Self-organization

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Mattias Tronje

Continuous Delivery ChangemakerMarketing / Sales / Delivery

• Agile and Lean coach• Trainer• Drive Continuous Delivery value

proposal at DEK Technologies

+46 76 0088114

mattias.tronje@dektech.com.au

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What is self-organization?

Exercise

• Stay in silence!

• Order yourselves in age order

• Reflections?

What are the benefits of self-organization?

Exercise: Discuss in groups for 30 min

• What is self-organization? Think out of the box…

– What categorizes self-organization?

– Why do we strive towards it in agile teams?

– Are there different benefits?

– Who benefits from it?

– What’s the value for different roles?

– More…!?

• Present findings. Max 10 min / group.

Context of self-organization

Value stream

Need

Value added

time

Flow efficiency = value added

time

÷

time period

Value

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Context of self-organization

• Value stream – flow of value– waste reduction

• Respect people – empowerment

• Support agility and empirical process –embrace change

• Continuous Improvements – learning and adapting

Reaching for the potential of the individual within the group

Motivationhttp://youtu.be/u6XAPnuFjJc

Motivation

• Exercise: 30 min discussion in groups

– What motivates you? Why?

– What demotivates you? Why?

– What do you want in interaction with others? Why?

– What do you don’t want in interaction with others? Why?

• Present findings

Forming Storming Norming Performing

Working in teams

Tuckman's stages of group development

Working in teams

• Forming– Individual's behavior is driven by a desire to be accepted

by the others– Avoid controversy or conflict– Serious issues and feelings are avoided– Focus on being busy with routines– Comfortable to be in, but the avoidance of conflict and

threat means that not much actually gets done!!– Important because members of team get to know one

another– Good opportunity to see how each member of the team

works as an individual and how they respond to pressure.

Working in teams

• Storming– Different ideas compete for consideration– Addresses issues such as what problems they are really supposed to solve– How they will function independently and together and what leadership

model they will accept– Open up to each other and confront each other's ideas and perspectives– Necessary to the growth of the team– Can be unpleasant and painful to members of the team who are averse to

conflict– Some teams will never develop past this stage.– Tolerance of each team member and their differences should be emphasized.

Without it = fail.– Team members should resolve their differences and members will be able to

participate with one another more comfortably. – The idea is that they will not feel that they are being judged, and will therefore

share their opinions and arguments.

Working in teams

• Norming

– The team manages to have one goal and come to a mutual plan

– Some may have to give up their own ideas and agree with

– All team members take the responsibility and have the ambition to work for the success of the team's goals

Working in teams

• Performing– Some teams to reach the performing stage– Able to function as a unit– Find ways to get the job done smoothly – No inappropriate conflict or the need for external

supervision– Motivated and knowledgeable– Competent, autonomous and able to handle the

decision-making process without supervision– Team leading are almost always participative– Make most of the necessary decisions

Working in teams -dysfunctions

Inattentionto results

Avoidance ofaccountability

Lack of commitment

Fear of conflict

Absence of trust

Working in teams -evolving

• Interference of a leader content with level of performance will prevent a team progressing

• Too many “diplomats” or “peacemakers” especially in a leadership role may prevent the team from reaching their full potential

• Balance support, facilitation, giving direction with self-organization

Working in teams -high-performance

A group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently

show high levels of collaboration and innovation, that produce superior results.

Within the high-performance team, people are highly skilled and are able to interchange their roles. Also, leadership within the team is not vested in a single individual. Instead the leadership role is taken up by various team

members, according to the need at that moment in time. High-performance teams have robust methods of resolving conflict efficiently, so that conflict does not become a roadblock to achieving the team's goals. There is a sense

of clear focus and intense energy within a high-performance team. Collectively, the team has its own consciousness, indicating shared norms and

values within the team. The team feels a strong sense of accountability for achieving their goals. Team members display high levels of mutual trust

towards each other.

http://en.wikipedia.org/wiki/High-performance_teams

Building high-performance teams

The Progress Principlehttp://www.youtube.com/watch?

v=XD6N8bsjOEE

Building high-performance teams

• Exercise: 60 min discussion in groups – What Lean and Agile values, principles, practices and tools

are there to help us building self-organized teams? Discuss and conclude.

– How can we, as leaders, lead teams into self-organization and high-performance?

– How can we see-through that we reach the potential of the individual within the group?

– How would you lead a self-organized high performance team? Exemplify values, principles, practices and tools.

• Present findings