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Creating Great Teams using Management 3.0

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Deck of slides from my session about Creating Great Teams using Management 3.0 at the Agile Brisbane Meetup (Aug 2016) - http://www.meetup.com/Agile-Brisbane/events/230559396/?eventId=230559396

Published in: Business

Creating Great Teams using Management 3.0

  1. 1. think sharp manoelp 3.0Management Manoel Pimentel Agile Coach – Elabor8
  2. 2. think sharp manoelpthink sharp manoelp
  3. 3. think sharp manoelp manoelp
  4. 4. think sharp manoelp 3.0
  5. 5. think sharp manoelp
  6. 6. think sharp manoelp 2002
  7. 7. think sharp manoelp
  8. 8. think sharp manoelp elabor8.com.au
  9. 9. think sharp manoelp ESL
  10. 10. think sharp manoelp
  11. 11. think sharp manoelp WTH
  12. 12. think sharp manoelp Starting…
  13. 13. think sharp manoelp What is Management?
  14. 14. think sharp manoelp The English verb “to manage” was originally derived from the Italian maneggiare ….
  15. 15. think sharp manoelp maneggiare meaning 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
  16. 16. think sharp manoelp What does being a manager mean?
  17. 17. think sharp manoelp From a team perspective….
  18. 18. think sharp manoelp The Dementor
  19. 19. think sharp manoelp
  20. 20. think sharp manoelp The Barney
  21. 21. think sharp manoelp
  22. 22. think sharp manoelp
  23. 23. think sharp manoelp The Gamer
  24. 24. think sharp manoelp micromanagement
  25. 25. think sharp manoelp
  26. 26. think sharp manoelp
  27. 27. think sharp manoelp 3.0
  28. 28. think sharp manoelp 3.0? ?
  29. 29. think sharp manoelp Management 1.0
  30. 30. think sharp manoelp Like a machine
  31. 31. think sharp manoelp The structure: •Hierarchical •Mechanical
  32. 32. think sharp manoelp Main Thinking: •Centralised •Specialised •Predictable
  33. 33. think sharp manoelp Behaviours: •Command and control •Separation of thinkers and doers
  34. 34. think sharp manoelp Doers Thinkers
  35. 35. think sharp manoelp Doers Thinkers We decide We predict We command and control
  36. 36. think sharp manoelp Management 2.0
  37. 37. think sharp manoelp Hey Houston?
  38. 38. think sharp manoelp
  39. 39. think sharp manoelp Structure: •Hierarchical •Mechanical
  40. 40. think sharp manoelp Behaviours: •Command and control •Separation of thinkers and doers
  41. 41. think sharp manoelp Main Thinking: •Centralised •Specialised •Predictable •Focused on local optimisation
  42. 42. think sharp manoelp Doers Thinkers Add-ons +TQM +6Sigma +Balanced Scorecard +5s
  43. 43. think sharp manoelp The most common “solution”
  44. 44. think sharp manoelp silos consolidation of
  45. 45. think sharp manoelp Add-ons +TQM +6Sigma +Balanced Scorecard +5s
  46. 46. think sharp manoelp Add-ons +TQM +6Sigma +Balanced Scorecard +5s
  47. 47. think sharp manoelp Another example of Management 2.0 practice…
  48. 48. think sharp manoelp How do we MOTIVATE workers in the 2.0 approach?
  49. 49. think sharp manoelp Bonus o/
  50. 50. think sharp manoelp
  51. 51. think sharp manoelp www.flickr.com/photos/davegray/6416285269 reward and punishment
  52. 52. think sharp manoelp 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.
  53. 53. think sharp manoelp
  54. 54. think sharp manoelp
  55. 55. think sharp manoelp Management 3.0
  56. 56. think sharp manoelp As a organism
  57. 57. think sharp manoelp Main Thinking: Complexity
  58. 58. think sharp manoelp
  59. 59. think sharp manoelp No matter how well planned or how deeply understood the method is, we will not avoid some unexpected behaviour or undetermined outcome
  60. 60. think sharp manoelp SURPRISE!
  61. 61. think sharp manoelp Complex Adaptive System
  62. 62. think sharp manoelp 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
  63. 63. think sharp manoelp Similar to: Brains, bacteria, immune systems, the Internet, countries, gardens, cities, beehives…
  64. 64. think sharp manoelp Structure: •Networks •Organisms
  65. 65. think sharp manoelp Behaviour: •Decentralisation of the intelligence of decision-making
  66. 66. think sharp manoelp What does a manager 3.0 do?
  67. 67. think sharp manoelp
  68. 68. think sharp manoelp
  69. 69. think sharp manoelp What does a manager 3.0 do?
  70. 70. think sharp manoelp Works as a Gardener
  71. 71. think sharp manoelp a gardener does not act directly on the plant
  72. 72. think sharp manoelp a gardener acts on the environment
  73. 73. think sharp manoelp then
  74. 74. think sharp manoelp a manager acts on the environment
  75. 75. think sharp manoelp micromanagement
  76. 76. think sharp manoelp Manage the System, not the People
  77. 77. think sharp manoelp HOW?
  78. 78. think sharp manoelp Have you met Martie?
  79. 79. think sharp manoelp Hi, I’m Martie.
  80. 80. think sharp manoelp Why a monster?
  81. 81. think sharp manoelp Who is the monster?
  82. 82. think sharp manoelp CAS Complex Adaptive System
  83. 83. think sharp manoelp Energize People
  84. 84. think sharp manoelp Empower Teams
  85. 85. think sharp manoelp Align Constraints
  86. 86. think sharp manoelp Develop Competence
  87. 87. think sharp manoelp Grow Structure
  88. 88. think sharp manoelp Improve Everything
  89. 89. think sharp manoelp
  90. 90. think sharp manoelp tools
  91. 91. think sharp manoelp Energize People
  92. 92. think sharp manoelp Moving Motivators
  93. 93. think sharp manoelp MOTIVATION Intrinsic Extrinsic
  94. 94. think sharp manoelp MOTIVATION Intrinsic Extrinsic
  95. 95. think sharp manoelp MOTIVATION Intrinsic Values Extrinsic Environment
  96. 96. think sharp manoelp # Goals # Organisational structures # Roles # Process / Tools # Facilities # Money # Other constraints Extrinsic Environment
  97. 97. think sharp manoelp # Autonomy # Mastery # Purpose Intrinsic Values
  98. 98. think sharp manoelp Each person has a different set of values
  99. 99. think sharp manoelp You, as a manager, cannot change the values of others Intrinsic Values Extrinsic Environment
  100. 100. think sharp manoelp But, as a manager, you can change this! Intrinsic Values Extrinsic Environment
  101. 101. think sharp manoelp
  102. 102. think sharp manoelp You, as a manager, can learn from the values of others Intrinsic Values Extrinsic environment
  103. 103. think sharp manoelp connection Intrinsic Values Extrinsic Environment
  104. 104. think sharp manoelp Moving Motivators It is a way to learn from the values of others
  105. 105. think sharp manoelp
  106. 106. think sharp manoelp awareness
  107. 107. think sharp manoelp More important Less important
  108. 108. think sharp manoelp More connected = J Less connected = L Howconnectedareyou withtheenvironment
  109. 109. think sharp manoelp C H A M P F R O G S
  110. 110. think sharp manoelp Curiosity Honor Acceptance Mastery Power Freedom Relatedness Order StatusGoal
  111. 111. think sharp manoelp Take 10 minutes in your group to create a definition for each value
  112. 112. think sharp manoelp Curiosity Honour Acceptance Mastery Power Freedom Relatedness Order StatusGoal
  113. 113. think sharp manoelp bit.ly/motivators-brisbane Virtual Moving Motivators (5 min)
  114. 114. think sharp manoelp
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  116. 116. think sharp manoelp
  117. 117. think sharp manoelp Attractors and Detractors
  118. 118. think sharp manoelp Curiosity + Attractors (I’m feeling more energised when I have:) + Detractors (I’m feeling less energised when I have) Space to run experiments
  119. 119. think sharp manoelp + Attractors (I’m feeling more energised when I have:) + Detractors (I’m feeling less energised when I have) Space to run experiments Environment characteristics
  120. 120. think sharp manoelp Take 5 minutes in your group to share a few examples of attractors and detractors for any value
  121. 121. think sharp manoelp Empower Teams
  122. 122. think sharp manoelp Doers Thinkers The Intelligence of Decision
  123. 123. think sharp manoelp What’s the problem?
  124. 124. think sharp manoelp bottleneck effect
  125. 125. think sharp manoelp Central control of a complex system doesn’t work, because the central node of a network cannot possibly contain all information that is needed to make good decisions everywhere. Jurgen Appelo
  126. 126. think sharp manoelp Each worker has only an incomplete mental model of all the work
  127. 127. think sharp manoelp …the same goes for the manager!
  128. 128. think sharp manoelp
  129. 129. think sharp manoelp That is why it’s best to distribute control among everyone.
  130. 130. think sharp manoelp Distributed Control == Empowerment
  131. 131. think sharp manoelp Empowered people improve system effectiveness and survival. Empowered organizations are more resilient and agile.
  132. 132. think sharp manoelp self-organisation
  133. 133. think sharp manoelp
  134. 134. think sharp manoelp but
  135. 135. think sharp manoelp
  136. 136. think sharp manoelp Align Constraints That’s the reason why we need to
  137. 137. think sharp manoelp The Seven Levels of Delegation
  138. 138. think sharp manoelp Delegation is not a binary thing. The art of management is in finding the right balance.
  139. 139. think sharp manoelp 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
  140. 140. think sharp manoelp 2. Sell You make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
  141. 141. think sharp manoelp 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
  142. 142. think sharp manoelp 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
  143. 143. think sharp manoelp 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
  144. 144. think sharp manoelp 6. Inquire You first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
  145. 145. think sharp manoelp 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
  146. 146. think sharp manoelp
  147. 147. think sharp manoelp
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  149. 149. think sharp manoelp
  150. 150. think sharp manoelp
  151. 151. think sharp manoelp Virtual Delegation Board (5 minutes) bit.ly/board-brisbane
  152. 152. think sharp manoelp
  153. 153. think sharp manoelp
  154. 154. think sharp manoelp Debrief
  155. 155. think sharp manoelp ? Sharing Control Taking Control
  156. 156. think sharp manoelp = Better Teams = Better Organisations
  157. 157. think sharp manoelp Thanks :-) Manoel Pimentel Agile Coach manoel.pimentel@elabor8.com.au
  158. 158. think sharp manoelp
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  161. 161. think sharp manoelp About complexity…. extra:
  162. 162. think sharp manoelp law of the excluded third
  163. 163. think sharp manoelp law of the excluded third True False
  164. 164. think sharp manoelp True False paradigm of simplification law of the excluded third
  165. 165. think sharp manoelp True False paradigm of simplification law of the excluded third Cause == Effect
  166. 166. think sharp manoelp paradigm of complexity
  167. 167. think sharp manoelp paradigm of complexity law of the included third
  168. 168. think sharp manoelp paradigm of complexity law of the included third True False Maybe
  169. 169. think sharp manoelp paradigm of complexity law of the included third True False Maybe Cause == ??? ???== Effect
  170. 170. think sharp manoelp organisation True False Maybe Order Disorder
  171. 171. think sharp manoelp paradigm of complexity law of the excluded third Cause == Effect paradigm of simplification law of the included third Cause == ??? ???== Effect 1.0 3.0
  172. 172. think sharp manoelp Thanks again J Manoel Pimentel Agile Coach manoel.pimentel@elabor8.com.au

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