scrum gathering 2012 shanghai_keynote: how to change the world(jurgen appelo)
TRANSCRIPT
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中文翻译:徐毅
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story
15年来我都无法在世上留下醒目的印记。 直到我开始写作为止……
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http://www.infoq.com/news/2012/04/agile-influential-people
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我经常被问到这样一些问题……
我是怎么办到的呢
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我怎样才能……
• “让”组织其他部分更敏捷?
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我怎样才能……
• “让”组织其他部分更敏捷?
• “激励”手下们去提高自己?
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我怎样才能……
• “让”组织其他部分更敏捷?
• “激励”手下们去提高自己?
• “说服”客户接受Scrum?
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我怎样才能……
• “让”组织其他部分更敏捷?
• “激励”手下们去提高自己?
• “说服”客户接受Scrum?
• 等等……
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我又是如何做到通过影响他人来得偿所愿呢
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http://www.versionone.com/state_of_agile_development_survey/11/
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看来我们得要学习……
如何改变一个社会性复杂系统
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我深受其影响……
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我发现社会性变革
有 大方面内容
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http://www.flickr.com/photos/miamism/3956659923/
Mojito鸡尾酒法
选用不起眼的现有优质原料糅合出让人眼前一亮的成品
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要考虑 系统
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要考虑 个体
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要考虑 交互
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要考虑 环境
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与系统共舞
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• 你的目标是什么? • 哪些方面表现不错?
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明确愿景,分析表现良好的部分,并模仿其行为
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• 决定性步骤有哪些? • 何时何地开始行动?
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明确简单的步骤以便实施,并选择恰当的实际和地点开始执行。
http://www.flickr.com/photos/cs-jay/4668311333/
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• 如何获得反馈? • 如何度量成果?
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反馈之门
反馈... 便事贴 度量... 快乐指数
http://www.noop.nl/2011/04/the-feedback-door.html
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• 如何增进成效?
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不断尝试,一直到做对为止。 (并且从他人的失败中学习)
http://www.huffingtonpost.com/2010/04/15/history-tablet-pc-photos_n_538806.html
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社会性系统是复杂和适应性的。坚持用各种想法对其进行试探,看看它是如何响应和改变的。
系统
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我们无法控制系统,也无法想明白它。但我们可以与之共舞。 - Donella H. Meadows, Thinking in Systems
http://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557/
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你想让组织更敏捷些? • 你的目标是? • 哪些方面表现还不错? • 决定性步骤有哪些? • 何时何地开始行动? • 如何获得反馈? • 如何度量成果? • 如何增进成效?
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关照人员
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个体
http://www.change-management.com/
ADKAR模型 - Hiatt
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• 如何进行沟通? • 如何树立榜样?
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选择沟通的方式……
http://www.flickr.com/photos/ajnabee/18211729/
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• 如何产生紧迫感? • 如何产生诉求?
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10大内在诉求
Curiosity 思考的需要
Honor 忠于群体
Acceptance 被接受的需要
Mastery / Competence 觉得自己有能力的需要
Power 意志影响力的需要
Freedom / Independence / Autonomy 成为独立个体
Relatedness / Social Contact 对朋友的需要
Order 稳定的环境
Goal / Idealism / Purpose 对目的的需求
Status 对社会地位的需要
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• 谁来教? • 怎么教?
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• 要怎样变容易? • 该怎么练习?
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把事情变得轻而易举,就能产生变化。
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• 有无短期胜利成果? • 如何延续?
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http://www.engadget.com/2008/04/11/nike-going-wifi-and-3g-headed-to-iphone/
从小胜利开始培养习惯,行为方可延续。
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理性的说辞并不足够。把人们当成有感情的生命对待,及时提供帮助。
个体
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想让开发人员进行自我教育? • 如何进行沟通? • 如何树立榜样? • 如何产生紧迫感? • 如何产生诉求? • 谁来教? • 怎么教? • 要怎样变容易? • 该怎么练习? • 有无短期胜利成果? • 如何延续?
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促成 网络
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交互
http://en.wikipedia.org/wiki/Diffusion_of_innovations
创新采用曲线 - 罗杰斯
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• 你是否已经承诺? • 有谁从旁协助?
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http://www.whitehouse.gov/photos-and-video/photogallery/august-2011-photo-day
千万别孤军奋战。 寻求其他人的帮助。
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• 谁是创新者?
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http://www.iphone-ipod.org/
找到那些愿意第一个尝试新事物的创新者。
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• 谁是早期采用者? • 领导者如何帮忙?
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• 怎样接触到早期采用人群? • 如何制造感染性?
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http://www.flickr.com/photos/runkalicious/5067038840/
自行摸索出有效的方式,从而跨越早期采用者和早期采用人群之间的“鸿沟”
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• 如何应对怀疑论者?
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倾听怀疑论者的声音, 摸清楚是什么在拖他们后腿。
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• 如何避免旧病复发?
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别那么快就停下!持续观察局势, 不给迟缓者任何破坏现有成果的机会。
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交互
在社交网络中,人们互相学习彼此的行为。把这看做是有益的病毒性传播。
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想让人们都使用你的服务? • 你是否已经承诺? • 有谁从旁协助? • 谁是创新者? • 谁是早期采用者? • 领导者如何帮忙? • 怎样接触到早期采用人群? • 如何制造感染性? • 如何应对怀疑论者? • 如何避免旧病复发?
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改变 环境
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环境
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
Five I’s
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• 如何传播信息? • 怎样让交流更简便?
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• 群体认可度如何? • 如何提高同侪压力?
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http://www.wldcup.com/news/2008/06/20080620_49206_soccer_news.html
找寻具有更高认可度的特征,人们才愿意与之关联起来。
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常用战术:他们 vs我们
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• 可以对良好行为予以奖赏么?
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http://dolphinswimming.dolphindiscovery.com/index.php/tag/abc-animal-training/
对良好的行为予以小小的奖励。
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• 有哪些障碍需要移除? • 需要施以怎样的引导?
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http://www.azdot.gov/ccpartnerships/roundabouts/history.asp
移除障碍、施以引导有助于简化事务。
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• 谁可以建立规则?
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制定并强化良好的行为准则...
http://www.flickr.com/photos/wordridden/53998367/
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人和人所处的环境都会影响到他们的行为。与其改变人,不如改变环境。
环境
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要想改变文化,就得先转变人们的行为,还得等到新的行为方式产生群体效应之后才行。 - John P. Kotter, Leading Change
http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/
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想让朋友们参加会议? • 如何传播信息? • 怎样让交流更简便? • 群体认可度如何? • 如何提高同侪压力? • 可以对良好行为予以奖赏么? • 有哪些障碍需要移除? • 需要施以怎样的引导? • 谁可以建立规则?
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变革管理3.0
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http://www.management30.com/how-to-change-the-world/
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Shanghai, October
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@jurgenappelo (twitter)
slideshare.net/jurgenappelo
jurgenappelo.com (site)
noop.nl (blog)
management30.com (book)