Innovation audit 2.0 for agile groups and teams by Rod Willis

Innovation Audit 2.0 Exploring agility in Groups & Teams

A diagnostic tool and resources for exploring Group Dynamics developed by Assentire Ltd. Specifically designed to identify a groupâ&#x20AC;&#x2122;s potential and readiness to innovate & change in relation to the organisation as a whole.

Assentire Ltd ÂŠ 2016

Why has the Innovation Audit been created? In a fast changing and increasingly complex world, it is those teams that are agile and unafraid to try new ideas (to trip and learn) that will be most effective. Those able to flex and change quickly as the market requires, without losing cohesion and strategic direction will be the teams that lead the way. In order for this potentially different way of thinking & working to be most effective, the context in which the team operates needs to be supportive. To maximise this potential, the team and organisation need to be aligned and be able to work in both a high performance and a learning environment.

Assentire Ltd ÂŠ 2016

How has it been developed? The Innovation Audit has been created following extensive research into ‘resistance to change’, investigation into effective group behaviours and the development of two further frameworks, the Organisational Eco-cycle and the Grow Through Change (GTC) framework.

Consider where you are now & your past What is your position on the Organisational Eco-cycle shown on the facing page? This directly impacts the thinking and actions at play in your organisation today, even if you are not aware of the fact.

Maintaining the holistic view Now it is time to place the Innovation Audit into the organisational context. The GTC framework illustrated on the following spread details the underpinning factors that came out of our research. The Innovation Audit is paying attention to the lower half of the GTC framework. Assentire Ltd © 2016

Eco-cycle Framework Are you familiar with these styles of thinking? Emergent, Rational & Constrained EMERGENT

RATIONAL

CONSTRAINED

Sustaining

Innovation Peer-Coaching Groups

Opportunity vs Risk

Choice

Strategic Management Entrepreneurial Action WHAT TO GROW?

Confusion

WHERE TO SCALE?

HOW TO SURVIVE?

Keeping mindful of these typical challenges 1

Purpose Lack of a clear purpose.

Leadership Low awareness of Individual Transition. Different Mind-sets perceived different realities.

Managing Change & Performance Staff involvement, Tipping Point, Assimilation capacity and Change-cycle.

Intra & Inter Group Dynamics Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view ‘Group-Think’.

Motivation Self-determination Theory (SDT) Purpose, Mastery, Autonomy. What drives us to do what we do.

Personal Dynamics Fear of failure, Personal ‘ROI’, conflict with an individual’s ‘System’ and/or career objectives.

Communicating Change & Performance Appropriate Process and Content.

Culture Low trust in the team and/or leadership, limited ‘business management/soft skills’ awareness in the leadership, inadequate support provided. Taking care of ‘sins of the past’ Assentire Ltd © 2016

The Grow Through Change (GTC) framework 1

Purpose 2

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Assentire® - GTC Audit

Motivation Assentire©

The theory behind the Innovation Audit 2.0 Alongside the insight from Assentire’s research and extensive behavioural exploration, two models have influenced the design of this tool. These are the Unilateral Control and Mutual Learning Models developed by C Argyris, D Schön & R Schwarz combined with the organisational perspective of SelfDetermination Theory (SDT) by D Stone, E Deci and R Ryan. On the image on the facing page, the semicircles (the upper & lower halves of the circle) each have eight items, exploring the behaviours being experienced within the group or team. When the lower semicircle scores dominate, the group will be experiencing greater controlling behaviours. When the upper semicircle scores dominate, the group will be experiencing greater learning behaviours. Greater learning behaviours will directly support a more agile group or team. What type of Group Dynamic does your organisation need? Assentire Ltd © 2016

Reflecting on Group Dynamics Consider the upper and lower semicircle

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Innovationaudit.net

Assentire Ltd ÂŠ 2016

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What is to be gained by completing the Audit? • An understanding of the Group Dynamic and the Environment Dynamic. • Recognise what combination of group member perceptions you have: Individualist, Performers, Innovators or Innovators that Perform • Is this combination appropriate for your current context and need or could it be beneficial to shift to another quadrant?

Outcome You will establish a common language to discuss the invisible dynamics in play. You will be able to decide what type of group you need as you grow. Whilst this tool can be used as a standalone intervention and create immediate insight to start discussions & reflections, it will deliver greater impact when considered alongside the GTC framework & the Eco-cycle. Assentire Ltd © 2016

Time is important This version focuses on the ‘here and now’. Alternative versions can be created to explore the past and what is needed for the future. By better understanding where we have come from, where we are now and where we want to go to, the likelihood of understanding what is really needed to make a transition successful is more likely to emerge.

Completing this Innovation Audit This questionnaire represents an ideal opportunity to share how your Team or Group experiences itself on a day-to-day basis. The questions are structured to explore each individual’s perceptions of the group’s performance as well as the character of the organisation in which the group works.

A. Exploring The Learning Dynamic Score in terms of your experience of the Group. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree Many Views

When a group member expresses a different view or position, his or her reasoning is explored in an open and inquiring way, e.g. I wonder why you have that view? (I)

Collective

Members of the group are keen to hear the views of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘Elephant in the room’. I see this all the time. (I)

Ask

I commonly hear members of the group testing their own assumptions and inferences as well as those of others. (C)

Collaborate

It is common that members of the group explore and design different approaches jointly rather than individually. (C)

Open

Members of the group around here are happy to share relevant information, not keeping it private. (O)

Trust

There is quite a high level of trust across the group. (O)

Understand

It is rare to encounter misunderstandings, unproductive conflict and defensiveness in the group.

Enhanced work-life quality

Over time, I have seen the quality of working life improve.

The Learning Dynamic Shade each segment to represent your score for each item.

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Assentire Ltd ÂŠ 2016

B. Exploring The Control Dynamic Score in terms of your experience of the Group. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree One View

When a group member expresses a different view or position, their reasoning is not explored or asked for. (I)

Individual

Members of the group don’t want to hear another’s view in case they find theirs is not the best. I see this reluctance to listen all the time. (I)

Tell

I commonly hear members of the group telling others what decision should be made, or which course of action should be taken. (C)

Manipulate

It is common that members of the group seek to establish a shared narrative with undisclosed methods, for example, saying: Don’t you think it would be a good idea if we outsourced the work? (C)

Closed

When a group member is advocating their position, they do not share their reasoning. (O)

Mistrust

There is quite a high level of mistrust across the group. (O)

Misunderstand

It is common to see misunderstandings, unproductive conflict and defensiveness in the group.

Degraded work-life quality

Over time, I have seen the quality of working life decline.

The Control Dynamic Shade each segment to represent your score for each item.

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Assentire Ltd ÂŠ 2016

C. Exploring The Environment Dynamic Considering the wider ‘context’ in which the Group operates. How strongly do you agree with the following? Where 0 = Not at all and 10 = Strongly Agree Collaboration

People openly ask questions and are invited to participate in problem solving. (R)

Communication

People actively listen and acknowledge perceptions of all group members. (R)

Choice

Choices are offered within the organisation including clarification of responsibilities. (A)

Motivation

Coercive controls, such as rewards and comparisons with others, are minimised. (A)

Feedback

Sincere, positive feedback is provided that is intuitive, factual and non-judgemental. (C)

Development

Talent is developed and knowledge shared to enhance competency and autonomy. (C)

Monitoring

Monitoring and support is integrated at all times for all group members. (CC)

Support

There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary. (CC)

Culture

People actively look for conflict of interests without judgements or blame and negotiate any changes. (TP)

Change

When people in the organization encounter opposition to change, they see this as an opportunity to learn, treating the objections as a form of organisational intelligence. They don’t assume everyone is always resistant to change. (TP)

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Assentire Ltd ÂŠ 2016

Group Alignment Plot Plotting Your Scores.

Post-It notes here

Group Dynamic = (A-B+10)/2

Agile Individualists

Post-It notes here

Agile Collectivists

Individualists

Collectivists

Environment Dynamic = C Assentire Ltd ÂŠ 2016

Once you have completed the questionnaire, calculated and plot the score on the Group Alignment Plot. You will be able to confirm what type of group you have through the perceptions of those within the team or group.

Gaining different perspectives Other ways the Innovation Audit 2.0 can be used. • If you have a large number of contributors, you may want to take advantage of the online profile • There are a number of resources available for Facilitators, Coaches, L&D and OD professionals • There are Card exercises, complemented by Posters, all used to capture what is in play in any group setting

About Assentire Our overall approach enables facilitators to develop individual pathways for their own clients, designed for use in a flexible yet systematic way. This in turn enables facilitators to engage pro actively in the Return-on-Investment (ROI) discussion that so often creates a challenge for those wanting to commission developmental support for their staff.

rod.willis@assentire.net +44(0) 7788 457 202 www.assentire.net Director of Assentire Ltd. Rod Willis

For more information on how to obtain your own Facilitator Guide, Participant Workbooks, Experimental Cards, Clean Language Cards, and more than 15 different Posters, just follow the link below.

InnovationAudit.net Site dedicated to the Innovation Audit 2.0 Assentire Ltd ÂŠ 2016

How to explore Group Dynamics Including Behaviours

Including Behaviours

Controlling Behaviours

Many Views

Collective

Ask

Collaborate

When a group member expresses a different view or position, his or her reasoning is explored in an open and inquiring way, e.g. I wonder why you have that view?

Members of the group are keen to hear the views of others, even those issues that may be seen elsewhere as ‘undiscussable’, such as the ‘Elephant in the room’.

I commonly hear members of the group testing their own assumptions and inferences as well as those of others.

Innovationaudit.net

Openness Behaviours

Innovationaudit.net

Openness Behaviours

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Grasps the Message

Understand

Enhanced

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Over time, I have seen the quality of working life improve.

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Many views

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Open

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Learning Dynamic

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I commonly hear members of the group telling others what decision should be made, or which course of action should be taken.

It is common that members of the group seek to establish a shared narrative with undisclosed methods, for example, saying: Don’t you think it would be a good idea if we outsourced the work?

Innovationaudit.net

Controlling Behaviours

Innovationaudit.net

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Innovationaudit.net

Control Dynamic Openness Behaviours

Openness Behaviours

Closed

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There is quite a high level of mistrust across the group.

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Over time, I have seen the quality of working life decline.

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Work-Life Quality

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Arrange the Learning Dynamic (8) & Control Dynamic (8) cards into 8 pairs. For each pair, decide which behaviour you see ‘Less of’ and place that card on the lower row with the ‘More of’ on the upper row. Repeat for all 8 pairs. This is a relative comparison as you consider the paired behaviours in relation to each other.

Closed

‘Less of’ Arrange the Learning Dynamic (8) & Control Dynamic (8) cards, sixteen in total to form a triangle as shown. Using all 16 cards, decide which behaviours you see ‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as you consider all behaviours in relation to each other. Place the ‘Least of all’ to the left and ‘Most of all’ to the right

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How to explore Environment Dynamics Relatedness

Relatedness

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People openly ask questions and are invited to participate in problem solving.

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Support

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Talent is developed and knowledge shared to enhance competency.

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Understand Competing Commitments

Monitoring

Support

Monitoring and support is integrated at all times for all group members.

There is awareness and control of the amount of Action and Learning required (assimilation demand), holding back where necessary.

Environment Dynamic © Assentire Ltd

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Organisational Context © Assentire Ltd

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Environment Dynamic Transition Processes

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Change

When people in the organization encounter opposition to change, they see this as an opportunity to learn, treating the objections as a form of organizational intelligence. They don’t assume everyone is always resistant to change.

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Innovationaudit.net

Arrange the Environment Dynamic cards, ten in total to form a pattern as shown. Using all 10 cards, decide which behaviours you see ‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as you consider all behaviours in relation to each other. Place the ‘Least of all’ to the left and ‘Most of all’ to the right © Assentire Ltd

Innovationaudit.net

+44 (0) 1628 632340 +44 (0) 7788 457202 rod.willis@assentire.net @rodwillisGTC www.assentire.net PO Box 4481, Maidenhead, SL6 7HE, UK

Innovationaudit.net

GROUP Dynamics Consensus

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Capture how things used to be, how they are now & how you would like them to be moving forward

Post-It notes here

Post-It notes here Future Future Future

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If you have stickers, place one for each time perspective (Before, Now & Future) in each segment, deciding where the sticker is best placed. The Inner, Middle or Outer ring. The Inner ring represents behaviours seen least of the time and the outer, most of the time.

Sample A1 Poster Assentire Ltd ÂŠ 2016

Future

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Innovationaudit.net

1 Intention

Intention

(And) what would X like to have happen?

Intention

(And) what needs to happen for X?

Necessary conditions

(And) can X (happen)?

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Necessary conditions

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Discuss as a group what you would like to have happen, then test the necessary conditions that need to be in place to be successful

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2 Developing

Developing

(And) what kind of X (is that X)?

Developing

(And) is there a relationship between X and Y?

Relationship

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Developing

Location

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Developing

(And) is there anything else about X?

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Repeat with no more than 3 items in the Environment Dynamic (And) that’s X like what?

Relationship

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‘Cleanly’ support the development of thoughts across the group, with the aim of focussing attention on no more than 3 items in the Group Dynamic.

Developing

(And) when X, what happens to Y?

(And) where is X? or (And) whereabouts is X?

Metaphor

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Check in relation to the Organisational Context

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3 Source

Source

(And) where could X come from?

Source

(And) then what happens? or (And) what happens next?

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(And) what happens just before X?

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4 Repeat steps 1-3 changing the sequenceas as needed WHERE & WHEN is the change wanted

Post-It notes here

WHAT actions will be taken

Post-It notes here

Explore if there are any thoughts how the change may come about and what might have to occur before during or after the change initiative

HOW will this occur, does the Group have the required Skills? If not how to overcome this?

Bringing the session to a close, agree the ACTION plan below: WHERE & WHEN, WHAT, HOW,WHY & WHO

WHY is this important to the Group and is it ALSO imortant to the Organisation?

Post-It notes here

WHO will ‘identify’ with the need to make this happen outside of this group?

Post-It notes here