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.
6. Management is about
human 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, 2008
Peter F. Drucker
8. 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
9. Complexity theory is […] about the
dynamics of change in a system.
Irene Sanders, “Business, Complexity, and ‘New Science’”
The Interaction of Complexity and Management
10. […] 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
11. 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.
12. 1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume dependence on context
4. Assume subjectivity and coevolution
5. Anticipate, adapt, explore
6. Develop models in collaboration
7. Shorten the feedback cycle
8. Steal and tweak
ComplexityThinking
17. 10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
18. 1. Put the motivator cards in order, from unimportant
to important
2. (You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
19. 3. Consider an important change in your work (for
example, becoming a moreAgile 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
20. Teams can self-organize, and this
requires
empowerment, authorization, an
d trust from management.
21
22. 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
23.
24. 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.
I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
And management is critical, in order for organizations to thrive.However, Drucker referred tomanagement, not managers.All organizations need management, but not only managers should learn how to do it.It’s like testing. We’re all responsible for testing. (And maybe we have testers who specialize in it.)
As Mike Cohn said, Scrum is micro-management by the team.Management is distributed across the environment. We are all involved.
Who can ignore Stephen Hawking?
Note how this resonates with “Responding to change over following a plan.”
Note how this resonates with “Individuals and interactions over processes and tools.”
Erwähnen, dasseshierdurchausauchWiderspruchgibt, da Menschen anderssindalsGehirnzellenoderBienenunddamiteineandere Art System erzeugen (auchweilsiesichdes Systems bewußtsind)
The final result, reviewed briefly on the following slides...
The exercise is described here:http://www.noop.nl/2011/09/moving-motivators-free-exercise.htmlTip: don’t give everyone a deck of cards. Give the cards only to pairs of two. Even if you have an “official” set of cards available to everyone, only give the other deck after the exercise. Because if you give everyone a deck of cards they will not be paying attention to their pairing partners, in my experience. Then they are all doing the exercise just for themselves.
The exercise is described here:http://www.noop.nl/2011/09/moving-motivators-free-exercise.html
So these are the four types of trust. A manager needs to work on all of them.
See book: page 127-129
The nice thing about this approach is that there is an urge to make things flow from left to right, just like a regular task board.
I’ve experienced that a team was picking on a team member, just like it can happen with children in a school yard.This is a bad result of self-organization.See book: page 181-182
There are different ways of achieving competence in an organization.(In these 7 slides I like to use the metaphor of traffic management.)Self-development is where it all starts. It is the most important: people wanting to develop themselves.I sometimes mention the quote of Isaac Asimov: “The only real form of education is self-education.”Sometimes I mention the quote of Peter Drucker: “We should stop pretending that businesses can develop people. People can only develop themselves.”See book: page 229-231
I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
Well-known advice in Agile development: hire T-shaped people.