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About Nigel Thurlow
Nigel Thurlow is the creator of the award-winning Scrum the Toyota Way training course, and the co-creator of The Flow System. He is the co-author of The Flow Guide, The Flow System Guide, The Flow System: Key Principles and Attributes, and the co-author of The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity.
He previously served as the first ever Chief of Agile at a global Toyota company, leading Lean and Agile practices at Toyota Connected. He also led many digital and organizational transformation initiatives while at Toyota and is a recognized expert in the Toyota Production System, the Toyota Way, and various Agile approaches.
He is also an Author and an International Keynote Speaker and as a Professional Scrum Trainer, the first one ever in Toyota and the first to have been certified by both the creators of Scrum, he has trained over 8500 people worldwide as of 2022.
Nigel led the successful transformation at 3M Healthcare Information Systems and has taught and coached in notable companies such as GE, Bose, 3M, Microsoft, and MIT.
Nigel has also co-authored and published several peer reviewed white papers and journal publications on team science, and he acts as an advisor on several boards at the University of North Texas.
He has been featured in Forbes, and many publications and talks he has given can be found online.
HIs website is nigelthurlow.com
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Books By Nigel Thurlow
The first edition of this book was published in 2020, a year when a tiny microbe took the world hostage. It was a year of change, tragedy, and coming to terms with uncertainty. It was a time when humanity longed for some kind of normalcy and slowly realized that the uncertainty was, in fact, normal. Now, two years later, it is still unclear if it is appropriate to refer to our times as post-pandemic, or if there is yet more to come. What is clear, however, is that COVID-19 is not the last so-called wicked problem that humanity will face. Yes, even in the time it took to create this second edition, we find ourselves in the midst of a war, looming economic recession, food shortages, and this in the context of other existential threats already on the horizon, if not at the door. What is deeply disturbing is that humanity seems to be more divided than ever. Societal fracture lines are deepening, and a deep distrust in science, expertise, and formal authority, along with phenomena like fake news and conspiracy theories, are exacerbating these tensions. What is becoming ever clearer is that the world needs sensemaking skills, and we hope this book will contribute to that need with practical wisdom.
As you will see in this book, Cynefin is a meta-framework that can be applied in almost any context. Over time, it has been associated with the field of complexity. However, it is more closely related to the field of sense-making, particularly the naturalization of sense-making. As a Framework for sense-making, it helps us untangle our intractable problems in an actionable way.
At its most basic, the Cynefin Framework allows us to distinguish between three different kinds of systems:
- ordered systems that are governed and constrained in such a way that cause and effect relationships are either clear or discoverable through analysis;
- complex systems where causal relationships are entangled and dynamic and the only way to understand the system is to interact with it;
- chaotic systems where there are no effective constraints, turbulence prevails and immediate stabilizing action is required.
Other content contributions by Chris Bolton, Mary E. Boone, Greg Brougham, Chris Corrigan, Jennifer Garvey-Berger, Riva Greenberg & Boudewijn Bertsch, Lou Hayes Jr., Steve Holt, Trent Hone, Liz Keogh, Marion Kiely & Ellie Snowden, Robert Koch, Steve McCrone & Ian Snape, Ann Pendleton-Jullian, Vivienne (Viv) Read, John Turner & Nigel Thurlow, Juanita Uribe & Andrés Jiménez, and Gary Wong & Michael Cheveldave.
eBook ISBN: 978-0-578-80919-9
A holistic FLOW based approach to delivering Customer 1st Value. Built on a foundation of the Toyota Production System (TPS/LEAN) and the new Triple Helix of Flow creating the DNA of Organizations.
The Flow System enables business growth through eliminating non-value-added activities, fostering an environment for innovation, enabling the rapid delivery of value, and shortening the time to market. The Flow System provides a re-imagined system for organizations to understand complex problems, embrace distributed leadership, and build high performing teams.
The Triple Helix of Flow relates to the interconnected nature of the three helixes:
Complexity Thinking Helix – A new form of thinking to aid the understanding of uncertainty and complex adaptive systems.
Distributed Leadership Helix – An emergent hybrid leadership model that is capable of making bold and disruptive moves across an industry.
Team Science Helix – A multidisciplinary field that studies all things related to teams and small groups in the workplace.
The Triple Helix identified the interactions between and among agents (people, machines, events…) that emerge into new patterns, networks, and knowledge to advance an organization’s ability to be more innovative, adaptive, resilient, and agile when operating in complex environments.
“The Flow System shows how to generate and nurture self-organizing teams that mobilize the full talents of those doing the work to cope with dizzying change and complexity, while also drawing on the contributions of those for whom the work is being done—the customers.”—Steve Denning, author of The Age of Agile
“Organizations that pull off this triple helix trick of thinking about the complexity of their systems and the environment in which they’re operating, distributed leadership to engage the collective intelligence and creativity of the organization, and building teams of teams so the whole is greater than the sum of the parts, have a good chance of keeping up and staying ahead.”—Steve Spear, MIT Sloan School senior lecturer, author of The High-Velocity Edge
“The Flow System’s Triple Helix provides many of the tools and ways of thinking we will need to do that; it is agile without being doctrinaire about Agile.”— David Snowden, creator of the Cynefin Framework, Chief Scientific Officer of Cognitive Edge.
A correction to the “Acknowledgments” section on page 18 is in order. The original version stated that the Cynefin Framework was derived by Cynthia Kurtz and Dave Snowden. The origination of the Cynefin Framework did come from published refereed articles that predated the Kurtz and Snowden (2003) article titled “The new dynamics of strategy: Sense-making in a complex and complicated world.” One such example is in the article from Snowden (2002) titled “Complex acts of knowing: Paradox and descriptive self-awareness.” The references for these two articles are listed below to provide clarity on this issue.
Kurtz, C., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483. https://doi.org/10.1147/sj.423.0462
Snowden, D. (2002). Complex acts of knowing: Paradox and descriptive self-awareness. Journal of Knowledge Management, 6(2), 100-111. https://doi.org/10.1108/13673270210424639
Other content contributions by Milica Begovic, Elmi Bester, Chris Bolton, Mary E. Boone, Greg Brougham, Anne Caspari & Johann Entz-von Zerssen, Chris Corrigan, Jennifer Garvey-Berger, Carolyn Coughlin, Keith Johnston & Jim Wicks, Friso Gosliga, Riva Greenberg & Boudewijn Bertsch, Lou Hayes Jr., Steve Holt, Trent Hone, Harold Jarche, Iwan Jenkins, Alicia Juarrero, Gabriel Jurj, Liz Keogh, Marion Kiely & Ellie Snowden, Robert Koch, Steve McCrone & Ian Snape, Anne McMurray, Anna Panagiotou, Ann Pendleton-Jullian, Vivienne (Viv) Read, Kendra Rosencrans, Peter Stanbridge, John Turner & Nigel Thurlow, Jesko von den Steinen, Juanita Uribe & Andrés Jiménez, Simon Wardley, Gary Wong & Michael Cheveldave, and Jules Yim.
This supplemental guide includes six attributes for The Flow System, two attributes for Customer 1st principle, one attribute for the principle FLOW of value and the Triple Helix of Flow, seven attributes for the complexity thinking helix, 11 attributes for the distributed leadership helix, and 22 attributes for the team science helix.