"Brave New Work" Book Notes

Good evening everybody. This book helped me to understand the importance of creating "People Positive" cultures in the workplace and making improvements to those cultures by being "Complexity Conscious". I hope my outline helps those that want to see an expedited version of the material. All rights belong to the original author. All the best!

Brave New Work

By: Aaron Dignan

Part 1: The future of work

A. Introduction

I. The ultimate question: "what's stopping you from doing the best work of your life?"

II. The cost for the update meeting that nobody liked was $3million/year, so they canceled it

B. Simple Sabotage Field Manual

1. Never permit shortcuts to be taken in order to expedite decisions

2. Talk as frequently as possible and at great lengths

3. Attempt to make committee meetings to no less than 5 people

4. Bring up irrelevant issues as often as possible

5. Haggle over precise wordings of communications and agreements

6. Refer back to decisions made in the past and attempt to reopen discussions surrounding them

7. Advocate "caution" around every decision

8. Be worried about the propriety of every decision

9. See that three people have to approve every decision

10. Apply every regulation to the last letter

C. The Principles of Scientific Management: Duties of Managers

1. Develop a science for each element of a man's work, which replaces the old rule-of-thumb methods

2. Select and train the workman, as opposed to them training themselves

3. Cooperate to ensure all work being done is iaw the principles developed

4. There is an equal division of work between the Management and the workmen

5. Thinking is done by Management, labor is fine by the Workmen

D. Management History

1. James McKinsey (McKinsey & Company), "executives that don't believe in org charts have not thought through their organizaton properly"

2. Steve Blank (lean startup movement): organizational debt is any structure or policy that no longer serves an organization.

3. The process question: "what would we do differently if we were starting over with a blank sheet of paper?"

E. People Positive

I. Zorist, FAVI: He took over an auto company that micromanaged its technicians. He told employees, "Tomorrow, when you come to work, you do not work for me or for a boss. You work for your customer. I don't pay you.?They do. Every customer has its own factory now. You do what is needed for the customer." There were no time clocks, quotas, or management - just commitment to the customer. They haven't shipped a late order since this change was put in place.

II. McGregor Theory x/y: the minority view sees people motivated by a desire of self-actualization and are worthy of trust and respect.

1. The expenditure of effort in work is as natural as play or rest

2. Man will exercise direction and self-control in the service of objectives to which they are committed

3. Commitment to objectives is a function of the rewards of self-actualization associated with their achievement

4. The average human being learns not only to accept but to seek responsibility

5. Humans are highly imaginative and have creativity

6. Intellectual capacity is only partially utilized when micromanaged

III. Deci, Intrinsic Motivation: we have three needs that drive and shaoe our behavior: autonomy, competence, and relatedness. The most important is autonomy: **increase autonomy and motivation will also increase.**

F. Complexity Conscious

I. Complicated vs. Complex:

1. Complicated: a complicated system is a causal system - meaning its subject to cause and effect. Each part of the system interacts in predictable ways. A complicated problem can be solved by specialists - mechanic, air traffic controller, engineer

2. Complex: we can make guesses about likely results, but we can't be sure. We can predict the weather, but we can't be sure. Complex problems can't be solved, they can only be Managed. **Writing code is complicated, creating software that the customer wants based on an uncertain/developing need is complex**

II. Culture: the problems managers create stems from their desire to treat their teams as complicated issues to be mapped (beauracracy) as opposed to complex issues to be optimized.

III. Proposed Solution: you're the CEO of a company with travel spending gone out of control

1. Traffic light response: create governance and increase approval authority requests with increased audits of staff

2. Roundabout response: share travel spend by team and individual across the organization, so each can compare with each other. Share industry averages and historical average of your firm. Start a practice of sharing travel hacks and pro-tips at all hands meetings. Model what good choices look like with your own behavior, then stand back and see what unfolds.

Part 2: The Operating System

I. The Company Operating System Canvas:

1. Purpose: How we orient and steer

2. Authority: how we share power and make decisions

3. Structure: how we organize and team

4. Strategy: how we plan and prioritize

5. Resources: how we invest our time and money

6. Innovation: how we learn and evolve

7. Workflow: how we divide and do the work

8. Meetings: how we convene and coordinate

9. Information: how we share and use data

10. Membership: how we define and cultivate relationships

11. Mastery: how we grow and mature

12. Compensation: how we pay and provide

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1. Purpose: the reason for being

A. The legacy approach: Friedman, "the business of business is business"

B. Bad/Good Mission Statemet

I. Bad: "to be a leader in the distribution of consumable products and services" (kroger) - highlights profits

II. Good: "Nourish people and the planet" (whole foods) - highlights human flourishing

C. Thought starters

I. Fractal Purpose:

ensure organizational purpose is able to be realized at each level.

II. Steering Metrics

Metrics should steer toward purpose. When we obsess over Metrics, the metrics no longer become a valuable assessment.

D. Purpose in action

I. Essential Intent: think of this as a stepping stone, to move us further along path of purpose (smart goal).

II. Six months or Thirty years: Zuckerberg, "there is no point in having a five year plan in the tech industry.?With each step in this industry the landscape changes, so we must reasses our 30 year plan every six months, to help shape our plans for the next 6 months."

E. Questions on Purpose

I. What is our reason for being

II. What will be different if we succeed

III. Whom do we serve? Who is our end-user?

IV. What is meaningful about our work?

V. What measures will help us steer

VI. How does our purpose help us make decisions

VII. What are we unwilling to compromise in pursuit of our goals?

VIII. How can our purpose change?

2. Authority: how we share the right to make decisions

A. Old/new thinking

1. Old: The way to eliminate risk is to increase governance and compliance. The bottom thinks that leadership doesn't trust them, the top thinks even more compliance is needed and that everything must be specified (creating learned helplessness)

2. New: (Valve, Seattle) just two expectations for staff: first, it asks everyone to find more stunning colleagues - that everyone is a recruiter. Second, every desk has wheels on it - go find something meaningful to do. There are no bosses, no oversight, and no reporting.

B. Thought starters

1. Freedom to fail: by focusing on execution, we limit the potential for growth in the system.

2. Minimum Viable Policy: what's the smallest amount of policy required to protect us while preserving the flexibility to learn and act with judgement?

3. Authority In Action

I. Decisions: (gore-tex) "commitment: we are not assigned tasks, rather, we each make our own commitments and keep them. Waterline: problems that can sink the ship are solved as teams, able to be resolved by individuals without fear of remediation." Ask: ask them what They intend to do about it

II. Advice: big decisions can be made by individuals, but must first seek advice by this with experience or may be affected by their choice. *it's not "stakeholder management", where each person can change the plan - but it's the trust in the decision-maker to either accept the advice, or Not.

III. Look up: Integrated Decision Making Process (IDMP)

4. Questions on Authority

I. How is authority distributed

II. Who can tell others what to do

III. What kinds of decisions do we make

IV. How do we make important decisions (IDMP)

V. How do we approach risk?

VI. What is safe to try? What is not?

VII. What decision rights do all members have?

VIII. What decision rights are reserved for specific roles or teams?

3. Structure: the anatomy of the organization

A. Ruimin, Haier Appliances CEO: "Rendanheyi" ~ employees, use value, unity, & system awareness:

I. a network of self-governing microenterprises. They often elect their own team leaders and members of their team.

II. A "Team of Teams" operate as "cells" in their network, each with their own purpose and own users.

B. Thought Starters

I. Centralize vs. Decentralize (an ongoing pendulum): decentralization encourages creativity but also a lot of confusion, centralization encourages order but is slower. Choose the one that makes the team more adaptive to Their situation.

II. Project Manager/CEO Role: recruiter, spokesperson, board whisperer, fund-raiser, mentor.

C. Structure in action

I. SLAM team: self-managed, lean, audacious, meti-disciplinary

II. Dynamic Team: Teams have the authority to add or remove members using the consent process. They can also join/leave Teams as they see fit.

III. PM Role: rather than living in one place on the org chart, they offer indirect leadership and can experience multiple roles.

D. Questions

I. How would we describe our current structure

II. How do products, services, functions, skills, customers show up in our Structure

III. What is centralized, what is decentralized

IV. What about our organization is fixed/fluid

V. What about our current Structure is causing tension

VI. What would an ideal Structure look like

VII. How do approach roles and accountabilities within Teams

VIII. How does our Structure adapt over time

**thought: did we budget either time/money/scope for the creation of another project? Can we accomplish the impossible?**

4. Strategy: the process of identifying critical factors or challenges and how to overcome them

A. Intro

I. Strategy is about identifying that which is critical - the factors that will make the difference - and determining how to leverage what is at your disposal to maximize your chances of success.

B. Thought starters

I. Wild swings and sure things: invest 90% into safe investments and 10% in risky ones

II. Careful with Objectives & Key Deloverables (OKRs): nesting team goals with company goals, but can stifle creativity...deming, "people with targets and jobs depending on them will probably meet the targets, even if they have to destroy the enterprise to do it."

III. OODA Loop: observe, orient, decide, act. A successful project LEARNS Fast. Make multiple versions of and product to offer options.

IV. "Even over" statements: sets priorities. It's encompasses that both are chief, but the one on the left is Even More correct.?"Small organizations even over global enterprise. User growth even over revenue collection"

C. Scenario Planning

I. Gather as diverse a group as possible and have them generate as many future micro-scenarios as possible

II. Cluster them and discuss the factors involved

III. Discuss what could be done to navigate these scenarios. The point isn't to plan everything, it's to create awareness so it's quicker to move through the OODA Loop process.

IV. Use a "Red Team" to have them try and come up with every possibility to deter/destroy your plan.

D. Questions on Strategy

I. What is our current strategy

II. How is our strategy informed by our purpose

III. What are the critical factors that will mean the difference between success and failure

IV. What are the trade-offs we're willing to make

V. How do continue to refine our strategy

VI. How do we communicate our strategy

VII. How do we use strategy to filter and steer day-to-day

VIII. How does our strategy inform our planning process

5. Resources: the allocation of capital, effort, space, etc

A. Intro

I. Read: Dr. Steve Morlidge, "The little book of beyond budgeting"

B. Thought Starters

I. It's all relative: rather than set a base goal, use a goal that compares/competes with others of a similar category

C. Resources in Action

I. Zero-based budgeting game (Look-up "cobudget" online): Separate each project onto note cards on the floor,?give people in the crowd 100 fake dollars, have them invest in the projects as they determine their relevance, now how does that compare to what's actually in play?

D. Questiond on Resources

I. How do allocate funds and assets

II. How often are funds allocated

III. How do we measure: Targets/forecasts/trends/tolerances

IV. How do strategy and planning influence resource allocation

V. How do we balance Resources across the short term and long term

VI. How does our approach effect how we're able to respond to emerging events

6. Innovation: how we learn and evolve

A. Intro

I. While we like to think of modern life as a result of human ingenuity and eureka moments, the truth is that accidental breakthroughs have led as much to success as their more ingenuity counterparts. Randomness and innovation are good friends (play dough was first invented as a cleaner for wallpaper).

II. One of the primary goals of global brands is to eliminate variation and ensure conformity - but this may stifle innovation if not balances.

B. Thought starters

I. Innovation everywhere: Devops took siloed devs/testers/QAs and brought them together into a continuous process. Amazon not only maintains its Alexa product operations, but it simultaneously is improving it. *"We do so much innovation so frequently in so many places at Amazon that it's not worth taking project by project the way other companies do" - Jeff bezos

C. Innovation in Action

I. Defaults vs Standards: standards are reliable and proven. Defaults uses standards but encourages others to "try things out".

II. 20% Time: Google encourages staff to spend an hour of their day exploring their own passions

III. Lean Startup: build, measure, learn. Start with the Minumum Valuable Product (guided by Minimum Value Policies) and get feedback as early as possible.

D. Questions on Innovation

I. What is our philosophy on innovation

II. What, when, how did innovation happen

III. Who has the rights to innovate

IV. How do we approach incremental and disruptive innovation

V. What is the role of failure and learning in innovation

VI. How do we evaluate new ideas, approaches, products

VII. How do we balance the short term and long term

VIII. How do we manage our portfolio of ideas, prototypes, and products?

7. Workflow: the path and process of value creation

A. Intro

I. Spotify uses a network of multidisciplinary teams working on self-contained projects structured into squads, tribes, chapters, and guilds

B. Thought starters

I. Flow study: choose a product that was recently created and trace its line of who interacted with it as it was produced. Compare this to the org chart to see what it's actual flow involved

II. Nothing but projects: they have a beginning, an end, a defined scope, and dedicated resources. Rather than labeling it as a task (i.e. Clean the bathroom), choose an empowering title (i.e. the "clean bathrooms for our guests" project)

C. Workflow in Action

I. Work in sprints: identify what will be the "Release/MVP" for the end of that week.

II. Limit WIP: Use the kanban system to create transparency

D. Questions on workflow

I. How do we divide the work of the organizaton

II. What is the relationship between our workflow and our Structure

III. How do we handle projects that are too big for one team

IV. How do we maintain visibility across all projects

V. How do we optimize our workflow

8. Meetings: how we convene and coordinate

A. Intro

I. Braintrust meetings at Pixar: movie is screened to an audience of seasoned storytellers then discusses for two-hours amongst themselves- Noone had authority,?they are free to just discuss

B. Thought starters

I. Death to status updates: people spend additional time preparing what they do say for the status meeting, so it causes more wasted time. Rather, jump in on the team as they are writing to better understand their context.

II. One-on-ones: they should provide feedback and mentorship, deepen relationships, or give the chance to collaborate on the work

III. Governance: there should be a meeting once a month to discuss changes to the system, strategy, resources... anything that will help the organization pursue its purpose.

C. Meetings in action

I. Facilitator and Scribe: these are two roles necessary for each meeting

II. Meeting Moratorium: try canceling all meetings for two weeks. This, with adjustments, will help to identify what meetings are actually needed.

III. Retrospectives: say what needs to be said! Consider the 4L technique (liked, learned, lacked, longed)

IV. Meeting structures: look up, "liberatingstructures.com"

D. Questions on meetings:

I. What meetings do we require to do our best work

II. Do each of our meetings have a clear Purpose and Structure

III. How are meetings facilitated and Scribed

IV. How are meeting outcomes shared

V. Which meetings are recurring and why

VI. How do we improve/eliminate meetings no longer offering value

9. Information: how we share and use data

A. Intro

I. GEN McChrystal new JSOC guiding principle "share information until you're afraid it's illegal" (team of teams)

II. Prof Melanie Mitchell on complex, adaptive systems: "a system of large networks of components with no central control and simple rules of operations give rise to complex behavior, sophisticated information processing, and adaptation via learning or evolution."

B. Thought Starters

I. Transparency: insight can be generated everywhere, but only if information reaches the right person at the right time. - since that is impossible to know, the next best alternative is to create "information symmetry" where all reorganize information is known to all participants.

II. Push vs Pull: push information is information shared with us without or consent, where we then have to study through the info to determine what's important to us. Pull information is information is organized in a way for people to have access to only what they need.

C. Information in action

I. Kill email: rather, use slack. This way, everyone has access to the info, rather than just those included in that one email

II. AMAs: host these for the staff and public. These meetings tackle tough questions head-on, and shows your organizaton that you trust them with challenging and sensitive info. Don't just answer all the questions yourself, open up the floor for others that are more capable to answer such questions.

D. Questions on Information

I. What info is shared freely

II. What info is contained and controlled

III. How do we decide what is safe to share

IV. How is info stored

V. How do we find the info we seek

VI. What communication tools do we support

10. Membership: how we define and cultivate relationships

A. Intro

I. A member that is brought on board properly feels a sense of belonging and has a keen sense of how to move in and out of different membership spaces within the organization.

II. A member who is thrust into a team or a role without that context may feel unwelcome and unclear

B. Thought starters

I. In or out

II. Teams rule

III. Careful with culture fit: instead of hiring for "culture fit", Organizational Psychologist Adam Grant recommends companies hire for "cultural contribution." Ask yourself, what is *missing* from your company, then go out looking for that.

IV. Ritual: company "The Ready" gives a globe to each of their dissing staff members and recognizes them in a group setting to thank them fit their contributions to the company and encourages them to continue to change the world wherever they find themselves next.

V. No handcuffs: rather than making employees sign "non-compete" clauses, Zapos offers their new employees $1000 to quit after their first week, because they only want team members who are passionate about being there.

C. Membership in Action

I. Team Charter: think of this as the OS for the team. It forces the team to answer critical questions about why it exists and how it's members want to show up for one another

D. Questions on membership

I. What kinds of memberships exist in your organization

II. How is membership gained/relinquished

III. How are prospective members discovered and recruited

IV. How are departing members carried out of the community at

11. Mastery: how we grow and mature

A. Intro

I. Bridgewater Associates, the world's largest hedge fund, records all of their meetings, not to put people under surveillance, but to build "Radical Transparency".

II. Ask yourself, "do you worry about how good you are, or how fast you are learning?" (Book, "Principles" by Bridgewater CEO). We have to get past our overconfidence and egos in order to learn and grow.

III. Talent and skills don't matter if we fit have the courage and humility to welcome the conditions for continuous growth. Ironically, the companies that create the space to be imperfect seem to have the most innovative and motivated teams.

B. Thought starters

I. Learn by doing: Dave Snowden 7 Principles of Knowledge Management

1. Knowledge can only be volunteered

2. We only know what we know when we need to know it

3. In the context of real need, few people will withhold that knowledge

4. Everything is fragmented

5. Tolerated failure imprints learning better than success

6. The way we know things is not the way we report we know things

7. We always know more than we can say, and we will always say more than we can write down

C. Mastery in Action

I. Rather than annual Performance Appraisals, try a different appraisal approach...

1. Set a time frame that makes sense to your context, recommended amount is 120 days

2. In that interval, reach out to the team and ask if they want feedback, if they don't, try again in a few months.

3. When they say yes, ask if they want to use standard questions, or if they want to write their own

4. Ask participants which 3-5 colleagues they'd like feedback from

5. Send the questions to the individuals they requested with a time limit for contribution

6. Compile and share the responses with each participant, let them chose who to share it with

7. Invite participants to convene their respondents for an in-person sense-making session

8. Finally, don't let this take the place of retrospectives

II. Communities of practice: open hang-out session to hang with others of a like discipline and/or to learn of the discipline.. "Sustainability Meet-up/THUR @ 4PM/Anyone with a role or interest in sustainability come and share questions, learnings, and advice!"

D. Questions on Mastery

I. What is our approach to learning and development

II. How do we define and assess competence

III. How do we give and receive feedback

IV. What is expected of members in terms of learning and personal growth

12. Compensation: how we pay and provide

A. Intro

I. Herzberg - Motivators: recognition, meaningful work, involvement in decision making, and advancement. Hygiene: status, security, salary.

B. Thought Starters

I. Formulaic pay: Buffer & Stack Overflow - experience/location/role get plugged into a formula a d calculates salary

II. Market approach: 1. What could this person get elsewhere 2. What would we pay for their replacement 3. What would we pay this person if they got a larger offer elsewhere

III. Self-set Salary: employees present salary request to a board, abs are encouraged to siften their request or to ask for more

IV. Gig economy: 85% of gig workers make less than $500/month

C. Compensation in Action

I. Transparent compensation:

II. Eliminate Bonuses: incentive pay is counterproductive. At best, it rewards behavior that was already happening, and, in the process, strips that activity of intrinsic value. At worst, it promotes sandbagging, unhealthy competition, and manipulation. Rather, reward in the form of profit sharing proportional to their percentage of the salary pool.

D. Questions on compensation:

I. What is our approach to compensation

II. What other benefits or services do we provide

III. What incentives do we provide

IV. How are changes in compensation conducted

V. Do we offer profit sharing or equity compensation

Part 3: the change

1. The culture conundrum

A. Culture can't be controlled or designed, it emerges. It isn't happening to people, it's happening among people.

2. Control Inc.

A. When PowerPoints and mission statement changes don't work to change culture, what does? What if it's bigger than what a room full of Agile experts and Consultants can come up

with? That's how the OS Change System was created.

B. Companies like destinations, but OS is a pattern of continuous improvement, a habit of getting better every day.

C. Companies want a more capable, adaptive, and fulfilled culture. To do this, we need to figure out

I. What to add (Priciples and Practices)

II. What to take away (organizational debt and assumptions)

C. This will only work if it starts at the team level, not as an edict from a boardroom.

3. Emergent Inc.

A. This company planned a 3-day retreat focused on transformation to OS. The CEO expressed concern that the employees focused time on "small" things, but would eventually want to restructure big things like budget.

B. OS Consultant recommended the CEO stop trying to hurry up and fix everything and let the employees fix these issues themselves.

4. The change plan

A. Change plans (based on Kotters, "eight-step process") don't work. It mistakes organizations as ordered systems and often over-simplify the process

B. Change plans attempt to "close the gap". They look at what the present is and what they want in the future, and plan on making the change a reality

5. Changing how we change

A. Organizations are complex, Living systems, not complicated, mechanical ones.

B. Adjacent Possible:

I. it is a kind of shadow future, hovering on the edge of the present state of things, a map of all the ways in which the present can reinvent itself

II. We try new things, we notice positive and negative patterns, amplify what's working, and minimize what isn't

C. This isn't just announcing a change in the OS, this process changes the way we change organizations.

6. Continuous participatory change

A. Like Pixar: getting an organization to conduct a "notes day", where all employees gather to generate ways to improve the organizaton, is difficult enough. Keeping it going is something else entirely.

B. Six patterns that help

I. Commitment: when those with power commit to moving beyond Bureaucracy

II. Boundaries: when a liminal space is created and protected

III. Priming: when the invitation to work and think differently is offered

IV. Looping: when change is decentralized and self-management begins

V. Criticality: when the system has tipped and there's no going back

VI. Continuity: when Continuous Change has become a way of life

6I. Commitment

A. These are people with a dream, and a team of influential individuals - which will then become a "Team of teams"

6II. Boundaries

A. The liminal space is the place in the organization you can say, "here is where we are going to do things differently, here it is safe to try." It must be a protected space, free to make mistakes.

6III. Priming

A. Old way:

I. painfully slow: design a survey, get it approved, send it out to employees, nag them to fill it out, get the results eventually, average/cluster the results, andb decide top three decisions based on clusters

B. New way:

I. Look up: boris gloger "ballpoint" game to generate a discussion

II. The point is teamwork to improve after each iteration

III. Also look up: "identity walk" to shine a light on diversity and privilege

C. The goal is to do just as much Priming "ide-breakers" to get our hearts and minds open, always linking to the present moment and channeling that energy into organizational change

6IV. Looping

A. The process

I. Tension: must be resolved by pulling reality toward vision (change) or pulling your vision toward reality (compromise). It's when we recognize something could be better and desire for things to change.

"The Ready" company designed a deck of cards with 62 example tensions commonly found in companies and asks the companies consulted to narrow it down to seven,?so it gives them a place to start

II. Practices

There is also a deck of "proposed solutions" based on the OS.

Also, the effectiveness of removing an impediment/ obstacle - rather than making a new product

III. Experiments

The goal isn't to make something work, but to learn, to see what else is possible, and/or too see what emerges

B. Experiment Worksheet

I. Tension: what is your tension, how does it Manifest, share a story that brings it to life

II. Practice: what do you propose we try, what is your hypothesis, how does this commitment support people positivity and complexity Conscious

III. Participants: who will be involved, what are they committing to

IV. Duration: how long will the experiment last, when/ how-often will retrospectives be held

V. Learning Metrics: how will we know if it was beneficial or harmful, what kinds of stories do you hope to hear

VI. Requirements: what do you need to conduct the experiment (resources, space, supplies, funding)

VII. Safety: what kind of support or consent do you need to make this safe to try

7. Psychological Safety

A. Focusing on the "work"

> By focusing straight on the "tangible" work items (scope, schedule, budget), we can almost forget that we are dealing with human beings.

> the culture of "if you're exposed for being vulnerable" or "don't appear weak" has been ingrained in our "professional" work culture. We might let the truth fly in personal conversations, but in meeting? Forget about it.

**if we can't be real for fear of consequences, what are the chances we'll grow?**

> nobody does their best work scared

B. Emergent, Inc. Example

> intentions, concerns, borders, dreams (ICBD) started conversations about projects

> "my intention is to create a case study to be used in my book. My concern is that I won't be successful in getting the group to open up. My border is that I leave work at 5pm every day to spend time with my family. My dream is that this will spread to other parts of the organization"

> after others shared... ask,?"now who's ready to start the 'hard' stuff?" ->...sometimes the 'soft' stuff is the hard stuff. Everything is the work and you can't predict where that is going to lead.

8. The role of the leader

A. Creating the space

I. People get too busy with work that they feel there is no time to improve the way they work

II. This is like pulling a cart?full of stones with square wheels up a hill. When a person comes by to purvis round wheels, the person pulling the cart responds by telling them they have no time to change the wheels.

B. Hold the space

I. Rather than answering all the questions to appear as the hero, your new job is to ensure the team answers their questions and increases their resiliency.

9. Principles for change

A. Through them, not to them: change happens as a team effort, not as a directive

B. Start small: focusing on scale slows is down. What is easier, moving one 100lb stone, or one-hundred 1lb stones? Which is easier to get others involved in to help?

C. Learn by doing: rather than asking, "what are the risks" so that you have a scapegoat, Encourage teams to experience and experiment, then discussing and debating them.

D. Sense and respond: internally or externally, if you ever ask yourself the question,?"what am I missing" the answer is,?"probably a lot." When we let go of the desire to shape everything and everyone instead sense the room/ situation, we will be able to respond more effectively

E. Start by stopping: rather than adding more (more people, more meetings), focus on what you can eliminate, or stop doing.

F. Join the resistance: instead of racing negatively to opposition, use that opposition as new information. See resistance as an invitation to talk, listen, and learn. Use the insights from the resistance as drivers for more clarity and inclusion

10. Scaling change

A. Issues

I. Refreshing large dysfunctional systems without total system failure is one of the greatest challenges of our time

II. You can found a startup in a weekend, creating another school system or British parliament is another matter entirely.

III. Three good results

> confidence: when people are able to take ownership and trust others, they open up

> relief: when you save people time, every other part of their performance and personality improves

> wonder: entrepreneur Jason Fried, "questions in your mind are where answers fit. If you haven't asked the questions, answers have nowhere to go."??