preventing the 5 deadly diseases of management
DESCRIPTION
Back in 1984 Dr. W. Edwards Deming (best known for the "Plan - Do - Check - Act" cycle) foresaw the current economic crisis and its causes. He considered the "5 Deadly Diseases of Management" to be the root of the problem. In his virtual interview with Dr. Deming (who passed away in 1993), Mischa Ramseyer will take a closer look at these diseases - which are still prevalent today - and present some agile management recipes on how to prevent and cure these in today's world. The whole interview can be viewed on Youtube: http://www.youtube.com/watch?v=ehMAwIHGN0YTRANSCRIPT
Preventing the 5 Deadly Diseases of Management
Interview with W. Edwards Deming Agile Cure by Mischa Ramseyer
Presented @ GOTO Zürich, 10.04.2013
Agile Coach & Trainer Management Coach & Trainer
hJp://www.management30.com
Mischa Ramseyer @ramsyman
The Interview Mischa Ramseyer W. Edwards Deming (1900 – 1993)
Lack of Purpose
Short Term
Thinking
Annual RaSng of Perform.
Mobility of Mgmt
Mgmt by
numbers
Our Mission
Stop the Virus!
Good to know our Mission!
What now?
Build awareness!
I cannot fight, what I don‘t see!
OK, we are aware...
What now?
Lack of Purpose
Short Term
Thinking
Annual RaSng of Perform.
Mobility of Mgmt
Mgmt by numbers
But where?
What‘s the most important thing?
Lack of Purpose
Short Term
Thinking
Annual RaSng of Perform.
Mobility of Mgmt
Mgmt by
numbers
Define Purpose! Why are you here?
hJp://www.scoJwhitelaw.com/gallery/
Be inspiring
Organize the world’s information and make it universally accessible and useful.
To provide the best customer service
possible.
We’re always creating.
Define your Mission, or ...
10.04.13 From Vision to Backlog 18 hJp://www.liip.ch/staS
c/manife
sto/inde
x.html
... a Manifesto
Align Business to Purpuse
Do you mean strategy alignment?
If the strategy isn‘t the foundation, what is it then?
hJp://en.wikipedia.org/wiki/Zappos.com
Values: hJp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html Movement: hJp://www.deliveringhappiness.com
To provide the best customer service possible.
hJp://www.liip.ch/de/who/philosophy
The set of guiding values, principles and beliefs we call ...
hJp://enviableworkplace.com/company-‐culture/
Values & Principles • Who are we? • Lifetime
Mission • Why do we exist? • 10 – 20 years
Vision • What do we want? • 5 - 10 years
Strategy • How will we do it? • 1 - 5 years
Alignm
ent
© 2012 – 2013 pragmaSc soluSons gmbh
hJp://www.businessmodelgeneraSon.com/canvas hJp://www.slideshare.net/Alex.Osterwalder/a-‐business-‐model-‐for-‐solar-‐energy-‐sunedison-‐3319168
http://businessmodelsbeyondprofit.com
hJp://www.peerup.ch
Let peers rate!
hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf
hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf
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KUDOBOX
MANAGEMENT !." WORKOUT# $"%$ JURGEN APPELO
MANAGEMENT!".COM/KUDOBOX
hJp://w
ww.m
anagement30.com
/workout/kudo-‐box/
6
Rewards can work for your organization, and not against it, when you take the following six rules into account:
Don’t promise rewards in advance.Give rewards at unexpected moments, so that people don’t change their intentions and focus on the reward. When acknowled-gement of good work comes as a surprise, research says intrinsic motivation will not be undermined [Pink, Drive l:524].
Keep anticipated rewards small.Sometimes you cannot prevent people an-ticipating a potential reward. In such cases, according to research, big rewards are likely to decrease the performance of people. This might be because the stress of anticipation will interfere with people’s working memory [Fleming].
Reward continuously, not once.Do not look just once per month or once per year for something to celebrate. Every day can be a day to celebrate something. When people do useful work every day, every day is an opportunity for a reward [McCrimmon, “Celebrating Success”].
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Reward publicly, not privately.Everyone should understand what is rewar-ded and why. The goal of giving rewards is to acknowledge good work, and have people enjoy it too. To achieve this, a regular public reminder works better than an annual pri-vate one [Alberg, “Celebrate Success”].
Reward behavior, not outcome.Outcomes can often be achieved through shortcuts, while behavior is about decent work and e!ort. When you focus on good behavior, people learn how to behave. When you focus on desired outcomes, people may learn how to cheat [Fleming].
Reward peers, not subordinates.Rewards should not come just from the ma-nager. Find a way for people to reward each other, because peers often know better than managers which of their colleagues deserve a compliment [Tynan, “Reward Employees”].
These six rules for rewards give you the best chance at increasing people’s performance and enjoyment, while encouraging intrinsic motivation instead of destroying it. Notice that an incidental com-pliment addressed at a colleague in a meeting, for a job well done,
satisfies all six criteria. A well-aimed kiss, blown carefully across a conference table, can also do wonders, I’ve noticed ( just kidding!) It’s not that di"cult to implement rewards well.
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The Six Rules of Rewards
hJp://w
ww.m
anagement30.com
/workout/kudo-‐box/
Develop Leaders from the inside!
We need craftsman!
Shu tradiSonal wisdom, learning fundamentals appren)ce Ha detachment, breaking with tradiSon journeyman Ri transcendence, everything is natural master
craftsman development
hJp://en.wikipedia.org/wiki/Shuhari hJp://en.wikipedia.org/wiki/Master_cra_sman hJp://www.management30.com/workout/business-‐guilds/
OK, we understood that craftsmanship is important, but
where are the leaders?
True North Values Challenge Kaizen Go and See Teamwork Respect for Humanity
1. Commit to self-development Learn to live True North values through repeated learning cycles
2. Coach and Develop Others See & challenge true potential in others through self-development learning cycles
3. Support Daily Kaizen Build local capability throughout for daily management & kaizen
4. Create Vision and Align Goals Create True North vision & align goals vertically and horizontally
Optimize the Whole!
But how can we do this?
Ask the „Ultimate Question“
It‘s called the Net Promoter Score
hJp://en.wikipedia.org/wiki/Net_Promoter
Is customer satisfaction the only KPI that measures?
Take different perspectives into account!
It’s like a balanced scorecard, but 2-‐dimensional
perspe
ctive
dimension 1. Time 2. Tools 3. People 4. Value 5. FuncSonality 6. Quality 7. Process
1. Employ
ee
2. Te
am
3. O
rgan
ization
4. Customer
5. M
anag
er
6. Sup
plier
7. Com
mun
ity
hJp://www.management30.com
Install a Management Cockpit
Tipp: Create company-wide goals!
Lack of Purpose
Short Term
Thinking
Annual RaSng of Perform.
Mobility of Mgmt
Mgmt by
numbers
Define Purpose
Align business
to purpuse
Let peers rate
Develop leaders from Inside
OpSmize the
Whole Don‘t fall back!
I‘m interested in your stories as well!
Con$nuous'Innova$on'
Network'&'Empowerment'
Do'the'Right'Thing'
Do'the'Thing'Right'
Strategy'
Organisa$on'
Effec$veness'
Efficiency'
Culture'
Context'&'Constraints'
Delivery'Products''Services'
©'2012'I'2013'pragma$c'solu$ons'gmbh'
The'Pragma$c'Organisa$on'
The''Pragma$c'
Organisa$on'
is'deligh$ng'their'employees'thru'long'
$me'purpose'
is'deligh$ng'their'clients'thru'con$nuous'innova$on'
is'organized''as'a'network'of'
empowered'teams'delivering'value'
is'delivering'the'right'products'&'services'in'
the'right'quality'
©'2012'I'2013'pragma$c'solu$ons'gmbh'