新书教如何应用敏捷原则组织

Author: Cait Smith<\/strong><\/p>\n

In their new book, The Government Leader\u2019s Guide to Organizational Agility<\/em>, authors Sarah Miller and Dr. Shelley Kirkpatrick consolidated their combined 42 years of knowledge, tools, anecdotes, tips, and tricks into one resource for government agency leaders at all levels. Leaders are urged to consult the book as a reference when using agility to make organizational changes. So, what is \u201cOrganizational Agility\u201d and why do government leaders need to know about it? According to Dr. Kirkpatrick, \u201cOrganizational Agility is a whole new approach to carrying out work in a way that makes sense for a constantly changing environment.\u201d<\/p>\n

The Organizational Agility approach, pioneered by Miller and Kirkpatrick, consists of seven levers: organizational structure; decision making; knowledge sharing and experimentation; processes; roles; leader actions; and norms & expectations. Miller and Kirkpatrick further developed 20 tools, distributed across those levers, to help frame organizational change. These pieces work in concert to move an organization from a steady state that\u2019s comfortable (yet not always responsive to new realities) to one that nimbly evolves to meet rapidly changing requirements, budgets, policies, resources, and agency strategy. Through their extensive experience, Miller and Kirkpatrick have identified a common theme in many organizations: the sense that requirements are increasing while budgets and manpower are shrinking, making success impossible. Miller says there\u2019s a way out of this conundrum: \u201cThe first step a leader should take toward change is to rethink what being a leader looks like in an agile organization instead of a traditional one. Before any changes will occur in the organization the leader needs to foster an environment of psychological safety. If you don\u2019t have that, then none of the rest will work.\u201d<\/p>\n

Kirkpatrick elaborates: \u201cYou can\u2019t just jump into the other agility behaviors like sensing and responding, sharing knowledge, or working collaboratively unless people feel that it is OK and expected to try new things, even when it doesn\u2019t go perfectly.\u201d In fact, both authors agreed that projects which stall out or fail usually do so because they lack that psychological safety. After establishing psychological safety, the leader should return to the book to reference the remaining levers and associated tools. Each successive element builds on others to truly transform the organization.<\/p>\n

Recently, many of Miller and Kirkpatrick\u2019s foundational Organizational Agility principles were put to work as MITRE helped guide a large government agency\u2019s organizational transformation effort. The agency brought together over 3,500 agency senior leaders and staff from across all levels of the organization to collectively define a blueprint and initial roadmap for the agency\u2019s future. According to Becca Lehner, MITRE\u2019s lead for the stakeholder engagement aspect of the effort, \u201cwatching the incredible contributions of leaders and staff, particularly in terms of generating psychological safety to support robust discussion across all levels, has been a hallmark of the effort thus far. Tips and tools like those that Sarah and Shelley included in their book support transforming the environment and moving teams and the organization toward an expanded vision of what is possible. There\u2019s a level of awareness, commitment, and passion for partnering to realize this future, and much of it is owed to senior leadership commitment to creating numerous forums for open and engaging dialogue and broad-based collaboration across the agency.\u201d<\/a><\/p>","tablet":"

Miller and Kirkpatrick, authors of \"The Government Leader\u2019s Guide
to <\/em>Organizational Agility\"<\/em>
Photo Credit: MITRE<\/p>\n

Author: Cait Smith<\/strong><\/p>\n

In their new book, The Government Leader\u2019s Guide to Organizational Agility<\/em>, authors Sarah Miller and Dr. Shelley Kirkpatrick consolidated their combined 42 years of knowledge, tools, anecdotes, tips, and tricks into one resource for government agency leaders at all levels. Leaders are urged to consult the book as a reference when using agility to make organizational changes. So, what is \u201cOrganizational Agility\u201d and why do government leaders need to know about it? According to Dr. Kirkpatrick, \u201cOrganizational Agility is a whole new approach to carrying out work in a way that makes sense for a constantly changing environment.\u201d<\/p>\n

The Organizational Agility approach, pioneered by Miller and Kirkpatrick, consists of seven levers: organizational structure; decision making; knowledge sharing and experimentation; processes; roles; leader actions; and norms & expectations. Miller and Kirkpatrick further developed 20 tools, distributed across those levers, to help frame organizational change. These pieces work in concert to move an organization from a steady state that\u2019s comfortable (yet not always responsive to new realities) to one that nimbly evolves to meet rapidly changing requirements, budgets, policies, resources, and agency strategy. Through their extensive experience, Miller and Kirkpatrick have identified a common theme in many organizations: the sense that requirements are increasing while budgets and manpower are shrinking, making success impossible. Miller says there\u2019s a way out of this conundrum: \u201cThe first step a leader should take toward change is to rethink what being a leader looks like in an agile organization instead of a traditional one. Before any changes will occur in the organization the leader needs to foster an environment of psychological safety. If you don\u2019t have that, then none of the rest will work.\u201d<\/p>\n

Kirkpatrick elaborates: \u201cYou can\u2019t just jump into the other agility behaviors like sensing and responding, sharing knowledge, or working collaboratively unless people feel that it is OK and expected to try new things, even when it doesn\u2019t go perfectly.\u201d In fact, both authors agreed that projects which stall out or fail usually do so because they lack that psychological safety. After establishing psychological safety, the leader should return to the book to reference the remaining levers and associated tools. Each successive element builds on others to truly transform the organization.<\/p>\n

Recently, many of Miller and Kirkpatrick\u2019s foundational Organizational Agility principles were put to work as MITRE helped guide a large government agency\u2019s organizational transformation effort. The agency brought together over 3,500 agency senior leaders and staff from across all levels of the organization to collectively define a blueprint and initial roadmap for the agency\u2019s future. According to Becca Lehner, MITRE\u2019s lead for the stakeholder engagement aspect of the effort, \u201cwatching the incredible contributions of leaders and staff, particularly in terms of generating psychological safety to support robust discussion across all levels, has been a hallmark of the effort thus far. Tips and tools like those that Sarah and Shelley included in their book support transforming the environment and moving teams and the organization toward an expanded vision of what is possible. There\u2019s a level of awareness, commitment, and passion for partnering to realize this future, and much of it is owed to senior leadership commitment to creating numerous forums for open and engaging dialogue and broad-based collaboration across the agency.\u201d<\/a><\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">

米勒和Kirkpatrick,作者的“政府领导人的指导
来组织敏捷性”
图片来源:斜方