Use Value Stream Mapping for Unlearning

(This is part two of a series on How to use value stream mapping to overcome silo thinking. Part 1 covers pivotal moments in value stream exercises and how to make the most out of them.)

In The Importance of a Change in Environments for Unlearning I outlined five different types of environment changes that help people unlearn:

  1. Physical Environment
  2. Cultural Environment
  3. Informational Environment
  4. Responsibilities
  5. Mission

A value stream exercise is such a unique opportunity to challenge ingrained habits and behaviours, because it involves significant changes in all five environments.

Physical Environment

Ideally, you should gather the group in a physical location. It's hard to imagine running this type of workshop virtually.

The beautiful thing about value stream mapping is that participants zoom in and out in semi-random fashion. And this motion happens on two axes:

The first is the process axis. People move back and forth when building the map, go into details where something catches their attention, or stepping back to see the bigger picture.

The second axis is groups. Participants form and dissolve sub-groups constantly, clustering to discuss specific steps before dispersing and moving on to other areas. This energetic, semi-chaotic fluidity is incredibly productive.

Such organic interaction is difficult to replicate in a virtual setting. Therefore, if possible, bring everyone together in one room. This setup not only enhances the exercise but also creates the first major environmental shift needed for unlearning.

Cultural Environment

Organisational culture is read-only. It's the result of the many actions that are taken in and on behalf of an organisation. As such, it is not directly modifiable. To change the culture, you must change what people do.

A value stream exercise switches the type of action from doing/solving to learning/understanding. This shift alone can start to influence the culture. Even if it’s confined to the exercise itself, participants will experience how different this environment feels—and they’ll likely want to replicate that feeling in their everyday work.

Informational Environment

For many participants, this might be the first time they see the entire process from start to finish, literally laying out the “big picture.”

Also, a good value stream map contains metrics, and people will understand how decisions made and actions taken will influence and shape downstream work.

Most people lack this perspective. Understanding how seemingly disconnected steps influence one another is a crucial step toward processing information in a more integrated way.

Responsibilities

This change is subtle but significant. During a value stream mapping exercise, participants' responsibilities shift. Instead of focusing solely on their part of the value chain, they become responsible for the entire workflow. And this feeling of changed responsibilities will stay with them long after the exercise.

Mission

Which brings us to our last change of environment. If the exercise has gone well, participants’ mission will evolve from simply “doing their part” to ensuring the changes identified in the mapping process are implemented.

This marks a shift from individual tasks to collective goals.

In Conclusion

A Value Stream Mapping exercise contains all the ingredients needed for a powerful unlearning experience. To power up the impact, don't just let it happen, but actively amplify the five environmental changes:

  • Alter the physical environment to allow people to drop old habits.
  • Encourage the inherent curiosity of people two shift from judgement to understanding.
  • Enriching the value stream map with metrics, insights, and key learnings, helping people see the bigger picture and adopt a holistic perspective.
  • Highlight the shift in responsibilities, moving from an “us vs. them” mentality to a “we” approach.
  • Put people on a mission by making them individually accountable for driving a collective change.
Published 2024~10~14

Link Graph

Yeah, I know, the 2000s knocked and wanted to show you their ideas about knowledge navigation, but I really like those graphs, even if they are not the most practical instruments, plus I actually developed a network-based knowledge management system called 'Serendipity' back in the day, so please stop making fun of me.