10. Sadly, employee wellbeing level at work is
low in Japan
参考:
2016年度Edenred-Ipsos Barometer調査の結果
https://www.edenred.jp/about-barclay-vouchers/press-release.aspx
プレスリリース2016年5月27日
56%44%
日本における職場でのウェルビーイング(満足度)
13. Sadly, employee engagement levels is
low in Japan
参考:
Gallup,
“Worldwide,
13%
of
Employees
Are
Engaged
at
Work”
hOp://bit.ly/1PBuaDn
Actively
Engaged
Actively
Disengaged
24%7% 69%
Not
Engaged
日本における職場でのエンゲージメント
17. It was engineers who
developed scientific
management, the
command-and-control
style of leadership that
was quite successful in the
20th century.
18. Engineers
developed
most
management
frameworks
with
upfront
design,
top-‐
down
planning
and
command-‐and-‐control
structures
and
processes.
§ 集権
§ ヒエラルキー
§ マイクロ・マネジメント
19. Frameworks
work
well
with
predictable,
repeatable
tasks
(by
machines).
They
don’t
work
with
crea7vity,
innova7on
and
problem-‐solving
(by
humans).
20. Command-‐oriented,
low-‐freedom
management
is
common
because
it’s
profitable,
it
requires
less
effort,
and
most
managers
are
terrified
of
the
alterna<ve.
-‐
Laszlo
Bock,
Work
Rules!
28. Some
people
think
of
an
organiza;on
as
a
community
or
a
city.
You
can
do
what
you
want,
as
long
as
you
allow
the
community
to
benefit
from
your
work.
We
call
that
Management
3.0.
組織は都市のようなもの
29. In
a
community
or
city,
everyone
is
(partly)
responsible
for
contribu;ng
to
its
success
and
a
few
are
responsible
for
the
whole.
マネジメントの責任が分散される
30. Management
is
about
human
beings.
Its
task
is
to
make
people
capable
of
joint
performance
[…].
Management
is
the
cri;cal,
determining
factor.
マネジメントは人に関すること。�
マネジメントの権限は強力はパフォーマンス […]。 �
そいうわけマネジメントは人の要素です。
-‐
Peter
Drucker,
Management
Rev.
Edi<on
31. Management of the work is
a crucial activity, but this
could be done with or
without dedicated
managers. In fact, a
business can do a lot of
management with almost
no managers!
33. 9700 Nurses in
850 independent Teams of 12
people maximum, responsible
for:
§ Clients
§ Nurses
§ Planning
§ Financing
§ Basically everything
Buurtzorg
Community Health Care
35. Management 3.0 is not yet
another framework.
It is a mindset, combined with
an ever-changing collection of
games, tools, and practices to
help any worker to manage the
organization. It is a way of
looking at work systems.
Management 3.0は
フレーム・ワークではなく、
システムの見方
40. Brains,
bacteria,
immune
systems,
the
Internet,
countries,
gardens,
ci;es,
beehives…
They
are
all
complex
adap7ve
systems.
41. An
organiza;on
is
a
complex
adap7ve
system
(CAS),
because
it
consists
of
parts
(people)
that
form
a
system
(organiza;on),
which
shows
complex
behavior
while
it
keeps
adap7ng
to
a
changing
environment.
42. I
think
the
next
century
will
be
the
century
of
complexity.
–
Stephen
Hawking,
San
Jose
Mercury
News,
23
January
2000
45. 1. Address
complexity
with
complexity
2. Use
a
diversity
of
perspec;ves
3. Assume
subjec;vity
and
coevolu;on
4. Steal
and
tweak
5. Expect
dependence
on
context
6. An;cipate,
explore,
adapt
7. Shorten
the
feedback
cycle
8. Keep
your
op;ons
open
Our
Complexity
Thinking
Guidelines
46. The
Management
3.0
model
1. Energize
People
2. Empower
Teams
3. Align
Constraints
4. Develop
Competence
5. Grow
Structure
6. Improve
Everything
47. Empower Teams: Teams can
self-organize, and this
requires empowerment,
authorization, and trust from
management.
2
委任とエンパワメント
48. The
bond
between
a
boss
and
the
subordinate
oLen
makes
for
an
unhealthy
parent-‐child
rela<onship.
-‐
Frédéric
Laloux,
Reinven<ng
Organiza<ons
49. Giving
and
Taking
Control
Quite
ojen,
when
managers
delegate
work
to
people
or
teams,
they
don’t
give
them
clear
boundaries
of
control.
50. A
manager
should
make
it
perfectly
clear
what
the
person’s
or
team’s
level
of
control
is
in
a
certain
area.
51. Delega;on
is
not
a
binary
thing.
There
are
more
op;ons
than
being
a
dictator
or
an
anarchist.
The
art
of
management
is
in
finding
the
right
balance.
54. Align Constraints:
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.
3
価値観と文化の共有
55. How
do
we
grow
a
great
organiza7onal
culture?
How
do
we
create
a
work
environment
people
will
be
proud
of?
58. OK, how do we define values
and give people a purpose,
and get better behaviors and
results?
59. Well,
not
by
planning
the
culture
You
don’t
create
a
culture.
It
happens.
This
is
why
new
companies
don’t
have
a
culture.
Culture
is
the
by-‐product
of
consistent
behavior.
-‐
Jason
Fried,
ReWork
60. The
trick
is
to
invite
and/or
discourage
certain
behaviors.
You
cannot
change
an
organiza;on's
culture.
What
you
can
change
is
the
guideposts,
transparency,
and
boundaries.
61. Handbooks
/
Culture
Books
In
some
companies,
employees
document
espoused
values
and
culture
with
a
book
or
video.
Values
Values
65. Develop Competence:
Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore
contribute to the
development of
competence.
4
学ぶ、能力を養う
66. What
makes
teams
competent?
Team
communi-‐
ca7on
Team
competence
structure
Crea7ve
tension
Individual
competence
Helping
each
other
67. What
levels
of
competence
are
required?
Appren;ce
Journeyman
Master
71. 1. Lead
by
example
2. Encourage
and
enable
self-‐study
3. Training
and
cer;fica;on
4. Coaching
5. Learning
from
failure
/
experiments
Individual
competence
development
72. Grow
Structure:
Many
teams
operate
within
the
context
of
a
complex
organiza;on,
and
thus
it
is
important
to
consider
structures
that
enhance
communica;on.
5
スケールアップ
73. What
is
the
best
organiza7onal
structure?
How
do
we
scale
the
business
in
an
agile
way?
74. Conway’s
Law
Organiza<ons
which
design
systems
are
constrained
to
produce
designs
which
are
copies
of
the
communica<on
structures
of
these
organiza<ons.
–
Melvin
Conway
79. How
do
we
op7mize
learning?
Should
we
celebrate
failure?
I
suggested
that
maybe
we
should
have
a
big
bell
in
the
office,
so
that
we
could
ring
it
whenever
there
was
something
to
celebrate.
source:
#Workout,
“Yay!
Ques;ons
&
Celebra;on
Grids”
hOp://m30.me/workout
80. Create
a
safe-‐to-‐fail
environment.
The
three
essen<al
steps
are:
to
try
new
things,
in
the
expecta<on
that
some
will
fail;
to
make
failure
survivable,
because
it
will
be
common;
and
to
make
sure
that
you
know
when
you’ve
failed.
-‐
Tim
Harford,
Adapt
81. Don’t
change
things;
run
experiments.
Label
your
next
new
idea
an
experiment,
and
let
everyone
know
that
you
are
just
tes<ng
it
out.
-‐
David
&
Tom
Kelley,
Crea<ve
Confidence
82. Run
more
experiments,
faster,
and
cheaper.
What
you
want
to
do
as
a
company
is
maximize
the
number
of
experiments
you
can
do
per
unit
of
<me.
-‐
Jeff
Bezos,
Harvard
Business
Review
83. § Which
behaviors
were
a
success?
(mistakes,
experiments,
prac;ces)
§ Which
behaviors
were
a
failure?
(mistakes,
experiments,
prac;ces)
§ Which
experiments
could
we
try
next
;me?
Celebra7on
Grids
A
visual
exercise,
useful
to
compare
behaviour
with
outcome.
84.
85. Energize
People:
People
are
the
most
important
parts
of
an
organiza;on
and
managers
must
do
all
they
can
to
keep
people
ac;ve,
crea;ve,
and
mo;vated.
1
エンゲージメント
86. How
do
we
mo7vate
people?
How
can
we
improve
engagement?
87. Is
employee
engagement
about
intrinsic
or
extrinsic
mo7va7on?
Does
an
author
write
books
because
she
loves
the
wri;ng
process?
Or
because
she
loves
the
support
and
encouragement
from
readers?
Maybe
a
bit
of
both?
88. The
CHAMPFROGS
model
deals
specifically
with
mo7va7on
in
the
context
of
work-‐life.
It
consists
of
ten
mo;vators
that
are
either
intrinsic,
extrinsic,
or
a
bit
of
both.
89. The
CHAMPFROGS
model
is
influenced
by
several
other
models
of
human
mo7va7on.
• Two-‐Factor
Theory,
Frederick
Herzberg
• The
Hierarchy
of
Needs,
Abraham
Maslow
• Theory
of
Self-‐Determina<on,
Edward
L.
Deci
and
Richard
M.
Ryan
• 16
Basic
Desires
Theory,
Steven
Reiss