Four Keys to Creating an Agile Organization

Just because you can hit a tennis ball, doesn’t mean you can win a game.

Pamela Meyer Agility Expert

Many of us weekend warriors know that our brilliant rallies with the backboard, don’t always translate to a stunning performance on the court. The same is true in our organizations; having the skills and knowledge (competence) for agility does not necessarily mean that you and your organization have the ability to put it into action in the midst of volatile, uncertain, complex and ambiguous (VUCA) situations (Stiehm and Townsend, 2002).

For an organization to be truly agile it must develop the capacity at all levels of the system to enhance and sustain agility. Leaders can assess their systems, processes and frameworks for their current capacity for agility, and enhance them for maximum responsiveness. Here are a few places to start, along with some provocative questions to ask:

  1. Systems and processes to convene a team of experts to respond effectively to an unexpected event or opportunity. Does your organization have a strategy to use existing technology to easily search for and assemble people based on their expertise and experience?
  2. Systems and processes that enable agile communication and collaboration. Do you have the capability to swiftly communicate with the right stakeholders in the midst of a fluid situation and/or high priority collaboration
  3. Frameworks to quickly develop new products and services (Rapid prototyping). Do your employees across job functions and business units know where to take a new product or service idea and how to move it smoothly from inception to execution? Does your organization have the capacity to rapidly prototype a new product or service in response to an emerging need or opportunity?
  4. Streamlined organizational structure and decision-making processes. Research shows that organizations that have minimal structure necessary for their specific business are more able to improvise (Moorman & Miner, 1998). Does your organizational structure and decision-making process enhance or impede agility?

With systems and processes that enable rather than impede responsiveness, organizations have a foundation for agility. This “agile infrastructure” alone will not insure individuals, teams and the entire organizational system is agile, only that the infrastructure will not be part of the problem. Organizations that are confident that all of their employees can and will respond effectively to the unexpected and unplanned also invest in developing, reinforcing and rewarding individual and team capacity to improvise to meet the changing needs of the business and its customers.

 

Moorman, C., & Miner, A. S. (1998). Organizational improvisation and organizational memory. Academy of Management Review, 23(4), 698-723.

Stiehm, Judith Hicks, & Townsend, Nicholas W. (2002). The U.S. Army War College: Military education in a democracy. Philadelphia: Temple University Press.

 

This post by Pamela Meyer originally appeared on meyercreativity.com/blog 

From Workplace to Playspace in High-Pressure Organizations

How do we create playspace in very serious, high-pressure, high-stakes environments? I have written about some notable examples of playspace in banking describing the high-engagement experience that Umpqua Bank co-creates each day in From Workplace to Playspace. But what about other high-stakes environments? What about in health care?

How do we make room for engagement, fresh ideas, and open communication when the stakes are literally life and death and there are never enough hours in the day?

Recently, an old friend from high school contacted me to let me know that he was in town for a medical conference. Before reaching out, my friend Dr. John Lanaghan, had poked around my website and without being asked, offered a beautiful answer to this question via email:

“I got to watch one of your recent interviews. Interesting. But I thought that wouldn’t work in a medical workplace–no time for play. Then I kept reflecting on it and realized (long story) how I noticed that it did. I had been at one office for 5 yrs and made an effort to enjoy my time with my co-workers by chatting, celebrating birthdays, kid activities, and playing when possible. Then 5 months ago I started splitting my time between two sites. Suddenly my old site was a bummer and the new location was a pleasure. After your video I realized that I had stopped doing the fun things with the old group, while the new job involved hospital rounds where there was lots of walking and talking and joking. Now I have made an effort to make it to lunch at the same time as my coworkers at the old place and some of the enjoyment of the job is returning.”

When we met for dinner the next night, John shared more about his work. He has spent much of his career in family medicine at the V.A. Medical Center in Iowa City, and had recently begun splitting his time providing palliative care, also in the V.A. system. He acknowledged the challenge of negotiating around large egos and the medical system itself. These were not insurmountable, however, as his own experience and efforts attest. John’s reflections show a deep and intuitive understanding of the ways we can create the space for the play of new ideas and connections in our everyday conversations and interactions. Playspace is not always (or even often) about our traditional conception of play—it is about the space that enables us to engage as whole human beings.

Thank you, John Lanaghan, M.D., for sharing your reflections and to all who co-create playspace doing extra-ordinary work in often challenging circumstances each day!