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
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Creating Great Teams using Management 3.0
- 1. think sharp manoelp 3.0Management Manoel Pimentel Agile Coach – Elabor8
- 2. think sharp manoelpthink sharp manoelp
- 13. think sharp manoelp What is Management?
- 14. think sharp manoelp The English verb “to manage” was originally derived from the Italian maneggiare ….
- 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. think sharp manoelp What does being a manager mean?
- 17. think sharp manoelp From a team perspective….
- 18. think sharp manoelp The Dementor
- 20. think sharp manoelp The Barney
- 23. think sharp manoelp The Gamer
- 28. think sharp manoelp 3.0? ?
- 29. think sharp manoelp Management 1.0
- 30. think sharp manoelp Like a machine
- 31. think sharp manoelp The structure: •Hierarchical •Mechanical
- 32. think sharp manoelp Main Thinking: •Centralised •Specialised •Predictable
- 33. think sharp manoelp Behaviours: •Command and control •Separation of thinkers and doers
- 35. think sharp manoelp Doers Thinkers We decide We predict We command and control
- 36. think sharp manoelp Management 2.0
- 37. think sharp manoelp Hey Houston?
- 40. think sharp manoelp Behaviours: •Command and control •Separation of thinkers and doers
- 41. think sharp manoelp Main Thinking: •Centralised •Specialised •Predictable •Focused on local optimisation
- 42. think sharp manoelp Doers Thinkers Add-ons +TQM +6Sigma +Balanced Scorecard +5s
- 43. think sharp manoelp The most common “solution”
- 45. think sharp manoelp Add-ons +TQM +6Sigma +Balanced Scorecard +5s
- 46. think sharp manoelp Add-ons +TQM +6Sigma +Balanced Scorecard +5s
- 47. think sharp manoelp Another example of Management 2.0 practice…
- 48. think sharp manoelp How do we MOTIVATE workers in the 2.0 approach?
- 49. think sharp manoelp Bonus o/
- 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.
- 55. think sharp manoelp Management 3.0
- 56. think sharp manoelp As a organism
- 57. think sharp manoelp Main Thinking: Complexity
- 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
- 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. think sharp manoelp Similar to: Brains, bacteria, immune systems, the Internet, countries, gardens, cities, beehives…
- 65. think sharp manoelp Behaviour: •Decentralisation of the intelligence of decision-making
- 66. think sharp manoelp What does a manager 3.0 do?
- 69. think sharp manoelp What does a manager 3.0 do?
- 70. think sharp manoelp Works as a Gardener
- 71. think sharp manoelp a gardener does not act directly on the plant
- 72. think sharp manoelp a gardener acts on the environment
- 74. think sharp manoelp a manager acts on the environment
- 76. think sharp manoelp Manage the System, not the People
- 78. think sharp manoelp Have you met Martie?
- 79. think sharp manoelp Hi, I’m Martie.
- 80. think sharp manoelp Why a monster?
- 81. think sharp manoelp Who is the monster?
- 83. think sharp manoelp Energize People
- 91. think sharp manoelp Energize People
- 93. think sharp manoelp MOTIVATION Intrinsic Extrinsic
- 94. think sharp manoelp MOTIVATION Intrinsic Extrinsic
- 96. think sharp manoelp # Goals # Organisational structures # Roles # Process / Tools # Facilities # Money # Other constraints Extrinsic Environment
- 97. think sharp manoelp # Autonomy # Mastery # Purpose Intrinsic Values
- 98. think sharp manoelp Each person has a different set of values
- 99. think sharp manoelp You, as a manager, cannot change the values of others Intrinsic Values Extrinsic Environment
- 100. think sharp manoelp But, as a manager, you can change this! Intrinsic Values Extrinsic Environment
- 101. think sharp manoelp
- 102. think sharp manoelp You, as a manager, can learn from the values of others Intrinsic Values Extrinsic environment
- 104. think sharp manoelp Moving Motivators It is a way to learn from the values of others
- 105. think sharp manoelp
- 107. think sharp manoelp More important Less important
- 108. think sharp manoelp More connected = J Less connected = L Howconnectedareyou withtheenvironment
- 109. think sharp manoelp C H A M P F R O G S
- 110. think sharp manoelp Curiosity Honor Acceptance Mastery Power Freedom Relatedness Order StatusGoal
- 111. think sharp manoelp Take 10 minutes in your group to create a definition for each value
- 112. think sharp manoelp Curiosity Honour Acceptance Mastery Power Freedom Relatedness Order StatusGoal
- 113. think sharp manoelp bit.ly/motivators-brisbane Virtual Moving Motivators (5 min)
- 114. think sharp manoelp
- 115. think sharp manoelp
- 116. think sharp manoelp
- 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. think sharp manoelp Take 5 minutes in your group to share a few examples of attractors and detractors for any value
- 122. think sharp manoelp Doers Thinkers The Intelligence of Decision
- 123. think sharp manoelp What’s the problem?
- 124. think sharp manoelp bottleneck effect
- 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. think sharp manoelp Each worker has only an incomplete mental model of all the work
- 127. think sharp manoelp …the same goes for the manager!
- 128. think sharp manoelp
- 129. think sharp manoelp That is why it’s best to distribute control among everyone.
- 130. think sharp manoelp Distributed Control == Empowerment
- 131. think sharp manoelp Empowered people improve system effectiveness and survival. Empowered organizations are more resilient and agile.
- 133. think sharp manoelp
- 135. think sharp manoelp
- 136. think sharp manoelp Align Constraints That’s the reason why we need to
- 137. think sharp manoelp The Seven Levels of Delegation
- 138. think sharp manoelp Delegation is not a binary thing. The art of management is in finding the right balance.
- 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. 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. 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. think sharp manoelp 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
- 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. 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. 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. think sharp manoelp
- 147. think sharp manoelp
- 148. think sharp manoelp
- 149. think sharp manoelp
- 150. think sharp manoelp
- 151. think sharp manoelp Virtual Delegation Board (5 minutes) bit.ly/board-brisbane
- 152. think sharp manoelp
- 153. think sharp manoelp
- 156. think sharp manoelp = Better Teams = Better Organisations
- 157. think sharp manoelp Thanks :-) Manoel Pimentel Agile Coach manoel.pimentel@elabor8.com.au
- 158. think sharp manoelp
- 159. think sharp manoelp
- 160. think sharp manoelp
- 161. think sharp manoelp About complexity…. extra:
- 162. think sharp manoelp law of the excluded third
- 163. think sharp manoelp law of the excluded third True False
- 164. think sharp manoelp True False paradigm of simplification law of the excluded third
- 165. think sharp manoelp True False paradigm of simplification law of the excluded third Cause == Effect
- 166. think sharp manoelp paradigm of complexity
- 167. think sharp manoelp paradigm of complexity law of the included third
- 168. think sharp manoelp paradigm of complexity law of the included third True False Maybe
- 169. think sharp manoelp paradigm of complexity law of the included third True False Maybe Cause == ??? ???== Effect
- 170. think sharp manoelp organisation True False Maybe Order Disorder
- 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. think sharp manoelp Thanks again J Manoel Pimentel Agile Coach manoel.pimentel@elabor8.com.au