Back Pocket Solution

The Keppian Back Pocket Solution model is an approach to implementing organizational changes with minimal disruption by waiting for solutions to be pulled (demanded) rather than pushed (imposed). This model combines principles from queuing theory, psychology, and change management to create a more effective and less resistant path to improvement.

This offers a patient, team-centric approach to organizational change. By preparing solutions but waiting for the right moment to offer them, people can reduce resistance, increase buy-in, and ultimately achieve more sustainable improvements. This model requires discipline, preparation, and a genuine commitment to empowering teams, but the rewards in terms of effectiveness and team satisfaction can be substantial.

Defining Problems

It's crucial to recognize that solutions are only relevant when there is a genuine problem. Variances from commonly recognized 'best practices' do not necessarily constitute problems. Each organization and team is unique, and what works well in one context may not be optimal in another. Before considering any solution, it's essential to clearly identify and validate that a real problem exists, rather than simply noting a deviation from external standards.

Scope and Urgency

While this model emphasizes patience and waiting for the right moment, it's important to acknowledge that some problems may be catastrophic or urgent enough to require immediate action. Such situations fall outside the scope of this model. People must use their judgment to discern between issues that can benefit from this patient approach and those that demand swift intervention.

Core Principles

Pull over Push: Solutions are offered when requested, not imposed.
Intrinsic Motivation: Leverage the team's internal drive for improvement.
Transparency: Ensure clear understanding of problems and their impacts.
Preparedness: Have a repertoire of potential solutions ready.
Experimentation: Encourage trying solutions and learning from outcomes.

Questions to consider...

Problem Identification

What metrics indicate a problem exists?
How can we differentiate between symptoms and root causes?
What tools can we use to make problems more visible?

Increasing Transparency

How can we make complex processes more understandable to all team members?
What information should be shared, and at what frequency?
How can we ensure that transparency doesn't lead to blame or finger-pointing?

Preparing Solutions

What resources can we draw upon to build our "back pocket" solution library?
How can we ensure our prepared solutions stay relevant and up-to-date?
How can we categorize solutions to make them easily accessible when needed?

Recognizing the Pull

What verbal or non-verbal cues indicate a team is ready for change?
How can we differentiate between momentary frustration and genuine readiness for change?
What questions can we ask to confirm that a team is pulling for a solution?

Offering Solutions

How can we present options without seeming to favor one over others?
What level of detail should we provide about each potential solution?
How can we empower the team to modify or combine suggested solutions?

Experimenting and Adapting

What constitutes a fair trial period for a new solution?
How can we set up experiments to yield clear, actionable results?
What processes should be in place for quickly reverting changes if needed?