Human Capability Sets
Craig Martin
Director | Strategic Innovation & Experimentation | Guiding clients to test and refine business decisions before investment and execution
Some time ago we published a series of videos on the business design way. The challenge is they are hidden away behind layers of SEO and difficult to find. So we’ve decided to make them more public and share a short message on each video. It's the usual style of whiteboard, and a bit rough at the edges with some sound quality issues, however, the content is still great, and I know it will benefit you on your journey to become the super-mixers of the future.
Let’s start with the human capability sets. What you see on the video is the first iteration of this model which I was introduced to some years ago. I have since updated it to the model below. We fundamentally believe a lot of NWOW, design and agile activities are not as successful as they could be because we are not focussed on the lenses above the DOING layer.
Yes, we can all talk to the mindset shift that needs to occur for new-ways-of-working to actual work, but how the heck do you actually get people to change their mindsets. There are a number of levers you can experiment with, not least of which is the layer above mindset. This requires moving into the emotional space of your organisation and the teams and individuals you work with. I’ve come to call this the dark matter of the organisation ie. everything above the THINKING layer. True changes occurs here, and most of the tools we normally work with are struggling to work well within this space.
For now, familiarise yourself with this framework and enjoy the video. Share with those who are struggling in this area since I'll be feeding a few of these snippets and videos out over the course of the coming weeks.
Owner at Harold G. Nelson LLC, author
5 年Will you be sharing the other videos as well?
Owner at Harold G. Nelson LLC, author
5 年Thanks for sharing! Good to see the ideas taking on the world.
Founder of this human | Author | Coach | Good Design Ambassador | Portable Advisory Board Member
5 年Harold Nelson?I thought you'd like to see how your work in The Design Way is being built upon and applied in different ways. Thank you Craig Martin?for sharing. :-)
Enterprise Designer (Business/Process Architect, Service Design & Business Analysis Leadership)
5 年Craig Martin It is fascinating that your posts on Architecture & Design frequently have a lot of comments but when we discuss the hardest topic, people there is minimal response. There are no ‘fail safe’ tools here...just open hearts and a willingness to listen to collective wisdom whilst putting the brakes on ‘knowledge’.
Enterprise/Digital/Business Architect
5 年In promoting IT and business systems investment decisions, I spend more time hearing that such and such an Executive 'doesn't want to do this', or 'likes that', or, 'doesn't feel good about the other thing'.? These gut-reactions are beyond reasoning -- we can appeal to the tools and trades of Doing all we like, mostly with no impact.?? Execs vest influence and decision-making momentum.? They do personal and professional risk assessment constantly, and tacitly.? It is all part of Sense-Making.? They are not being selfish, rather, they are drawing on intensely human decision-making mechanisms and problem understanding characteristics to try to take the best path that will deliver some good whilst minimising any chance of bad outcomes.?? The Thinking, Feeling and Being layers are missing puzzle pieces. Story-telling is the only tool I am aware of that we have that addresses these layers, but it is broad brush, has unintended interpretations, and needs careful curation for different cultures of the enterprise.? This is excellent that you and others are concentrating on the Dark Space of the Enterprise.? ?