creating great teams using management 3.0
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3.0ManagementManoel Pimentel
Agile Coach Elabor8
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manoelp
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3.0
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2002
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ESL
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WTH
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Starting
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What is Management?
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The English verb to manage was originally derived from the Italian
maneggiare .
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maneggiaremeaning to handle and train horses.- Kurtz and Snowden, Bramble Bushes in a Thicket
http://www.researchgate.net/publication/237133296_Bramble_Bushes_in_a_Thicket_Narrative_and_the_intangibles_of_learning_networks
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What does being a manager
mean?
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From a team perspective.
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The Dementor
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The Barney
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The Gamer
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micromanagement
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3.0
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3.0? ?
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Management 1.0
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Like a machine
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The structure:
Hierarchical Mechanical
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Main Thinking:
CentralisedSpecialisedPredictable
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Behaviours:
Command and control
Separation of thinkers and doers
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Doers
Thinkers
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Doers
Thinkers
We decideWe predict
We commandand control
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Management 2.0
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Hey Houston?
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Structure:
Hierarchical Mechanical
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Behaviours:
Command and control
Separation of thinkers and doers
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Main Thinking:
CentralisedSpecialisedPredictableFocused on local optimisation
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Doers
Thinkers
Add-ons+TQM+6Sigma+Balanced Scorecard+5s
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The most common solution
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silosconsolidation of
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Add-ons+TQM+6Sigma+Balanced Scorecard+5s
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Add-ons+TQM+6Sigma+Balanced Scorecard+5s
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Another example of Management 2.0 practice
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How do weMOTIVATE
workers in the 2.0 approach?
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Bonus \o/
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www.flickr.com/photos/davegray/6416285269
reward and punishment
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CARROTS AND STICKS: The Seven Deadly Flaws
They can extinguish intrinsic motivation.
They can diminish performance. They can crush creativity. They can crowd out good behaviour. They can encourage cheating,
shortcuts, and unethical behaviour. They can become addictive. They can foster short-term thinking.
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Management 3.0
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As a organism
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Main Thinking:
Complexity
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No matter how well planned or how deeply understood the
method is, we will not avoid some unexpected behaviour or
undetermined outcome
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SURPRISE!
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Complex Adaptive System
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An organisation is a complex adaptive system (CAS), because it consists of
parts (people) that form a system(organisation), which shows complex behaviour while it keeps adapting to a
changing environment.
Jurgen Appelo
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Similar to:
Brains, bacteria, immune systems, the Internet, countries, gardens, cities, beehives
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Structure:
NetworksOrganisms
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Behaviour:
Decentralisation of the intelligence of decision-making
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What does amanager 3.0
do?
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What does amanager 3.0
do?
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Works as aGardener
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a gardener does not act directlyon the plant
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a gardener acts on the environment
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then
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a manageracts on the environment
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micromanagement
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Manage the System, not the People
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HOW?
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Have you met
Martie?
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Hi, Im Martie.
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Why a monster?
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Who is themonster?
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CASComplexAdaptiveSystem
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Energize People
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Empower Teams
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Align Constraints
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Develop Competence
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Grow Structure
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Improve Everything
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tools
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Energize People
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Moving Motivators
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MOTIVATION
Intrinsic Extrinsic
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MOTIVATION
Intrinsic Extrinsic
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MOTIVATION
IntrinsicValues
ExtrinsicEnvironment
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# Goals # Organisational structures# Roles# Process / Tools # Facilities# Money# Other constraints
ExtrinsicEnvironment
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# Autonomy # Mastery # Purpose
IntrinsicValues
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Each person has a different set of values
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You, as a manager, cannot change thevalues of others
IntrinsicValues
ExtrinsicEnvironment
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But, as a manager, you can change this!
IntrinsicValues
ExtrinsicEnvironment
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You, as a manager, can learn from thevalues of others
IntrinsicValues
Extrinsicenvironment
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connectionIntrinsic
ValuesExtrinsicEnvironment
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Moving Motivators
It is a way to learnfrom the values ofothers
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awareness
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More important Less important
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More connected = J
Less connected = L
How
con
nect
ed a
re y
ou
wit
h th
e en
viro
nmen
t
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C H A M P F R O G S
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Curiosity Honor Acceptance Mastery Power
Freedom Relatedness Order StatusGoal
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Take 10 minutes in your group to create a definition for each value
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Curiosity Honour Acceptance Mastery Power
Freedom Relatedness Order StatusGoal
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bit.ly/motivators-brisbane
Virtual Moving Motivators (5 min)
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Attractorsand
Detractors
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Curiosity+Attractors
(ImfeelingmoreenergisedwhenIhave:)+Detractors
(ImfeelinglessenergisedwhenIhave)
Spacetorunexperiments
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+Attractors(ImfeelingmoreenergisedwhenIhave:)
+Detractors(ImfeelinglessenergisedwhenIhave)
Spacetorunexperiments
Environment characteristics
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Take 5 minutes in your group to share a few examples of attractors and detractors for any value
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Empower Teams
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Doers
Thinkers
The Intelligence of Decision
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Whats the problem?
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bottleneck effect
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Central control of a complex system doesnt work, because the central node of a network cannot possibly contain all information
that is needed to make good decisions everywhere.
Jurgen Appelo
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Each worker has only an incomplete mental model of all the work
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the same goes for the manager!
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That is why its best to distribute control among everyone.
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Distributed Control == Empowerment
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Empowered people improve system effectiveness and survival.
Empowered organizations are more resilient and agile.
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self-organisation
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but
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Align Constraints
Thats the reason why we need to
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The Seven Levels of Delegation
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Delegation is not a binary thing. The art of management is in
finding the right balance.
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1. TellYou make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
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2. SellYou make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
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3. ConsultYou ask for input first, which you take into consideration before making a decision that respects peoples opinions.
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4. AgreeYou enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
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5. AdviseYou will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
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6. InquireYou first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
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7. DelegateYou leave the decision to them and you dont even want to know about details that would just clutter your brain.
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Virtual Delegation Board (5 minutes)
bit.ly/board-brisbane
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Debrief
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?SharingControl
Taking Control
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= Better Teams = Better Organisations
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Thanks :-)Manoel Pimentel
Agile [email protected]
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About complexity.extra:
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law of the excluded third
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law of the excluded third
True
False
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True
False
paradigm of simplification
law of the excluded third
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True
False
paradigm of simplification
law of the excluded thirdCause == Effect
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paradigm of complexity
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paradigm of complexity
law of the included third
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paradigm of complexity
law of the included third
True
False
Maybe
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paradigm of complexity
law of the included third
True
False
Maybe
Cause == ??????== Effect
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organisation
True
False
Maybe
Order Disorder
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paradigm of complexity
law of the excluded third
Cause == Effect
paradigm of simplification
law of the included thirdCause == ??????== Effect
1.0 3.0
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Thanks again JManoel Pimentel
Agile [email protected]