{"id":7474,"date":"2020-07-21T08:23:00","date_gmt":"2020-07-21T06:23:00","guid":{"rendered":"https:\/\/www.k-i-e.com\/?p=7474"},"modified":"2020-08-04T17:11:29","modified_gmt":"2020-08-04T15:11:29","slug":"s230-2","status":"publish","type":"post","link":"https:\/\/www.k-i-e.com\/en\/s230-2\/","title":{"rendered":"s230 Bringing about jointly supported decisions with the Commitment Process"},"content":{"rendered":"\n

Experts only commit themselves to a project if they themselves are\nconvinced of its success. A lack of commitment from all those involved is a\nsure sign of a “planned” failure. It is therefore the responsibility\nof everyone to ensure that a commitment is made. <\/p>\n\n\n\n

The commitment, the self-felt obligation to use one’s own abilities to\nachieve a goal, is therefore the essential success factor for projects of any\nkind such as agile transformation, classic projects, meeting like agile\nceremony, negotiations of any kind, sales up to coaching and one-on-one\ninterviews. <\/p>\n\n\n\n

A real commitment significantly reduces the effort needed for steering\nand control and is a central component of self-organization and a prerequisite\nfor developing ownership.<\/p>\n\n\n\n

Commitments are not given<\/h2>\n\n\n\n

This quote, “What we do in meetings and projects are not commitments” is a phrase often repeated when participants in the Master of DecisionMaking<\/a> seminars learn how to bring about commitments in a process safely and promptly. <\/p>\n\n\n\n

Wanting to do something together or agreeing to something, as well as\nbeing convinced of the necessity of the action, is by no means a commitment.\nThe measures necessary for success must be integrated into the commitment\nprocess.<\/p>\n\n\n\n

The illusion of consent<\/h2>\n\n\n\n

The commitment (Fig.01) to the project success of a new online shop\nrevealed both the tempting opportunity promised by the success of the project\nas well as its enormous risk. Over a period of several months, all artifacts,\nrolls and ceremonies were built up and secured with the 33 project participants\n(Fig.01: A). The project received corresponding management attention, as it had\npreviously failed with 56 participants. <\/p>\n\n\n\n

The anonymous evaluation points only superficially to the success of the\nproject. Nobody (0%) was any longer opposed to the success of the project\n(Fig.01: B), but if the project failed, 60% of the project members (Fig.01: C)\nwould claim that they knew it would and 40% (Fig.01: D) would accuse these\nmembers of not having given their best. <\/p>\n\n\n\n

\"KiE:
Figure 01: First and final commitment in the Commitment Process<\/figcaption><\/figure><\/div>\n\n\n\n

This way, the “projects with fewer problems” can be identified before they begin. The information that is so valuable for the success of the project can be determined for any team size in a few minutes without anchoring effects (cognitive biases) or manipulation attempts using the digitalized DecisionMaker<\/a>. <\/p>\n\n\n\n

In case of failure, all project participants would experience the pain of failure. The Standish Group Study<\/a> (2019) has documented 75% of completely or partially failed projects for a period of 26 years.<\/p>\n\n\n\n

As a responsible project manager of 200 projects and as an Agile\nTransformation coach, these can be identified as the “handicapped projects”,\nwhich only achieve the set goal with high control as well as improvements and\nrestrictions.<\/p>\n\n\n\n

Project participants do not take responsibility<\/h2>\n\n\n\n

The illusion of consent (Fig01) is the hallmark of almost all project\nmanagers, and at the same time those who know what risks still need to be\nsolved tend to hide behind this illusion. It is irrelevant to what extent the\nsilence of those concerned (Fig.02: A) stems from painful rejections from the\npast or is cited as a protective claim for this damaging behavior. <\/p>\n\n\n\n

In the same way, “success enforcers” with their pressure of\npersuasion (Fig.02: B) increase the project risk and weaken self-organization.\nTheir protective assertion: without the pressure, the agile teams would not\ncall up their performance, is merely an adherence to old leadership paradigms\nand a refusal to integrate the knowledge of how success is created into their\nown behavior.<\/p>\n\n\n\n

\"KiE:
Figure 02: Reducing risks and simultaneously increasing opportunities<\/figcaption><\/figure><\/div>\n\n\n\n

Success has two levers (Fig.02: C1 and C2): on the one hand to reduce\nand avoid risks (Fig.02: C.1) and on the other to increase opportunities\n(Fig.02: C.2). The classical view that risks and opportunities are directly\ninterdependent and need to be balanced, does not exploit the potential\navailable and fosters the confinement to old management paradigms. <\/p>\n\n\n\n

An approach that ensures that the competencies of all those involved are\nutilized (Fig.02: C.1 and C.2), opportunities are increased and risks are\nreduced, points the way to success. A decision on how much risk to take\n(Fig.02: C1), independent of what and how much you do to ensure that success is\nachieved together (Fig.02: C2), opens up new dimensions.<\/p>\n\n\n\n

If all those who work for the success of the project experience\nappreciation, both levers work simultaneously: <\/p>\n\n\n\n

  1. those who have the knowledge of how to minimize and avoid risk<\/li><\/ol>\n\n\n\n

    2. success drivers who have the skills to turn ideas into reality<\/p>\n\n\n\n

    Projects of concern turn into successful projects<\/h2>\n\n\n\n

    Reservations, risks and hidden conflicts are identified in early phases.\nIn later project phases, such concerns would likely cause increased expenses\nand delays after substantial investments have already been made. <\/p>\n\n\n\n

    The commitment process involves everyone 100% and places everyone at eye\nlevel under the obligation to contribute their competencies with a clear focus\nfor success. <\/p>\n\n\n\n

    Common understanding – creates the conditions<\/h2>\n\n\n\n

    People are willing to give their commitment only if sufficient understanding (Fig.03: B) is ensured. This common understanding is reliably established by means of a WeQuality Process<\/a> (Fig.03: B), in which the KiE Scale<\/a> is used – as in the further steps – as a standardized and accepted evaluation.<\/p>\n\n\n\n

    First commitment – allows fast path and clear location<\/h2>\n\n\n\n

    With an initial commitment (Fig.03: C), diverging views become visible\nimmediately at the beginning without discussion, and in later steps, through\nthe participation of all, are formed into a jointly supported decision. If the\ncommitment is already clear here, the commitment, a jointly supported decision\n(Fig.03: F), has been achieved without discussion. <\/p>\n\n\n\n

    With an aligned team, this situation will occur more and more often and\nthe team can turn its attention to the important issues. <\/p>\n\n\n\n

    \"KiE:
    Figure 03 – Clear Process that Leads to Commitment with Confidence and Timeliness<\/figcaption><\/figure><\/div>\n\n\n\n

    Transformation of reservations – ensures project success<\/h2>\n\n\n\n

    Many managers do not dare to discuss risks because they are justifiably afraid\nthat these reservations would tend to become dominant and take control out of\ntheir hands. They often prefer project managers who downplay risks and\ndevaluate concerns, which leads to the fatal consequences we are all familiar\nwith. The Commitment Process provides security for all and maintains a level\nplaying field and mutual appreciation throughout the process. <\/p>\n\n\n\n

    Criticism is just not enough for the commitment process. In the\ntransformation of reservations (Fig.03: D.3), the process takes those who were\nallowed and required to be open at the point of the first commitment (Fig.03:\nC) into account for the first time. With their knowledge and experience, the\nrisks and reservations can be identified. The paradigm shift proposed here is\nto see the stakeholders as a resource who can provide security in the project\nif they are encouraged (Fig.03: C and D.3) and challenged to do so (Fig.03: C,\nD.1, D.2 and D.3).<\/p>\n\n\n\n

    Order \u2013 prevents the proverbial vicious circle<\/h2>\n\n\n\n

    The order is central here: first the doubters (fig.04: A1) need to be addressed and then the success enforcers (fig.04: B1), otherwise the two become intertwined in calibrated emotional loops<\/a>. <\/p>\n\n\n\n

    In success enforcers (fig.04: B1) the emotion of anger (exerting\ninfluence) dominates and in doubters (fig.04: A1) the emotion of fear (the concern\nfor one\u2019s safety) is dominant. The enforcer of success stimulates fear (Fig.04:\nB2) with his attempts at persuasion, just as the risk advice of the doubter encourages\nanger (Fig.04: A2) in order to exert influence. <\/p>\n\n\n\n

    The competencies of all those involved are directed against each other, which leads to tiring and fruitless discussions. This vicious circle (Fig.04: A.1 –> A.2 –> B.1 –> B.2 –> A.1) can also intensify, which destroys group competence and leads to escalations in the team. <\/p>\n\n\n\n

    \"KiE:
    Figure 04: Calibrated emotional loops become a vicious circle<\/figcaption><\/figure><\/div>\n\n\n\n

    Reservations then transformation – success sequence<\/h2>\n\n\n\n

    Subsequently, the measures are worked out together with the KiE Resource\nQuestion with a clear focus on solution orientation. For this process step,\nagile and classical formats for ideation and solution orientation are applied.\nIn this way, success is already ensured at the time of decision making. <\/p>\n\n\n\n

    Naming the reservations as a concern for security reduces the fear among those who have reservations (Fig. 05: A1 –> A2) and allows them to cooperate in the next step. When transforming the reservations into measures, the competencies (Fig.05: B1 and B2) can now be added up by the resource question, which ensures a focus at eye-level with appreciation. <\/p>\n\n\n\n

    Thus, the competencies of everyone in the group are freed and support\nthe path to success (Fig.05: C). <\/p>\n\n\n\n

    \"KiE:
    Figure 05: Aligned sequence of emotions for success<\/figcaption><\/figure><\/div>\n\n\n\n

    The process step of extracting the risks and reservations (Fig.05: A2)\nis strictly separated from the transformation into measures (Fig.05: B1 and\nB.2) in order to avoid becoming caught up in the vicious circle of the\ncalibrated emotional loop of fear – anger.<\/p>\n\n\n\n

    Commitment to completeness – no moving target<\/h2>\n\n\n\n

    The commitment (Fig.03: D.2) of the stakeholders to the completeness of\nthe reservations taking place prior to the transformation of the measures\nprevents the dominance of the stakeholders and consequently excludes the\npossibility of a moving target of ever new reservations. The stakeholders are\nobliged to make their knowledge available in full. \n \n<\/p>\n\n\n\n

    \"KiE:
    Figure 06: Completeness of reservations prevents moving target<\/figcaption><\/figure><\/div>\n\n\n\n

    The clever mixture of protection and commitment as well as the consideration of the natural sequence of emotions (fear –> annoyance) are the guarantee for success and allow a deterministic commitment to be achieved. The aligned and released group competence then ensures a clear path and forms the basis of success on the way to implementation. <\/p>\n\n\n\n

    In the online shop reference project, five success-critical topics were\nidentified and their completeness was committed to (Fig.06).<\/p>\n\n\n\n

    Final commitment – with resources to the goal<\/h2>\n\n\n\n

    In classic projects, the measures developed and committed to by the\nentire team become a supplement to the project contract that ensures success.\nIn agile projects, the measures migrate to the backlog as stories and are taken\ninto consideration during the sprint planning. <\/p>\n\n\n\n

    The transformation of the reservations from the reference project online\nshop into measures resulted in significant success-securing stories, which were\nthen all included in the project.      <\/p>\n\n\n\n

    \"KiE:
    Figure 07: Measures from the transformation process<\/figcaption><\/figure><\/div>\n\n\n\n

    In consultation with the stakeholders, all project participants (Fig.\n08: A) were committed to the project in the online shop for the measures\ndeveloped in the team within the framework of the given premises (Fig. 04: A.1)\n(Fig. 08: B). <\/p>\n\n\n\n

    Thus, a commitment was achieved as a jointly supported decision. <\/p>\n\n\n\n

    The final commitment with a jointly supported decision as the basis for\nthe implementation was also easily achieved with the DecisionMaker.\n \n<\/p>\n\n\n\n

    \"KiE:
    Figure 08: Final Commitment with jointly supported decision for the implementation<\/figcaption><\/figure><\/div>\n\n\n\n

    Deterministic process – safe and robust<\/h2>\n\n\n\n

    In order for the Commitment Process to reach its goal deterministically,\nthe process\u2019s premises (Fig. 03: A1) as well as its exits must be defined as\nprerequisites in order to eliminate tactical delays and endless loops: <\/p>\n\n\n\n

    1. number of cycles in understanding (Fig.03: A.2) <\/p>\n\n\n\n

    2. number of cycles for final commitment (Fig.03: A.3)<\/p>\n\n\n\n

    3. commitment for completeness against moving target (Fig.03: D.2)<\/p>\n\n\n\n

    4. determination of the traditional decisions at exit (Fig.03: G) <\/p>\n\n\n\n

    No commitment also counts as a decision. The process\u2019s exits (fig.03: G)\ncreate a corresponding commitment reliably and promptly. <\/p>\n\n\n\n

    With the commitment process, a team will become increasingly self-responsible\ninstead of following an authoritarian or participatory decision.  <\/p>\n\n\n\n

    Commitment Process – classic and agile<\/h2>\n\n\n\n

    The Commitment Process is suitable for any classic or agile artifacts\nand ceremonies as well as for decision needs such as sprint planning, sprint\ngoal and project plan.  <\/p>\n\n\n\n

    Agile teams, evangelists and most agile coaches would claim that you\ncan’t make a statement about the classic dimensions of In-Time, Budget &\nSpecification because agile methods are not directly applicable to such\nclassical concepts.  <\/p>\n\n\n\n

    To do justice to the distinctiveness of agile methods, the agile team\ngenerated several preliminary stories as part of the Online Shop case study\nand, based on an empirical value for velocity, was able to calculate the\nnecessary sprints for the traditional project dimensions.<\/p>\n\n\n\n

    DecisionMaking processes such as the Commitment Process are predestined to build a bridge between the traditional and agile worlds<\/a>.<\/p>\n\n\n\n

    Agile Mindset is lived and firmly anchored<\/h2>\n\n\n\n

    The Commitment Process can be used to meet the management’s justified demand for In-Time, Budget & Specification. At the same time, stakeholders are integrated into the Agile-Way-of-Working (see “Making Agile Transformation a Success<\/a>“). <\/p>\n\n\n\n

    The entire agile mindset is lived by all those involved and becomes firmly anchored in the mind of each individual in a self-effective manner. <\/p>\n\n\n\n

    \"KiE:
    Figure 09: Living the Commitment Process firmly anchors the agile mindset<\/figcaption><\/figure><\/div>\n\n\n\n

    The “tiresome” discussion among theoreticians (both agile and\nclassical) and those who must ensure the success of a given project can now be viewed\nas a debate of the past. <\/p>\n\n\n\n

    The introduction of the agile mindset is a cyclical-evolutionary process\nthat is fostered by DecisionMaking and other agile methods. <\/p>\n\n\n\n

    If openness, participation, focus, eye-level, appreciation, courage, and commitment are perceived as welcome and successfully lived in DecisionMaking processes<\/a>, the agile mindset will become firmly anchored as an experience within each individual.<\/p>\n\n\n\n

    Overview of DecisionMaking Processes<\/h2>\n\n\n\n

    The commitment process stands as the prerequisite for a functioning\ncooperation and an appreciative way of dealing with one another. The recursive\ncharacter of the DecisionMaking processes becomes obvious in the Commitment\nProcess. That is, the Commitment Process includes all DecisionMaking Processes\nand is itself included in many of them. <\/p>\n\n\n\n

    With DecisionMaking, the decision-making and corporate cultures develop\nin a self-responsible and self-organized manner. The chance for stakeholders to\nget what they need increases. People begin to understand each other and work\ntogether more closely. <\/p>\n\n\n\n

    \"KiE:
    Figure 10: KiE DecisionMaking<\/figcaption><\/figure>\n\n\n\n

    The DecisionMaking processes can be used with the digitized DecisionMaker<\/a> for both presence and remote collaboration.<\/p>\n\n\n\n

    _______________<\/p>\n\n\n\n

    July 2020 – Richard Graf, Elsa Graf<\/p>\n\n\n\n

    “<\/em>Most commitments are not commitments.“<\/em> Richard Graf<\/p>\n\n\n\n

    Sources<\/h2>\n\n\n\n

    Ariely, Dan: Predictably irrational. The Hidden Forces That Shapes Our\nDecisions, Harper, 2008.<\/p>\n\n\n\n

    Graf, Richard: Die neue Entscheidungskultur: mit gemeinsam getragenen Entscheidungen zum Erfolg. Carl Hanser Verlag GmbH Co KG, 2018<\/a><\/p>\n\n\n\n

    IBM Global Business Service 2019. Woran die meisten\nChange-Management-Projekte scheitern. Abgerufen 02. Juni 2020. https:\/\/www.it-business.de\/woran-die-meisten-change-management-projekte-scheitern-a-90615\/<\/a><\/p>\n\n\n\n

    Kahneman, Daniel: Thinking, fast and slow. Macmillan, 2011.<\/p>\n\n\n\n

    McKinsey (2019): Why do most transformations fail?. Abgerufen 02.\nJuni 2020, von https:\/\/www.mckinsey.com\/business-functions\/transformation\/our-insights\/why-do-most-transformations-fail-a-conversation-with-harry-robinson<\/a><\/p>\n\n\n\n

    Standish Group report 2019. Abgerufen 02. Juni 2020. www.opendoorerp.com\/the-standish-group-report-83-9-of-it-projects-partially-or-completely-fail\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Experts only commit themselves to a project if they themselves are convinced of its success. <\/p>\n","protected":false},"author":14,"featured_media":7497,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[110,100],"tags":[],"class_list":{"0":"post-7474","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-all-en","8":"category-decisionmaking-en"},"yoast_head":"\ns230 Bringing about jointly supported decisions with the Commitment Process<\/title>\n<meta name=\"description\" content=\"Entscheidungen mit Decision Making herbeif\u00fchren - Experts only commit themselves to a project if they themselves are convinced of its success.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.k-i-e.com\/en\/s230-2\/\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:title\" content=\"s230 Bringing about jointly supported decisions with the Commitment Process\" \/>\n<meta name=\"twitter:description\" content=\"Entscheidungen mit Decision Making herbeif\u00fchren - 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