management 3.0 primer in 45 minutes
DESCRIPTION
An introduction to Managment 3.0 - the books,the training courses, the exercises, the games... A 45 minute presentation to help get a basic understanding what Management 3.0 is all about.TRANSCRIPT
About me...Christof BraunAgile EnthusiastCoach, Consultant, Trainer, Speakerwww.manageagile.com
Version One: Annual State of Agile 2013
Version One: Annual State of Agile 2013
Culture eats agile for
breakfast
Version One: Annual State of Agile 2013
Management is abouthuman beings. Its task is to
make people capable of joint performance […].
This is what organization is all about, and it is the reason
that management is the critical, determining factor.
Management: Revised Edition, 2008Peter F. Drucker
Management is too important to be left to
the managers.
Jurgen Appelo
I think the next century will be the century of
complexity.
Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predicts.”San Jose Mercury News, January 23, 2000
Stephen Hawking
http://www.flickr.com/photos/77519207@N02/6801411136/ 2012 Elhombredenegro, Creative Commons 3.0
Complexity theory is […] about the dynamics of
change in a system.
Irene Sanders, “Business, Complexity, and ‘New Science’”The Interaction of Complexity and Management
[…] a new theory of business that places people and
relationships into dramatic relief.
Roger Lewin, Birute Regine, “Complexity in Human Terms”The Interaction of Complexity and Management
A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment.
1. Address complexity with complexity2. Use a diversity of perspectives3. Assume dependence on context4. Assume subjectivity and coevolution5. Anticipate, adapt, explore6. Develop models in collaboration7. Shorten the feedback cycle8. Steal and tweak
Complexity Thinking
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People are the most important parts of an
organization and managers must do all they can to keep people active, creative, and
motivated.
Extrinsic MotivationDesire to achieve goal GReward result RAssuming R leads to G
Problems with non-linear effects
Intrinsic MotivationDesire to achieve goal GWhere G is its own reward
No non-linear effects
10 Intrinsic DesiresCuriosity The need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePowerThe need for influence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing
1. Put the motivator cards in order, from unimportantto important
2. (You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
3. Consider an important change in your work (for example, becoming a more Agile organization)
4. Move cards up when the change is positive for that motivator; move them down when the change is negative
Exercise: Moving Motivators
positive change
negative change
Teams can self-organize, and this requires empowerment,
authorization, and trust from management.
21
The four types of trust
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Delegation
Self-organization can lead to anything, and
it’s therefore necessary to protect people and shared resources…
…and to give people a clear purpose and
defined goals.
Protect peopleagainst bad team
formation
Protect People
Protect good teamsagainst non-team
players
Protect People
Budgets
Office space
System admins
Energy
Environment
Food
Protect Shared Resources
Exercise: Goal Setting Criteria
Teams cannot achieve their goals if team members
aren’t capable enough, and
managers must therefore
contribute to the development of
competence.
Self-developmentPeople must learn...
urgence vs. importancetime managementfinding intrinsic motivation
Slack Time
• Aim for 80% utilization of people• Use the remainder (20%) for slack• Use slack for experiments and
emergencies
Celebrate!
• “What did we learn?”• “What did we do well?”• (reinforce learning & good
practices)
Version One: Annual State of Agile 2013
Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
The workplace is a network
<- preferred
Cross-functional teams
Have Generalizing Specialists
T
Business Guilds
• Let people organize around certain topics
• Such as specific technologies or disciplines
• Have them form virtual communities
People, teams, and organizations need
to improve continuously to
defer failure for as long as possible.
Learning Objective
How to change a social complex system
Consider the system
42
Consider the individuals
43
Consider the interactions
44
Consider the environment
45
Change Management 3.0
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Der nächster KursTermin: 12. und 13. MaiOrt: WiesbadenVeranstalter: CSC AcademyTrainer: Christof Braun