Post written by Eric Ellis, Principal at Kotter International.
In Step 2 of the Kotter change model, organizations build a network of leaders in support of their transformation movement. This network is a group of urgent individuals who have gathered outside the traditional organizational structure (the hierarchy) with hands raised to help lead the change effort. This group, motivated by the big opportunity for change before them, is urgent to make things happen. Together they will identify and remove barriers, create new networks of relationships across the organization and drive change.
To best navigate this intersection of titles, egos and ownership of tasks, we need to reimagine how we’ve been trained to think about work. We often become set on structures and patterns which we believe will support our goals – so much so, in fact, that we fail to see other paths to success. We conclude that large numbers of people need structure and order to support the necessary functioning to stay alive. The hierarchy structure and management practices nested within it ensure that “business as usual” can continue on schedule. Spans and layers helpfully delineate who is responsible for what. Networked leadership, however, is urgent, highly collaborative and nimble. To successfully embrace the Kotter networked model of change, individuals in the organizations must experience a “thinking wrong” moment where the mind opens to the possibility of leaders leading at all levels – yielding a totally new way of working.
The birth of thinking differently about any subject matter starts when an individual introduces new stimuli which lies outside well-worn mental paths. Organizationally we are programmed to want, need and value hierarchy and order to “get work done”. Many large traditional organizations find it virtually impossible to imagine work getting accomplished without titles and levels. Traditional problem-solving methods fail to serve an organization’s need for a shift in thinking. The Design Thinking construct includes a strong element of breaking fixated patterns of thinking in service to unique and original solutions – even something as unique as a networked model of leadership in an organization. John Beilenberg, who coined “thinking wrong” suggests that "subconsciously we’re following predictable pathways to solve problems (whereas) what you would want at the beginning of a design challenge is as many possibilities as you could imagine." To “think wrong” about the hierarchical structure and open one’s mind to a networked model, breaking fixated patterns is essential.
At Kotter we use a very basic tool to encourage leaders and teams to think differently about their hierarchy. In a meeting where participants are struggling with an alternate form of teaming to address a difficult challenge, we simply tape a large scale version of the organization chart on the wall. After much discussion around solving the problem, we take the chart off the wall and simply turn it upside down. We are so familiar with the traditional “pyramid of power” that we take it for granted. But what happens when you turn your organization chart upside down? Who is in control? How does work get accomplished? Where do ideas come from? Who is supporting and who is leading? We will often ask organizations to do the mental gymnastics involved in this exercise to help them start thinking differently about work teams. Simplistic? Absolutely. Impactful? Most definitely. To start the journey of thinking differently about a networked model of leadership, turn your organization chart on its head.
There are many such Design Thinking tools in support of breaking fixated patterns. These tools most often use timed sprints and some form of catalyst to tease the brain into new ways of thinking and problem solving. The following is an example of one such ideation exercise.
Exercise
Domain: Choose a domain – one discrete topic or theme to channel your thinking towards.
How:
· Using your mobile device or timer set an alarm for 60 seconds.
· Close your eyes and move your physical posture such that your head is facing in a different direction.
· After your posture is facing in a new direction, open your eyes.
· What do you see? Write it down.
· Using the 60 seconds on your timer, attempt to combine what you see with your domain.
Note: You may draw, use words or a combination of mediums to effectively combine the two disparate ideas. The goal is to think freely without editing your initial thoughts and ideas.
· On your mark, get set, GO!
Example:
For the sake of this example I used networked teams as my domain. I was sitting on a 737 at 35K above Kansas. I closed my eyes, turned my head slightly to the left and then upon opening them saw a pair of Ugg boots, which the person in the middle seat is wearing. I set my timer on 60 seconds and then hit GO!
What were my results?
· My first thought was that Ugg boots made me think of sheep which lead me to shepherds who protect the sheep. Expounding on that I imagined a networked team built on the idea or concept of protection.
· In my second round I thought about the emotional qualities given by Ugg boots – warmth and comfort – and imagined a leader-team dynamic based on feelings.
· Finally, The word Ugg which reminded me of the expression Ugh!, which lead me to imagine a software application which might help to build teams for those individuals in a company who aren’t really into team building.
See? The possibilities and solutions are as vast and endless as the human brain! This kind of creative thinking can unlock anyone to consider and design new, more creative ways of working – both inside the hierarchy and through networks of people – to support your transformation.