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
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About me...Christof BraunAgile EnthusiastCoach, Consultant, Trainer, Speakerwww.manageagile.com
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Version One: Annual State of Agile 2013
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Version One: Annual State of Agile 2013
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Culture eats agile for
breakfast
Version One: Annual State of Agile 2013
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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
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Management is too important to be left to
the managers.
Jurgen Appelo
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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
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Complexity theory is […] about the dynamics of
change in a system.
Irene Sanders, “Business, Complexity, and ‘New Science’”The Interaction of Complexity and Management
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[…] 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
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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.
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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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Man
agem
ent 3
.0
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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.
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Extrinsic MotivationDesire to achieve goal GReward result RAssuming R leads to G
Problems with non-linear effects
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Intrinsic MotivationDesire to achieve goal GWhere G is its own reward
No non-linear effects
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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
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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
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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
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Teams can self-organize, and this requires empowerment,
authorization, and trust from management.
21
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The four types of trust
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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
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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.
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Protect peopleagainst bad team
formation
Protect People
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Protect good teamsagainst non-team
players
Protect People
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Budgets
Office space
System admins
Energy
Environment
Food
Protect Shared Resources
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Exercise: Goal Setting Criteria
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Teams cannot achieve their goals if team members
aren’t capable enough, and
managers must therefore
contribute to the development of
competence.
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Self-developmentPeople must learn...
urgence vs. importancetime managementfinding intrinsic motivation
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Slack Time
• Aim for 80% utilization of people• Use the remainder (20%) for slack• Use slack for experiments and
emergencies
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Celebrate!
• “What did we learn?”• “What did we do well?”• (reinforce learning & good
practices)
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Version One: Annual State of Agile 2013
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Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
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The workplace is a network
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<- preferred
Cross-functional teams
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Have Generalizing Specialists
T
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Business Guilds
• Let people organize around certain topics
• Such as specific technologies or disciplines
• Have them form virtual communities
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People, teams, and organizations need
to improve continuously to
defer failure for as long as possible.
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Learning Objective
How to change a social complex system
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Consider the system
42
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Consider the individuals
43
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Consider the interactions
44
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Consider the environment
45
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Change Management 3.0
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Man
agem
ent 3
.0
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Der nächster KursTermin: 12. und 13. MaiOrt: WiesbadenVeranstalter: CSC AcademyTrainer: Christof Braun