Wonful ran a workshop for the State of Washington's Department of Retirement Services on using Liberating Structures to brainstorm, work as groups, and make meetings suck less!
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Intro to Liberating Structures - Making Meetings Suck Less
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What Are LS?
• Tiny shifts in our interaction patterns
• Embarrassingly small
• Results focused
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Principles of LS
• Minimum constraints are necessary
• Rapid cycles and many iterations over long, slow
methods
• Parallel processing adds agility and enhances
effectiveness
• Not all ideas are equal
• Distribute control while staying in charge
• Loose connections are at the root of innovation
• Invite unusual suspects!
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Advanced LS Practice
Like DNA, Liberating Structures can be strung
together to achieve a specific purpose
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Additional LS Resources
The Surprising Power of Liberating Structures
by Keith McCandless + Henri Lipmanowicz
www.LiberatingStructures.com
Pre-Agile Design by Zac Cohn + Fisher Qua
(www.wonful.co/book)
Wonful’s “Innovation at Work” newsletter
(www.wonful.co/newsletter)
Liberating Structures User Group
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Minimum Specifications
What must you do to maintain healthy
communication across your
organization/unit/team?
What must you avoid at all costs?
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TRIZ
Designing a perfectly adverse system
Identify specific behaviors preventing
you from moving forward productively
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TRIZ
What could you do to reliably guarantee that
no one in your organization communicated
with anybody else and no one was ever
on the same page as one another?
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Appreciative Interviews
+
9 Why’s
Share a story of a time when you
successfully implemented or navigated
a change that stuck and proved durable,
or a time when that didn’t happen.
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25/10
Generate bold new ideas for moving forward
Quickly prioritize contributions
Brainstorm in a structured way
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25/10
Imagine you are 10x bolder, what would
you recommend to Gov. Inslee…
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Purpose-to-Practice
Rigorously define the 5 elements of any initiative.
Clarify how you will move forward together.
Include more people in shaping projects.
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Purpose-to-Practice
Purpose: The fundamental justification
for the existence of some thing to the
outside world
!
Why is this important to you,
DRS and your clients?
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Purpose-to-Practice
Participants: Who must be included? What
unusual suspects should you invite?
!
What types of people or specific
individuals would be necessary
to execute this idea?
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Purpose-to-Practice
Structure: How will you organize yourself and
your resources to achieve your purpose?
!
5 microstructures
Frequency + Cadence of meetings
Roles
Visual management tools
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Purpose-to-Practice
Practices: What are you delivering to your end
users? What is the deliverable?
!
What are you actually building or
designing?
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Critical Uncertainties
Develop adaptive strategies for plausible
future realities
Define the uncertainties that are critical to
your survival
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Mad Tea Party
Rapidly build momentum on a challenge
Make sense of strategy as it is implemented
Retrospectively integrate learning