I said at the end of October last year that I intended to write a short booklet, Making a Smashing Success of a Tiny Triumph. I reckon I’ll be finished within the next two weeks. It has ten chapters, each with the same format:
- Five things to think about
- Three things to do
- One hot topic
What’s a Tiny Triumph?
Tiny Triumphs are small, step-by-step experiments that help you to experience new ways of working and learning, building on process innovation approaches to getting things done at work – for example, think quality, lean and agile.
By the way, ‘triumph’ does not mean guaranteed success. The triumph is that someone has a go at doing something in the first place.
Process innovation approaches to organising work are based on:
- Creating value for customers
- Continuous search for doing the right thing, and doing it better
- Collaborative problem-solving
- Learning sewn into everything a business does
The booklet is for anyone brave and determined enough to change some aspect of their work, ideally something that they care about – learning and developing new skills from the experience.
The starting point is a business challenge / problem. What’s the thing they believe can be done better or differently? Maybe its something new that’s never been tried before.
Start with why, explore what’s possible, choose something to do, draw up a plan of action, line up allies, make sure everyone’s got what they need – off we jolly well go. Assess what’s happening, adjust as needed – then on to the next thing.
Simple, eh? Not in practice. As you know.
Chapter One Learning’s Changing
Chapter One summarises the shift from ‘chalk and talk’, expert-led instruction to a focus on people learning together and from each other, in the flow of day-to-day activities.
Chapter Two It’s All About People
Chapter Two introduces the framework that underpins Tiny Triumph experiments. It shows how people create value (and how business processes emerge) from what they do together, through their relationships and interactions.
Chapter Three Organising for Customer Value
Chapter Three explains how customer-focused businesses put learning, collaborative problem-solving, and innovation as everyone’s business at the core of effective performance support.
Chapter Four Work’s Changing
Chapter Four explores trends that are changing work, and invites you to think about what that means for your organisation.
Chapter Five Scoping a Tiny Triumph
Chapter Five suggests possible options for Tiny Triumphs from the themes covered in the previous chapters, plus issues involved in prioritising and scoping a small project.
Chapter Six What Do You Need?
Chapter Six looks at what you will need to succeed, including tools, resources, and social support – for you and and all who will be involved in the project.
Chapter Seven Getting Started
Chapter Seven is about making sure that the people who need to be involved are informed, that supporters are briefed, and that all systems are in place so that, as far as possible, there are no surprises.
Chapter Eight Keeping Going
Chapter Eight summarises how to hold nimble project check-ins, gives tips on how to gain quick wins, and how to overcome resistance.
Chapter Nine What Did You Learn?
Chapter Nine is about reviewing what you think happened, what you learned, and who and what helped, and what you’d do differently next time.
Chapter Ten What Next?
Chapter Ten looks at next steps, introducing a Skills Roadmap for people to track their progress as they carry on improving and practicing skills through further small projects.