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3.0Management
Manoel Pimentel
Agile Coach – Elabor8

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manoelp

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3.0

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2002

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elabor8.com.au

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ESL

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WTH

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Starting…

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What is Management?

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The English verb “to manage” was originally derived
from the Italian
maneggiare ….

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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

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What does
being a manager
mean?

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From a team perspective….

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The Dementor

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The Barney

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The Gamer

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micromanagement

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3.0

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3.0? ?

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Management 1.0

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Like a machine

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The structure:
•Hierarchical
•Mechanical

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Main Thinking:
•Centralised
•Specialised
•Predictable

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Behaviours:
•Command and control
•Separation of
thinkers and doers

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Doers
Thinkers

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Doers
Thinkers
We decide
We predict
We command
and control

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Management 2.0

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Hey Houston?

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Structure:
•Hierarchical
•Mechanical

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Behaviours:
•Command and control
•Separation of thinkers
and doers

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Main Thinking:
•Centralised
•Specialised
•Predictable
•Focused on local optimisation

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Doers
Thinkers
Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s

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The most common “solution”

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silos
consolidation of

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Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s

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Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s

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Another example of Management 2.0
practice…

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How do we
MOTIVATE
workers in the 2.0
approach?

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Bonus o/

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www.flickr.com/photos/davegray/6416285269
reward
and punishment

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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.

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Management 3.0

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As a organism

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Main Thinking:
Complexity

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No matter how well planned or
how deeply understood the
method is, we will not avoid
some unexpected behaviour or
undetermined outcome

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SURPRISE!

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Complex
Adaptive
System

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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

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Similar to:
Brains, bacteria, immune systems,
the Internet, countries, gardens,
cities, beehives…

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Structure:
•Networks
•Organisms

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Behaviour:
•Decentralisation of
the intelligence of
decision-making

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What does a
manager 3.0
do?

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What does a
manager 3.0
do?

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Works as a
Gardener

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a gardener does
not act directly
on the plant

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a gardener
acts on the
environment

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then

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a manager
acts on the
environment

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micromanagement

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Manage the System, not the People

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HOW?

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Have you
met
Martie?

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Hi, I’m
Martie.

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Why a monster?

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Who is the
monster?

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CAS
Complex
Adaptive
System

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Energize People

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Empower
Teams

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Align
Constraints

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Develop
Competence

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Grow
Structure

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Improve
Everything

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tools

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Energize People

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Moving
Motivators

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MOTIVATION
Intrinsic Extrinsic

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MOTIVATION
Intrinsic Extrinsic

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MOTIVATION
Intrinsic
Values
Extrinsic
Environment

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# Goals
# Organisational structures
# Roles
# Process / Tools
# Facilities
# Money
# Other constraints
Extrinsic
Environment

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# Autonomy
# Mastery
# Purpose
Intrinsic
Values

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Each person has a different set of values

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You, as a manager,
cannot change the
values of others
Intrinsic
Values
Extrinsic
Environment

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But, as a manager,
you can change this!
Intrinsic
Values
Extrinsic
Environment

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You, as a manager,
can learn from the
values of others
Intrinsic
Values
Extrinsic
environment

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connection
Intrinsic
Values
Extrinsic
Environment

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Moving
Motivators
It is a way to learn
from the values of
others

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awareness

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More important Less important

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More connected = J
Less connected = L
Howconnectedareyou
withtheenvironment

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C H A M P F R O G S

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Curiosity Honor Acceptance Mastery Power
Freedom Relatedness Order StatusGoal

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Take 10 minutes in your group to
create a definition for each value

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Curiosity Honour Acceptance Mastery Power
Freedom Relatedness Order StatusGoal

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bit.ly/motivators-brisbane
Virtual Moving Motivators (5 min)

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Attractors
and
Detractors

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Curiosity
+ Attractors
(I’m feeling more energised when I have:)
+ Detractors
(I’m feeling less energised when I have)
Space to run
experiments

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+ Attractors
(I’m feeling more energised when I have:)
+ Detractors
(I’m feeling less energised when I have)
Space to run
experiments
Environment characteristics

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Take 5 minutes in your group to share a few
examples of attractors and detractors for any
value

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Empower
Teams

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Doers
Thinkers
The Intelligence
of Decision

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What’s the
problem?

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bottleneck effect

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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

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Each worker has only an incomplete
mental model of all the work

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…the same goes for the manager!

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That is why it’s best to distribute
control among everyone.

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Distributed Control == Empowerment

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Empowered people improve system
effectiveness and survival.
Empowered organizations are more
resilient and agile.

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self-organisation

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but

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Align
Constraints
That’s the reason why we need to

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The Seven Levels of Delegation

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Delegation is not a binary thing.
The art of management is in
finding the right balance.

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1. Tell
You make a
decision for others
and you may
explain your
motivation. A
discussion about it
is neither desired
nor assumed.

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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.

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3. Consult
You ask for input
first, which you
take into
consideration
before making a
decision that
respects people’s
opinions.

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4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus
about the decision.

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5. Advise
You will offer
others your
opinion and hope
they listen to your
wise words, but it
will be their
decision, not yours.

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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.

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7. Delegate
You leave the
decision to them
and you don’t even
want to know
about details that
would just clutter
your brain.

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Virtual Delegation Board (5 minutes)
bit.ly/board-brisbane

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Debrief

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?
Sharing
Control
Taking
Control

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=
Better
Teams = Better
Organisations

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Thanks :-)
Manoel Pimentel
Agile Coach
manoel.pimentel@elabor8.com.au

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About complexity….
extra:

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law of the excluded third

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law of the excluded third
True
False

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True
False
paradigm of
simplification
law of the excluded third

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True
False
paradigm of
simplification
law of the excluded third
Cause == Effect

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paradigm of
complexity

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paradigm of
complexity
law of the included third

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paradigm of
complexity
law of the included third
True
False
Maybe

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paradigm of
complexity
law of the included third
True
False
Maybe
Cause == ???
???== Effect

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organisation
True
False
Maybe
Order Disorder

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paradigm of
complexity
law of the excluded third
Cause == Effect
paradigm of
simplification
law of the included third
Cause == ???
???== Effect
1.0 3.0

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Thanks again J
Manoel Pimentel
Agile Coach
manoel.pimentel@elabor8.com.au