heartland lectures
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How to institutions born in the Gutenberg revolution adapt to a Google age?TRANSCRIPT
Rex MillerApril 4, 2011The Wineskins of a Digital Church
The Rules Have Changed
Have You?
Changing Mediums – Shifting Reality
The Medium as Worldview
Oral Age - 3 Mile an Hour World
• Intimate - Connected
• Mythic
• Tribal
• Organic structures
• Wisdom leaders
• Cycles of life
Print Age = The Age of Reason
• Individual
• Rational
• Industrial
• Organization as machine
• Command and control leadership
• Steady and predictable
Broadcast - Tune In Turn On
• Demographics
• Experience
• Entrepreneurial
• Organization as a brand
• Visionary leadership
• Fast and unpredictable
Digital Age - Metcalfe’s Law
• Network or tribe• Immersion – Simulation• Creative• Organizations as
platforms and constellations
• Rise of the amateur• Accelerating, complex
and highly unpredictable
Symbolic
• 3 mile an hour world
• Intimate
• Co-terminus
• Portal
• Symbolically true
Perspective
• Rational
• Outside looking in
• Abstract geometry
• As the eye sees
• Visually true
• A metaphor for the age
Conceptual
• There is more than meets the eye
• Disrupt the senses
• Underneath is powerful and disturbing
• Conceptually true
Interactive
• Accessible
• Participatory
• Challenge the art context
• Common and everyday
• Living art
What Is Your Dominant Platform?Print – 1.0 Broadcast 2.0 Digital 3.0
Command and Control Motivational and Visionary Self-Motivated and Self-Directed
Bureaucratic Entrepreneurial Innovative
Paper Driven Computer Driven Web 2.0 and Mobile Driven
Boomer Culture Xer’s Culture Millennial Culture
Authorities Lead Experts Lead Amateurs LeadCompliance Incentive Intrinsic
Circle the description from each row that best describes your organization today.
Rex MillerMarch 29, 2011GUTENBERG TO GOOGLE
Pie Chart Exercise
60%
30%
10%
PrintBroadcastDigital
Millennial Wave
18%
35%
47%
2020
SilentBoomerGenXMillennial
3%
48%40%
9%
2011
SilentBoomerGen XMillennial
2020’s Pie Chart
20%
30%
50%
PrintBroadcastDigital
How are You More…?
1. Connected (network)2. Interactive3. Operating in Real Time4. Iterative (feed loops)5. Accessible6. Agile7. Having exponential
impacts8. Convergent9. Virtual
More Of AND Less Of
The New Economics
3 Degrees of Separation
Mapping Your Social Network
• List your orbits: work, family, friends, church, club, Facebook, LinkedIn, profession…
• Name the key relationships in each orbit (average 3 to 6 outside of family)
• Connect those in multiple orbits• Connect those who know each other• Is your network dense or distributed?• What orbits or people do you want to connect?
What happened to Oldsmobile?
Michael Vance – The Disney Factor
Clear Purpose and Timeliness
• Conventional or Clear Purpose
• Out of Season or Timely
Clear Purpose - Out of Season
Clear Purpose - Timely
Conventional – Out of Season
Conventional - Timely
Clear Purpose - Out of Season
Clear Purpose - Timely
Conventional – Out of Season
Conventional - Timely
Clear Purpose - Out of Season
Clear Purpose - Timely
Conventional – Out of Season
Conventional - Timely
Clear Purpose - Out of Season
Clear Purpose - Timely
Conventional – Out of Season
Conventional - Timely
Clear Purpose - Out of Season
Clear Purpose - Timely
Conventional – Out of Season
Conventional - Timely
Confronting the Status Quo
2006
IBM Global Conference on Innovation
• 15,000 attended
• Looking for the next big opportunity
• Healthcare!!!
• $1.8 trillion
• 15% of GDP
• And Growing
Source of 80% of Medical Costs
Dr. Edward Miller
Change or Die
• 600,000 heart by-passes each year
• 1.3 million angioplasties
• Over $30 billion per year
• When told to change or die what were the results?
CHANGE OR DIE!
After 2 Years
1 out of 9!!
What Transformational Change Feels Like
We help leaders become the CHANGE they want to see
Michael Vance The Disney Factor - Exercise
Transformational Lessons
Dr. Dean Ornish
• 333 patients
• 3 Keys
– Positive Vision
– Radical Change
– Cohort of Committed
• After 5 Years – 70%!!
3 Keys for the Transformational Leader
• The assumed problem is seldom the real problem
• Finding the fundamental or reframing question
• Beware of solutions that will become the next problem
Preservation
Balcony View
• Multi-stakeholder view
• Look for the dynamics vs. the positions
• Look for competing values
• From polarization to negotiating the tension
Crucial Conversations
Creating Light through Friction
• Create a framework for crucial conversations
• Look for the hidden contradictions
• Raise the tough questions
• Avoid quick solutions
Reducing the Heat
• Find quick wins• Rules of engagement• Don’t leave people stuck
for too long – throw in a rope
• Slow down before people shut down
• Create pilot experiments• Create safe ways to
handle tough questions
Pacing Change
• EWSR’s
– Eager
– Willing
– Skeptical
– Resistant
• Give people more responsibility than they are comfortable with
Contrast of LeadershipSocial Function Traditional Leadership TransformationalDirection Authority defines and
solvesAuthority frames the challenge and context. They stimulate the questions.
Protection Authority is protector Authority identifies the risk or threats
Order Authority provides order and role definition
Authority disrupts common order and allows group to find realignment
Conflict Authority resolves conflict
Authority exposes conflict so group can deal with it
Status Quo Authority maintains Authority challenges and is open for change
B Squared
• What is your tolerance for ambiguity?
• How much failure can you handle in order to learn?
• How active or removed will you be?
• How long can you hold back on solving the problem?
Balcony Exercise
Questions to Ask
• Who are the stakeholders?• Who is impacted by this?• What are the competing values?• What are the uncomfortable questions?• What are the common complaints that never
seem to get addressed?• What are the gaps between our espoused values
and behavior?• What is the loss involved by the stakeholders?
Contact Information
Rex Miller
Senior Partner
TAG Consulting
214-498-3055
@mrexmiller - twitter