the HBR and won the Academy of Management Award for Best Paper of that year. In this episode, we dive into the nuances of decision-making in complex environments. He walks us through the Cynefin Framework and how it helps us understand the challenges at hand. Dave shares insights into how organizations can avoid the pitfalls of traditional decision-making approaches that often oversimplify complex issues. We also explore the role of narrative in making sense of complexity and how his work with something called SenseMaker, supports capturing and interpreting diverse perspectives. If you're interested in how to navigate complexity and make better decisions in uncertain times, this episode is a must-listen. Show notes: Dave Snowden The Cynefin Framework Dave and Mary Boone's 2007 HBR Article, “A Leader's Framework for Decision-Making” SenseMaker Estuarine Mapping EU Field Guide to Managing Complexity (and Chaos) in Times of Crisis Wardley Maps - A strategic mapping technique that helps organizations understand and adapt to their competitive landscape. Gary Klein's Pre-mortem Max Boisot's I-Space London taxi drivers' “The Knowledge” Taylorism Agile Hawthorne effect Cynefin's ‘risk matrix' Abductive thinking Dave on algorithmic induction Dave on AI: “anthropomorphising idiot savants” _ _ _ _ Like what you heard? Subscribe to The Decision-Making Studio Podcast Sign up for our Decision Navigators Course https://thedecisionmaking.studio/        

“Coupling is an inherent part of system design, not something that is necessarily good or evil. How we design coupling can take our system either towards complexity or towards modularity." Vladik Khononov returns to the podcast to discuss his latest book “Balancing Coupling in Software Design”. In this episode, Vlad revisits the essence of coupling, a term often not fully understood, and explores its implications on software complexity and modularity. Vlad introduces the concept of shared lifecycle and shared knowledge, revealing the hidden dependencies that can undermine even the most well-intentioned designs. He also explains complexity through the lens of the Cynefin framework and delves into the differences between essential and accidental complexity. One of the episode's highlights is Vlad's unique framework for evaluating coupling. He introduces the three dimensions of integration strength, distance, and volatility, providing a practical model for assessing and balancing coupling in software design. He also challenges traditional definitions of modularity, emphasizing the importance of knowledge boundaries. Whether you're a seasoned tech lead or an aspiring software engineer, this episode offers invaluable insights into building maintainable and modular software systems. It will leave you with a deeper appreciation for the delicate balance between coupling and complexity.   Listen out for: Writing about Coupling - [00:03:28] Coupling - [00:06:09] Shared Lifecycle & Knowledge - [00:08:17] Cynefin - [00:12:28] Essential vs Accidental Complexity - [00:19:00] Modularity - [00:22:45] Abstraction & Knowledge Boundary - [00:29:04] 3 Dimensions of Coupling - [00:36:25] Balancing Coupling - [00:58:11] 3 Tech Lead Wisdom - [01:02:30] _____ Vladik Khononov's BioVlad Khononov is a software engineer with extensive industry experience, working for companies large and small in roles ranging from webmaster to chief architect. His core areas of expertise are distributed systems and software design. Vlad consults with companies to make sense of their business domains, untangle monoliths, and tackle complex architectural challenges. Vlad maintains an active media career as a public speaker and author. Prior to Balancing Coupling in Software Design, he authored the best-selling O'Reilly book Learning Domain-Driven Design. He is a sought-after keynote speaker, presenting on topics such as domain-driven design, microservices, and software architecture in general. Follow Vladik: LinkedIn – linkedin.com/in/vladikk Twitter / X – @vladikk

In the autumn of 1996 in Palo Alto, Dan Newman had a career-defining epiphany: facilitation is playing other people's games with your own rules. It's something that has stayed with him on his journey from consultant to facilitator, as he solves complex organisational problems by asking: how are their rules preventing them from winning?We cover a lot of ground from Dan's storied career in this brilliant conversation, dancing from the debate of the neutral facilitator, to cultural communication traits, the psychology of music, and why he will happily fine his clients for breaking the rules!Full to the brim with facilitation lessons to learn, try and apply yourself.Find out about:Tips, insights and anecdotes from Dan's nearly 30 year careerThe key differences between the role of the facilitator and the consultantHow to rebuild people's ‘finite games' into ‘infinite games', with a positive-sum outcomeHow to use Dave Snowden's Cynefin framework to aid decision-making and de-complexify problemsHow to take a company out of their culture to see new perspectivesDon't miss the next episode: subscribe to the show with your favourite podcast player.And download the free 1-page summary, so you can always have the key points of this episode to hand.Links:Watch the video recording of this episode on YouTube.Dan's BookConnect to Dan Newman:LinkedInWebsiteSupport the Show.**Click here to navigate through all episodes via this interactive podcast map.**If you're inspired by our podcast and crave similar conversations, consider joining Dr Myriam Hadnes' NeverDoneBefore Facilitation Community. **If you're keen to master the art of facilitation, discover our expert-led live, online Facilitation Courses at the NDB Academy. **If you enjoy the show, consider a one-off donation and contribute to the ongoing costs of running the podcast.

Sonja Blignaut is a complexity expert. That might not sound relevant to incident response in reliability engineering. But it is!Our systems are becoming more complex and so are the resulting incidents.Learning about complexity can help reliability folk go into an incident with less anxiety, which we'll explore in this episode.We'll explore the causes of complexity in incidents and how the Cynefin framework classifies incidents.We'll also deep dive into the concept of complexity itself and dispel a common issue where it gets mixed up with complicatedness.About SonjaSonja is a co-founder of Complexity Fit and founder of More Beyond focusing on helping teams build capacity for sensemaking, collaboration, and wayfinding.She has a background in programming from her early career as a meteorologist, having worked in C and Fortran, and then progressing to working as a web developer.You can connect with Sonja to learn more about complexity via LinkedIn. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit read.srepath.com

Fredrik paid a visit to Hogia and got the opportunity to talk to Woody Zuill and Martin Lassbo about mob programming, innovation, and keeping an open and curious mind. Mob programming is still new. Every time you say “that can't work”, you tend to be proven wrong eventually. Try it, for a year or two. You can't evaluate things after trying it for just an hour or two, some things take much longer. But do steer and adjust often. How frequently do you want to steer? Short iterations are valuable in that they give us more opportunities to steer work in a good direction. Standardization stifles innovation. Sometimes you do want it, but it depends on which space you're in. We had a process, but we still succeeded! Where did the thought I have originate? All your thoughts started somewhere else. The things we most believe can hide our biggest mistakes. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlund and @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Hogia Woody Zuill Martin Lassbo Mob programming Episode 218 (in Swedish) covers working in a mob in depth Other episodes with Woody Support us on Ko-fi! Øredev Woody's Øredev talk 2018, Beginner's mind Pair programming Turn up the good Cynefin - the decision framework you can never spell after hearing the word spoken Systems thinking - looking at systems as a whole, rather than in parts Kahnemann Thinking, fast and slow The drunkard's walk by Leonard Mlodinow Rational irrationality Survivorship bias Confirmation bias * Desirability bias Max Planck Russell Ackoff Deming Chaos theory Feynman - you are the easiest person to fool Dave Farley Titles There's always a lot to talk about The continuation My best thinking time The beginner's mind We just work together Maintain curiosity Steer towards better Turn up the good Getting a thing we thought we wanted How frequently could we steer? We think we know what we want Not a systems thinker Talent plus luck A higher level than the work itself A little more talent and a lot more luck I'll misquote it but I'm close Re-think the things we already believe Stay open-minded Something else could eat us A student of the biases Walk down a different path

Milica Lubinic: Product Owner Anti-Pattern, The Renamed Project Manager Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Balancing Involvement and Authority in Product Ownership Milica highlights how great Product Owners involve their teams in decision-making while maintaining responsibility for final decisions. She discusses tools for prioritization and the importance of structured approaches to processing team input. Scrum Masters can help PO's balance ownership and shared decision making with the teams and stakeholders. The Bad Product Owner: The Renamed Project Manager Milica discusses a common anti-pattern in Product Ownership: simply renaming project managers as Product Owners, without role clarity or team involvement. She shares tips for distributing cognition between PO's and their teams. She also emphasizes the importance of clear role definitions and external training for PO's, stakeholders, and teams.    [IMAGE HERE] Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate.   About Milica Lubinic Milica is a Mom and Professional and Organizational Coach who is all about dealing with complexity, whether it's child development or organizational/team/individual transformation and growth. She found her true calling in the world of Agile, Cynefin, and Progressive organizational cultures. Creating safe spaces for innovation, nurturing trust, and sparking engagement is her true passion. You can link with Milica Lubinic on LinkedIn.

Milica Lubinic: Measuring Psychological Safety in Agile Teams Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Milica emphasizes the importance of team trust and psychological safety, which are difficult to measure. She suggests using surveys to initiate meaningful conversations and reflections about these critical aspects.  Featured Retrospective Format for the Week: Solution-Focused Retrospectives Milica introduces her favorite retrospective format, focusing on future goals and leveraging existing strengths. This approach contrasts with the root cause analysis engineers often prefer, offering more actionable solutions and a variety of choices. This approach is based on insights from Solutions-focused Coaching.   [IMAGE HERE] Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!    About Milica Lubinic Milica is a Mom and Professional and Organizational Coach who is all about dealing with complexity, whether it's child development or organizational/team/individual transformation and growth. She found her true calling in the world of Agile, Cynefin, and Progressive organizational cultures. Creating safe spaces for innovation, nurturing trust, and sparking engagement is her true passion. You can link with Milica Lubinic on LinkedIn.

Milica Lubinic: Consent-based Decision-making for Agile Organizations Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Milica shares insights from her experience in a company undergoing Agile transformation. She highlights the misalignment in decision-making processes and the need for consent-based decision-making. By facilitating retrospectives with leadership and creating guides for new decision-making approaches, she navigated through various challenges.    [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Milica Lubinic Milica is a Mom and Professional and Organizational Coach who is all about dealing with complexity, whether it's child development or organizational/team/individual transformation and growth. She found her true calling in the world of Agile, Cynefin, and Progressive organizational cultures. Creating safe spaces for innovation, nurturing trust, and sparking engagement is her true passion. You can link with Milica Lubinic on LinkedIn.

Milica Lubinic: How to Foster Long-lasting Change for Agile Teams Without Micromanagement Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Milica tells the story of a team's struggle with sustainable change. Despite good intentions, the team lead's constant reminders about incomplete actions led to a lack of ownership. She emphasizes the importance of developing habits for sustainable improvement and allowing teams to maintain ownership of changes. How can teams foster long-lasting change without micromanagement? Featured Book of the Week: The Power of Vulnerability by Brené Brown Milica discusses Brené Brown's "The Power of Vulnerability" (audiobook) and how it transformed her understanding of belonging versus fitting in. This distinction helped her foster true belonging in her teams, where members felt safe to be themselves and contribute their best. This book addresses a question that is critical for Scrum Masters: How can we create environments that nurture genuine belonging?   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Milica Lubinic Milica is a Mom and Professional and Organizational Coach who is all about dealing with complexity, whether it's child development or organizational/team/individual transformation and growth. She found her true calling in the world of Agile, Cynefin, and Progressive organizational cultures. Creating safe spaces for innovation, nurturing trust, and sparking engagement is her true passion. You can link with Milica Lubinic on LinkedIn.

Milica Lubinic: Curiosity Over Assumption, How to Enter a New Agile Team or Company Without Triggering Resistance Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Milica tells the story of a pivotal failure from the start of her career. She entered a company that, at first sight, already practicing scaled Scrum and aligned with Agile values. Milica was eager to contribute. However, she quickly discovered underlying taboos and a lack of true transparency. Her push for more openness led to unexpected resistance, teaching her the importance of curiosity and avoiding assumptions. Listen to learn how we can navigate the current status of Agile adoption without making premature judgments.   [IMAGE HERE] Recovering from failure, or difficult moments is a critical skill for Scrum Masters. Not only because of us, but also because the teams, and stakeholders we work with will also face these moments! We need inspiring stories to help them, and ourselves! The Bungsu Story, is an inspiring story by Marcus Hammarberg which shows how a Coach can help organizations recover even from the most disastrous situations! Learn how Marcus helped The Bungsu, a hospital in Indonesia, recover from near-bankruptcy, twice! Using Lean and Agile methods to rebuild an organization and a team! An inspiring story you need to know about! Buy the book on Amazon: The Bungsu Story - How Lean and Kanban Saved a Small Hospital in Indonesia. Twice. and Can Help You Reshape Work in Your Company.   About Milica Lubinic Milica is a Mom and Professional and Organizational Coach who is all about dealing with complexity, whether it's child development or organizational/team/individual transformation and growth. She found her true calling in the world of Agile, Cynefin, and Progressive organizational cultures. Creating safe spaces for innovation, nurturing trust, and sparking engagement is her true passion. You can link with Milica Lubinic on LinkedIn.

Jaques Smit: Sprint Goals Gone Wrong, Leadership Lessons from a Game Development Team Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Jaques shares an experience with a game development team struggling to meet their goals. Despite his efforts to implement sprint goals and keep the team accountable, he faced resistance. Apparently lost with the process of setting goals, the Product Owner (PO) stepped back, pushing Jaques to take ownership and set the goals, which further re-enforced the team's attitude of not taking ownership. Jaques reflects on the importance of coaching with an open mind and the challenges of directive leadership. He shares insights on enabling constraints and the Cynefin framework. In this episode we also refer to Clinton Keith's work as well as the #NoEstimates book.   [IMAGE HERE] Recovering from failure, or difficult moments is a critical skill for Scrum Masters. Not only because of us, but also because the teams, and stakeholders we work with will also face these moments! We need inspiring stories to help them, and ourselves! The Bungsu Story, is an inspiring story by Marcus Hammarberg which shows how a Coach can help organizations recover even from the most disastrous situations! Learn how Marcus helped The Bungsu, a hospital in Indonesia, recover from near-bankruptcy, twice! Using Lean and Agile methods to rebuild an organization and a team! An inspiring story you need to know about! Buy the book on Amazon: The Bungsu Story - How Lean and Kanban Saved a Small Hospital in Indonesia. Twice. and Can Help You Reshape Work in Your Company.   About Jaques Smit Jaques is a seasoned Agile coach and Scrum Master with extensive experience in leading and transforming teams in the game development industry. His expertise lies in fostering team collaboration, resolving conflicts, and facilitating effective retrospectives. Jaques is passionate about continuous learning and empowering teams to achieve their full potential.   You can link with Jaques Smit on LinkedIn and connect with Jaques Smit through his website.

‘Cynefin' (pr. kuh-neh-vin) is the creative vision of West Wales native folk musician, Owen Shiers. Fascinated by music and history, it aims to give a modern voice to Ceredigion's rich yet neglected cultural heritage. Starting from his home village of Capel Dewi in the Clettwr Valley and travelling through the local musical landscape, Owen has unearthed seasoned songs and stories, some never before recorded, and given them new life in the present.The result of three years of research and work, his debut album ‘Dilyn Afon' (Following a River) is distinct in its concept and ambition. From talking animals and tragic train journeys – to the musings of star-crossed lovers, farm workers and lonely vagabonds, the album provides a unique window into the past and to a vibrant oral culture of story and song – it moves, probes and reveals forgotten aspects of the tradition, whilst raising questions around our modern malaise of disconnection and rootlessness.As any of you who have listened to the podcast for a while now will know, belonging is a big theme within our work at Rooted Healing, and yet Owen roots belonging back into the true sense of Cynefin and discusses themes worth sitting with at a deep level.  Owen questions our responsibilities in the protection and revival of diversity, in the broadest ecological sense that involves culture, language and story, which is big theme that we are exploring in our online course ‘Deepen Your Roots' and at our upcoming gathering ‘Ancestral', which is the 23rd-28th July in Eryri, North Wales.  So it is especially joyful to bring Owen onto the show as we approach this time in community on home soil.Intro music by the wonderful Bonnie Medicine.Support the Show.

 This episode of the TTL podcast features Douglas Squirrel, an expert in making tech teams insanely profitable. The discussion delves into David Snowden's Cynefin framework and the concept of entangled trios for navigating complex situations by leveraging diverse perspectives. Mon-Chaio, Andy, and Squirrel cover various tactics for tech leadership, including encouraging exploration within product design and the importance of external communication for generating novel ideas. By drawing parallels with historical explorations like Lewis and Clark's expedition and examining modern examples like Roblox and LEGO, the episode elucidates ways in which tech leaders can foster an environment of innovation and experimentation within their teams. Squirrel​ has been coding for forty years and has led software teams for twenty. He uses the power of conversations to create dramatic productivity gains in technology organisations of all sizes. Squirrel's experience includes growing software teams as a CTO in startups from fintech to biotech to music, and everything in between; consulting on product improvement at over 200 organisations in the UK, US, Australia, Africa, and Europe; and coaching a wide variety of leaders in improving their conversations, aligning to business goals, and creating productive conflict. He lives in Frogholt, England, in a timber-framed cottage built in the year 1450. References Cynefin - https://thecynefin.co/about-us/about-cynefin-framework/ Entangled Trios - https://cynefin.io/wiki/Entangled_trios Team-Level Predictors of Innovation at Work - https://www.academia.edu/download/46061879/Team-Level_Predictors_of_Innovation_at_W20160530-14486-zu1o8i.pdf Ethnic Diversity and Creativity in Small Groups - https://deepblue.lib.umich.edu/bitstream/handle/2027.42/68515/10.1177_1046496496272003.pdf Decision Point - https://www.nps.gov/places/decision-point.htm Roblox - https://www.roblox.com/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/tactics-tech-leadership/message

Trygghet på arbetsplatsen påverkar säkerheten i slutprodukten. Jonatan Francén från Skatteverket HR och Trustivide visar vägen till en säkerhet genom motivation, autonomi och samspel.  https://www.trustivide.com  Mer om cynefin: https://en.m.wikipedia.org/wiki/Cynefin_framework Vill du ställa en fråga eller föreslå ämnen som du vill att vi ska prata om i framtida avsnitt?  Skriv då till @sakerhetssnack på twitter!

Paul Jarvis: Embracing the Stretch Zone, Tools for Personal and Agile Team Growth Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Paul introduces the "comfort - stretch - panic model" by Karl Ronker. This episode explores the necessity of stepping out of comfort to achieve personal and professional growth, emphasizing the role of the Stretch zone in challenging and expanding our capabilities. Through practical tips and insights, including the significance of a growth mindset. Paul refers to Managing for Happiness, Jurgen Appelo. Regarding change processes, Paul guides listeners on how to use experiments, spikes, and the Cynefin model to navigate and embrace change effectively. What does it truly mean to stretch beyond our comfort zones, and how can we apply these principles to foster a culture of continuous improvement and happiness? Discover tools, tips, and techniques that catalyze growth and change.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Paul Jarvis Paul is a seasoned Enterprise Lean Agile Coach, Trainer, RTE, and Scrum Master with a decade of experience in the FinTech sector, focusing on banking, payments, and e-commerce. Recently, he completed a 3.5-year tenure at a key player in investment banking. You can link with Paul Jarvis on LinkedIn and connect with Paul Jarvis on Twitter.

Dr. Richard Winters, Mayo Clinic's Leadership Development Program Director and author of “You're the Leader. Now What?: Leadership Lessons from Mayo Clinic,” discusses the dynamic challenges of healthcare leadership. He highlights issues like global healthcare professional shortages and emphasizes the need for teamwork amidst constant change. Dr. Richard advocates for understanding and leading diverse teams, focusing on tackling challenges such as resource scarcity and disagreements. In his book, he outlines actionable steps for leaders, promoting forward-thinking within constraints and encouraging openness to exploring varied life paths and personal fulfillment.   Key Takeaways:   [01:38] Dr. Richard is an emergency physician at Mayo Clinic who also engages in leadership programs. Despite an unconventional journey into medicine as a former punk rock skateboarder, he values the dynamic schedule of emergency medicine over standard clinic hours. Acknowledging the challenges, he emphasizes the importance of community and collaboration in providing effective emergency care. Grateful for the efforts of first responders, Dr. Richard recognizes the crucial role they play in critical situations.   [05:30] He addresses challenges in hospital practice, emphasizing global shortages of healthcare professionals. In his leadership insights, he highlights the dynamic nature of healthcare, with constant changes and teamwork requirements. Reflecting on his career, Dr. Richard notes the shift from individual care to collaborative leadership, stressing the importance of understanding and leading diverse teams in the ever-evolving healthcare landscape.   [09:42] Dr. Richard shares his book's focus which is on the challenges in healthcare leadership—scarce resources, disagreements, and the need for solutions. He advocates a forward-looking approach, urging leaders to think what they like to do given limitations. He also refers to the Cynefin  framework by David Snowden for decision-making in uncertain situations, particularly highlighting the importance of transitioning from crisis to complex environments in healthcare leadership.   [11:36] He explains the dual challenge of dealing with both well-known best practices and unknown, dynamic situations in leadership. Leaders must navigate between conventional approaches and the need to address new pressures. Dr. Richard shares the dynamic nature of leadership, especially for physician-scientist leaders, focusing the shift from trusting data to effectively conveying narratives. He highlights that leadership involves not just external adaptation, but also internal growth and the challenge of balancing authenticity with the demands of the role.   [14:40] Dr. Richard explores the liminal space in leadership, navigating dichotomies within departments, organizations, and professions. He emphasizes the importance of distinguishing between individual and collective stories, acknowledging the ever-evolving narrative in leadership. Connecting values like respect and integrity to specific behaviors, he also stresses the significance of leaders embodying organizational values in their actions. Dr. Richard explains the significance of healthcare leaders translating values into tangible behaviors to cultivate a positive organizational culture.    [21:39] He shares the challenge of aligning business and healthcare interests and emphasizes the importance of individual well-being. He critiques traditional wellness programs and advocates for a focus on psychological well-being components like purpose alignment, autonomy, personal growth, and positive relations. Dr. Richard also emphasizes the need for organizational commitment to measuring well-being as a vital sign and promoting a culture that values collective decision-making, autonomy, and purpose alignment.    [29:04] Dr. Richard stresses the importance of being willing to explore different paths in life, while encouraging leaders and individuals to consider alternative options. He also focuses on the need for open conversations about personal fulfillment, even if it means exploring unconventional paths like opening a surf shop in a cold climate. Dr. Richard uses the metaphor of a garden to illustrate that humans are not confined to one place and can find fulfillment in different areas.    [31:51] He reflects on the commonalities of change across various industries, acknowledging the profound transformations driven by technology and AI. He emphasizes the ongoing inflection point in different sectors, marked by consolidations, evolving job roles, and the integration of data. Dr. Richard also expresses excitement about the potential opportunities in healthcare due to increased data sharing and innovative leadership approaches. He gives focus on the importance of leaders challenging tradition, being bold, and skillfully guiding organizations through change.   [34:15] Dr. Richard also reflects on the evolving landscape of healthcare, giving focus on the significant advancements driven by AI and technology. He acknowledges the challenges of navigating a heavily regulated industry and addresses the need for regulatory adaptation to facilitate innovation. Dr. Richard envisions a transformative shift in healthcare delivery, while stressing the impact of remote monitoring and patient-centric models. He believes that it is important to embrace discomfort as a catalyst for growth and learning, and encourages leaders to navigate daily challenges with curiosity and resilience.   [36:17] Closing Quote: Remember, the life so short a craft, so long to learn. -Hippocrates   Quotable Quotes: "Leadership isn't just directing from above; it's about actively understanding and helping the team."   "Leadership is developing the ability to lead one-on-one and to lead groups of individuals who are all in disagreement."   "The most important on being a leader, is being able to lead yourself as you navigate and figure out your own path."   "Our most effective leaders must grasp how to analyze data, comprehend hard facts, and navigate complex situations."   "Many organizations share similar values, but often these values are not reflected in their behaviors."   "The key to changing the culture is ensuring that it's not only about values but also about the behaviors that embody those values."   “Values plus behaviors is equal culture.”   "Those daily stories are what truly inspires me."   "If I notice people don't feel safe speaking up or sharing perspectives, I take action."   "Things always change, so you need to look at everything to make the best decision."   “It's essential for humans to figure out where our efficacy is and what we can do to make sure that we're happy, engaged, have well-being, and fulfilled.”   “We need individuals who can deal with crises and can steer an organization forward when the organization is unsure.”   “We need individuals who have the ability to bring people with different perspectives together.”   This is the book mentioned in our discussion with Dr. Richard:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Richard Winters LinkedIn | Dr. Richard Winters Website | Mayo Clinic Website | Dr. Richard Winters Twitter |  

In this week's episode, host Jimmy Burroughes is joined by the founder of MileZero consultancy, Robyn Bolton. They explore the intricacies of innovation and leadership. Robyn shares her expertise in helping leaders navigate the complexities of innovation to drive growth and revenue confidently. She highlights the importance of challenging conventional instincts when it comes to innovation and suggests that doing the opposite can lead to remarkable outcomes. Robyn founded MileZero to combine the best theories and frameworks in the world with a relentlessly practical and collaborative approach so that my clients will quickly realize the potential of their businesses, get real results, and build the capabilities and confidence to continue innovating. Robyn's journey in the world of innovation spans beyond Mile Zero, encompassing roles at renowned companies like Procter & Gamble, Boston Consulting Group (BCG), and Innosight (Clayton Christensen's innovation and strategy consulting firm). Reach out: LinkedIn: https://www.linkedin.com/in/robynmbolton/ Website: https://www.milezero.io/ Episode Highlights: (0:00) Intro (1:00) Who is Robyn and diving deper into her expertise in innovation (4:14) Defining innovation as something new that creates value (7:38) The leadership paradox in innovation and the challenges leaders face (17:31) Overview of the Cynefin framework for understanding different contexts (26:14) The dangers of leading in a chaotic style and the importance of avoiding crisis mode (29:58) Robyn discusses the importance of innovation and challenges faced by leaders (30:29) Sources for staying updated on innovation, including LinkedIn and Innovation Leader (31:33) Robyn's key takeaway: Embrace counterintuitive instincts in innovation (32:17) Outro Follow and Subscribe to Jimmy Burroughes LinkedIn: https://www.linkedin.com/in/jimmyburroughes/ Website: https://www.jimmyburroughes.com/ Instagram: https://www.instagram.com/jimmybleadership/ ---------- Beat Burnout - Ignite Performance is now available to download. Get a copy now at: https://jimmyburroughes.mykajabi.com/book

Agile is dead, but does anyone care? Cynefin tells us that we should be watching the slope of improvement, not aiming for a mythical "best practice". Squirrel and Jeffrey discuss why agile is irrelevant, on this episode of the (ironically named) Troubleshooting Agile podcast. Links: - Ubiquitous Language: https://martinfowler.com/bliki/UbiquitousLanguage.html - Cynefin: https://en.wikipedia.org/wiki/Cynefin_framework - No Vehicles in the Park episode: https://soundcloud.com/troubleshootingagile/no-vehicles-in-the-park -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

Has "adopting Jira" become the definition of "being agile"? If so, Squirrel says he'll find another line of work! Tune in to hear Squirrel and Jeffrey's discussion on using the right tools for certain and uncertain environments, on this episode of Troubleshooting Agile. - Squirrel's Jira tweet: https://x.com/douglassquirrel/status/1767536165790376281?s=20 - Chris Matts on Needs and Solutions: https://theitriskmanager.com/2015/04/19/communities-of-need-community-of-solutions/ - Confirmation bias: https://en.wikipedia.org/wiki/Confirmation_bias - Cynefin: https://en.wikipedia.org/wiki/Cynefin_framework - Last week's episode on certainty and uncertainty: https://soundcloud.com/troubleshootingagile/decentralisation-dilemmas -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

Build centralised, standard structures for your tech only when you're sure the terrain isn't moving under your feet and stable software is no guarantee against market avalanches. This week's episode is all about centralisation and decentralisation, with your hosts, Squirrel and Jeffrey. Links: - Wardley Mapping: https://en.wikipedia.org/wiki/Wardley_map - Pioneers, Settlers, Town Planners: https://wardleypedia.org/mediawiki/index.php/Pioneers_settlers_town_planners - Cynefin: https://en.wikipedia.org/wiki/Cynefin_framework - Entangled Trios: https://www.peterhinssen.com/blog/dealing-with-complexity-in-the-never-normal -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

Johannes Andersen: The Critical Role of the Leap of Faith in Organizational Change Programs Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Johannes discusses leading a small business unit through a change process to improve project flow and efficiency. Initially working in silos, the team aimed to reorganize around customer-focused products. Despite considering an outside-in model, they chose an inside-out approach for practicality. An off-site session helped visualize the workflow under the new structure, but progress in the change was slow due to overplanning. Johannes learned that successful change requires adaptability and a leap of faith, emphasizing the importance of navigating between complicated and complex models as reality shifts. In this episode, we talk about the importance of being able to differentiate between complex and complicated types of work and change.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Johannes Andersen Johannes comes from a finance and fintech background, and is now an enterprise agility maestro at a leading telco in Copenhagen! He focuses on optimizing the flow from strategy to execution, championing portfolio management with a keen eye on doing the right things, even if imperfectly. Johannes is an international speaker on product development topics. You can link with Johannes Andersen on LinkedIn.

"Scope" and "requirements" for software rely on a common understanding of basic concepts like "vehicles" or "names" but humans have no idea how to nail down those ideas. Join your host Squirrel and Jeffrey to find out why, and what to do about it, on this episode of Troubleshooting Agile. Links: - No Vehicles in the Park game: https://novehiclesinthepark.com - Keith Braithwaite: https://twitter.com/keithb_b - The Big Book of Concepts: https://mitpress.mit.edu/9780262632997/the-big-book-of-concepts/ - Falsehoods programmers believe about names: https://www.kalzumeus.com/2010/06/17/falsehoods-programmers-believe-about-names/ - Cynefin: https://en.wikipedia.org/wiki/Cynefin_framework - Domain Driven Design and ubiquitous language: https://en.wikipedia.org/wiki/Domain-driven_design -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

Pigion Dysgwyr – Jessica Robinson Cynrychiolydd Cymru yng Nghystadleuaeth Canwr y Byd, cafodd ei gynnal yng Nghaerdydd yn 2023, oedd y soprano o Sir Benfro Jessica Robinson. Ddydd Calan, hi oedd gwestai Shan Cothi ar ei rhaglen, a gofynnodd Shan iddi hi yn gynta beth oedd ei gobeithion hi am 2024…. Cynrychiolydd RepresentativeGŵyl gerddorol Musical festivalSafon QualityAnelu ato To aim forDatganiad RecitalYn elfennol bwysig Of prime importanceCydbwysedd BalanceCyfansoddwyr ComposersCyfeilio To accompanyDehongliad Interpretation Pigion Dysgwyr – Sion Tomos Owen Wel mae blwyddyn brysur iawn o flaen Jessica yn does? Bardd y Mis ar gyfer mis Ionawr ar Radio Cymru, ydy Sion Tomos Owen o Dreorci. Mae Sion yn arlunydd ac yn fardd, ond mae o hefyd yn un o gyflwynwyr rhaglen Cynefin ar S4C. Dyma fe ar Ddydd Calan yn sgwrsio gyda Sara Gibson, oedd yn cadw sedd Aled Hughes yn gynnes, i sôn am un o uchafbwyntiau 2023 iddo fe…. Bardd y mis Poet of the monthArlunydd ArtistCyflwynwyr PresentersUchafbwyntiau HighlightsMurluniau MuralsOgofau CavesTafliad carreg A stone's throwAmgenach DifferentDylunio DesigningArbrofi ExperimentingPigion Dysgwyr – Meleri Wyn James Sion Tomos Owen oedd hwnna, Bardd y Mis Radio Cymru yn sôn am graffiti. Bob wythnos ar raglen Bore Sul mae gwestai yn rhannu straeon a phrofiadau. Ar rifyn ola 2023, yr awdures Meleri Wyn James o Aberystwyth fuodd yn siarad gyda Betsan Powys. Meleri enillodd y Fedal Ryddiaith yn Eisteddfod Genedlaethol Boduan a hi hefyd ydy awdures y gyfres boblogaidd, Na Nel. Dyma hi i sôn am sut mae arferion darllen plant, yn ei barn hi, wedi newid yn ystod y blynyddoedd diwetha … Y Fedal Ryddiaith The Prose MedalGofid ConcernAnnog To encourageDychymyg ImaginationAnnibynnol IndependentGwnïo To sewPwytho To stitchPenderfynol DeterminedDisgyblaeth DisciplineDadwneud To undoPigion Dysgwyr – Liz Saville Roberts Ie, mae hi mor bwysig i annog plant i ddarllen ond yw hi? A gobeithio bydd llyfrau Meleri yn llwyddo i wneud hynny yndife? Aelod Seneddol Dwyfor Meirionydd, Liz Saville Roberts oedd gwestai Beti a'i Phobol yr wythnos hon. Mi gafodd hi ei magu yn Llundain ond mi gafodd hi ei denu i Gymru oherwydd ei diddordeb yn y Mabinogi. Ar ôl astudio ym Mhrifysgol Aberystwyth mi aeth yn newyddiadurwraig ag yn ddarlithydd cyn iddi hi droi at wleidyddiaeth. Dyma hi'n sôn am ei diddordeb yn y Mabinogi…. Cofiwch bod yna gyfle i glywed y rhaglen gyfan ar BBC Sounds. Cafodd hi ei denu She was luredY Chweched Sixth formTraethawd estynedig DissertationCyhoeddiad A publicationWedi gwirioni Wedi dwlu arFel petai Seems to Bellach yn yr etholaeth In the constituency by nowRhyfedd StrangePigion Dysgwyr – Dylan Jones Liz Saville Roberts oedd honna'n sôn am sut oedd y Mabinogi wedi dylanwadu ar ei bywyd hi. Y ceffyl oedd thema Troi'r Tir fore Sul, ac un oedd yn siarad ar y rhaglen oedd Dylan Jones o Foelfre ger Abergele. Mae Teulu Dylan, ers y 70au, wedi bod yn cyflenwi ceffylau ar gyfer y diwydiant ffilm. Dyma fe i sôn mwy... Wedi dylanwadu Had influencedCyflenwi To supplyDiwydiant IndustryPigion Dysgwyr – Cleif Harpwood Ceffylau Cymru yn chwarae rhan bwysig mewn ffilmiau a rhaglenni teledu. Difyr yndife? Mi fuodd Dei Tomos yn recordio yn ddiweddar yng Nghwm Afan ar gyfer ei raglen Nos Sul. Un gafodd ei fagu yn yr ardal ydy'r cerddor Cleif Harpwood ac mi fuodd o'n sôn wrth Dei am hanes Cymreictod y cwm…… Cerddor MusicianY Canol Oesoedd The Middle AgesArglwyddi LordsYr Ucheldir The HighlandsCaerau FortsCors halenog Salty marshMintai TroopBraw A frightCenhadu Doing missionary work Y groesgadoedd The crusadesYmestyn To extend

In this week's episode, we focus on leading effectively through crises. We discuss the increasing frequency of crises in the global landscape and emphasize the importance for leaders to navigate these challenges adeptly. We tackled the distinction between VUCA (volatile, uncertain, complex, and ambiguous) environments and true crises, with reference to the Cynefin framework, to assess different situations. Remember, crises are not just challenges to overcome but as stepping stones to greater success and growth. Episode Highlights: (1:44) Differentiating crises and VUCA environments and the Cynefin framework (4:06) Recognize crisis gravity promptly; grasp the urgency and potential impact (4:40) Honest, open communication to foster trust and clarity with stakeholders (6:15) Decisive steps for immediate solutions (7:00) Flexibly adapt strategies with evolving circumstances for agile decision-making (8:11) Engage diverse perspectives for effective crisis solutions (11:27) Anticipate and prepare for potential crises through strategic scenarios (13:22) Equip teams with versatile skills to navigate crisis situations and monitor continuously or adjust strategies accordingly (14:09) Lead with stamina and flexibility through challenging times (15:45) Clear communication and innovative adaptation (16:08) Foster a culture of resilience and adaptability in crisis response (18:02) Outro Cynefin framework: https://youtu.be/N7oz366X0-8?si=wk5Xv7jcnbqZ6JQk Follow and Subscribe to Jimmy Burroughes LinkedIn: https://www.linkedin.com/in/jimmyburroughes/ Website: https://www.jimmyburroughes.com/ Instagram: https://www.instagram.com/jimmybleadership/ ---------- Beat Burnout - Ignite Performance is now available to download. Get a copy now at: https://jimmyburroughes.mykajabi.com/book

In this episode of the Agile Mentors Podcast, we dive deep into the fascinating world of neurohacking with Ted Wallace. Discover how you can unlock your brain's superpower to accelerate your learning and personal development journey! Overview Are you ready to revolutionize the way you learn, work, and lead? In this episode of the Agile Mentors Podcast join Brian and his guest, author Ted Wallace as they delve into the fascinating world of using neurohacking to unleash the potential of your brain. Whether you want to change your habits, learn a new skill faster, or just increase your personal and professional growth, listen in for valuable insights that can help you harness neuroplasticity to tap into your brain's incredible potential. Listen Now to Discover: [01:02] - Brian introduces his guest, Ted Wallace, an Enterprise Agile Coach at the Principal Financial Group. Ted has also co-authored a series of books including Total Brain Coaching and Self Empower with his father, Dr. Robert Keith Wallace. Today’s show is a deep dive into the concept of neurohacking and its application in personal and organizational development and learning. [01:22] - What is Total Brain Coaching? [04:48] - How understanding the connection between neuroscience and learning can help individuals approach situations and come up with effective strategies. [06:10] - Ted discusses the research findings from his book 'Neurohacks' which explores ways to help individuals change their habits for faster learning. [07:32] - The importance of individual growth in driving overall organizational and societal change. [08:54] - How simple neurohacks such as getting enough sleep, can have a positive impact on mental health and productivity while networking and collaboration help amplify intelligence and foster innovation. [11:39] - We all have different learning styles. Ted walks listeners through the different learning styles and how applying personalized learning can lead to faster adoption and habit change resulting in improved team performance and adaptability. [13:15] - This podcast episode is made possible by our sponsor, Mountain Goat Software. The company’s Scrum certification classes were developed with the assistance of an instructional designer for an online learning experience that is both interactive and engaging. For more information visit Certified Scrum Training, Agile Training by Mike Cohn. [14:23] - The key elements in building effective habits for increased productivity. [16:35] - Why creating an environment of psychological safety is essential in improving learning outcomes. [20:51] - How different levels of adoption, from self-coaching to group dynamics, can accelerate value delivery. [21:53] - Maslow's Hierarchy and for effective meetings. [22:55] - How the Cynefin framework and Agile practices can help solve hard problems elegantly. [26:02] - How implementing neurohacks can improve the speed of learning. [27:36] - Ted walks listeners through some neurohacks that help improve learning. [28:52] - Neuroplasticity is everyone's superpower but what’s the secret to developing new pathways in the brain? [33:17] - You can connect with Ted by visiting his website at Total Brain Coaching and for further learning check out his books. [35:49] - If you want to discuss this topic further join the Agile Mentors Community and jump into the discussion there. [36:22] - Do you have feedback or a great idea for an episode of the show? Great! Just send us an email and don’t forget to subscribe to the Agile Mentors Podcast on Apple Podcasts or your favorite platform so you never miss an episode. References and resources mentioned in the show: Total Brain Coaching Total Brain Coaching: A Holistic System of Effective Habit Change For the Individual, Team, and Organization 16 Super Biohacks for Longevity: Shortcuts to a Healthier, Happier, Longer Life The Coherence Code: How to Maximize Your Performance And Success in Business - For Individuals, Teams, and Organizations Self Empower: Using Self-Coaching, Neuroadaptability, and Ayurveda Trouble In Paradise: How To Deal With People Who Push Your Buttons Using Total Brain Coaching The Backwards Brain Bicycle - Smarter Every Day 133 Subscribe to the Agile Mentors Podcast on Apple Podcasts Certified Scrum Master Training and Scrum Certification Certified Scrum Product Owner Training Advanced Certified Scrum Product Owner® Advanced Certified ScrumMaster® Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Ted Wallace is currently an Agile Coach at Principal Financial Group. He is a certified Scrum Master Professional (CSM, CSPO, CSP, CTC) and a registered corporate coach (RCC) with thousands of hours of coaching sessions. He’s also the author of several books, including Total Brain Coaching and Self Empower.

You probably read that wrong in your head - it's pronounced ku-NEV-in (kəˈnɛvɪn) :-) In this LAST episode before our summer break, Lars talks to Danish longtime GTD'er Dann Bleeker Pedersen about his GTD practice and experience using the Cynefin framework. We'll dive into: - How Dann uses GTD, both as a father and in his role as Head of TECH in Retail for the fashion company BESTSELLER. - What the Cynefin framework describes and how it relates to projects - How the Cynefin framework impacts your projects list and use of the Natural Planning Model ..and much more, including how understanding the framework might help give you even more of a mind like water! Buckle up, there's a lot of good stuff in this episode :-) Thanks to Dann for taking the time to join us for the interview. If you have questions for us or ideas to cover, e-mail us at podcast@vitallearning.dk. Links: - Get in touch with Dann! You can find him on LinkedIn: https://www.linkedin.com/in/bleeker/ - How does Dann use GTD? You can read about his GTD system in English here: https://vitallearning.dk/et-eksempel-paa-hvordan-du-kan-bruge-gtd/ - Introductoury video to Cynefin, where Dave Snowden (the original author), explains the Cynefin model: https://youtu.be/N7oz366X0-8 (8:36) - Hardward Business Review article that introduced the Cynefin model: A Leader's Framework for Decision Making https://hbr.org/2007/11/a-leaders-framework-for-decision-making (potential paywall) - Official wiki from Cognetive Edge that introduces Cynefin and a lot of other interesting theories: https://cynefin.io/wiki/Cynefin - Morten/Lars' channels on YouTube, if you want to watch the episodes: - Morten: https://www.youtube.com/c/MortenRøvikGTD - Lars: https://www.youtube.com/c/LarsRothschildHenriksen We really hope that this episode helps you on your GTD journey and, as always: If you have any feedback we'd love to hear from you via podcast@vitallearning.dk. Lastly, be sure to head on over to VitalLearning.eu to learn more about Getting Things Done® (GTD), Crucial Conversations and other offerings in the Nordics+!

  Jim talks with Dave Snowden about the document he co-authored, "Managing Complexity (And Chaos) In Times of Crisis." They discuss the Cynefin framework, its development into a complexity-informed framework, distinguishing complex from complicated, emergence, enabling constraints vs governing constraints, openness in complex systems, short-term teleology vs top-down causality, lines of flight, six sigma, Taylorism, distributed decision-making, the meaning of crisis, preparing for unknowable unknowns, plagues & heat deaths, false learnings of Covid, the order of origin of language & semiotics, building informal networks, exaptation, the right level of granularity, setting Draconian constraints, preserving optionality, anticipatory thinking, comprehensive journaling, LLMs & the recent open letter, the need for ethical awareness, scales of group decision-making, documenters & doers, the aporetic, Covid as a boon to complexity work, cadence vs velocity, ritual in American football, designing strategic interventions with stories, vector theory of change, constructor theory, making the cost of virtue less than the cost of sin, dispositional management, an upcoming book, and much more. Episode Transcript JRS EP11 - Dave Snowden and Systems Thinking "Managing complexity (and chaos) in times of crisis," by Dave Snowden and others The Emergence of Everything: How the World Became Complex, by Harold J. Morowitz JRS EP138 - W. Brian Arthur on the Nature of Technology JRS EP143 - John Vervaeke Part 1: Awakening from the Meaning Crisis Dave Snowden divides his time between two roles: founder Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales. His work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making. He has pioneered a science based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory. He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style.