Post on 17-Jan-2015
description
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Alexandre Cuva
• Agile Transition Coach, Scrum Master, Product Owner
• Management 3.0 & Certified Scrum Developer Trainer
• Event speaker
• Hermes Swiss Project Team Professional
• ITIL V3
“I coach teams and organization to become highly productive.”
E mail : alexandre.cuva@gmail.com
http://www.slideshare.net/GToronto
Agile Transition Coach
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Is this possible?
shareholders /
owners
customers /
users
suppliers / partnerscommunities / society
employees / workers
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Source from Ken LumCARA Night Lyon 20135
Hue, ancient Vietnam imperial palace : http://www.travelloops.com
For thousand years, we were ruled from a Central Authority
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Self organization is the
default behaviorin complex adaptive systems
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Ho Chi Minh City is a is a complex adaptive system (CAS), because it consists of parts (people) that form a system (city), which shows complex behavior while it
keeps adapting to a changing environment.
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A team is a Complex Adaptive System (CAD)
Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/CARA Night Lyon 2013
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Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/
Managers are ordinary people with special power
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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
The Seven Levels of Authority
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Managers are like leaders, they defines constraints, the employees defines the rules
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Managers need to share their objectives
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Teams need to have an identity to identify their self
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Managers need to found way so they employees learn
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Management
3.0
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Le management est trop important pour être laissé uniquement aux Managers
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Dynamiser les personnes par le MERITES
© Jurgen Appelo version 2.00 management30.com
Dynamiser les personnes
Les personnes sont les plus importantes parties d’une organisation et les gestionnaires doivent faire tout leur possible pour garder les individus actifs, créatifs et motivés.
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Motivation Extrinsèque
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2001 ENRON ....Et il y en a eu d’autre après
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it may come as a shock to many to learn that a large and growing body of evidence suggests that in many circumstances, paying for results can actually make people perform badly, and that the more you pay, the worse they perform.
NIC Fleming “The bonus Myth”
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Motivation Intrinsèque
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Maslow Model (1950)
Abraham Maslow
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Revenues
Payer le travail d’une personne sans la démotiver est la tâche la plus ardu d’un manager
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Revenues =Salaire + ExtraLa question est comment
savoir le vrai revenue d’un employé?
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Le Système des bonus
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Bonus ?
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Les 6 règles des primes
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Ne pas promettre une prime à l’avance
(Pink, Drive)
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De petit bonus quand ils sont anticipé
(Flemming)
2
Des primes en continu(Mc Crimmon,
Celebrating Success)
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Les 6 règles des primes
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Des bonus sur le comportement pas sur le résultat
(Fleming)
5
Des primes par les pairs, et non pas par les supérieures
(Tynan, Reward Employees)
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Récompenser en public pas en privé
(Alberg, Celebrate Success)
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Kudo Box
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Money is only advised as a reward when you need to motivate people to do an uninteresting or repetitive job. And even in the case of creative work it’s ok for rewards to cost a little bit of money, as long as you don’t overdo it.
Pink, Drive
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Un Système aux mérites
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Les 6 règles des primes• Ne pas promettre une prime à l’avance
• De petit bonus quand ils sont anticipé
• Des primes en continu
• Récompenser en public
• Des bonus sur le comportement pas sur le résultat
• Des primes par les pairs, et non pas par les supérieures
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Et demain
1. Créer d’abord un environnement propice à ce changement.
2. Définissez la part du revenue impliqué
3. Choisissez le jeux, les pièces…
4. Ayez l’aval de vos supérieures et faites le avec des volontaires
5. Evaluez la période de test avec vos supérieures avant de l’appliquer en vrai
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Référence
• Ariely, Dan. predictably irrational: the Hidden Forces that Shape our Decisions. new york: Harper perennial, 2010. print.
• Bogsnes, Bjarte. implementing Beyond Budgeting: unlocking the performance potential. Hoboken, n.J: John Wiley & Sons, 2009. print.
• Bomann, nikolaj. “Bonus Schemes Should Be Handled with care” <http://bit.ly/roavfl> pointbeing.net, 27 June 2009. Web 3 January 2013.
• Boyd, e.D. “at ign, employees use a “Viral pay” System to Determine each other’s Bonuses” <http://bit.ly/11q83g7> Fast company, 16 December 2011. Web 3 January 2013.
• Fleming, nic. “the Bonus myth: How paying for results can Backfire” <http://bit.ly/fk7uXJ> newScientist, 12 april 2011. Web 3 January 2013.
• Haidt, Jonathan. the Happiness Hypothesis: Finding modern truth in ancient Wisdom. new york: Basic Books, 2006. print.
• Kohn, alfie. punished by rewards: the trouble with gold Stars, incentive plans, a’s, praise, and other Bribes. Boston, mass: Houghton mifflin co, 1999. print.
• Markowitz, eric. “3 Weird, game changing Ways to make employees Happy” <http://bit.ly/Jqa1fj> inc.com, 11 may 2012. Web 3 January 2013.
• Pink, Daniel. Drive: the Surprising truth about What motivates us. new york, ny: riverhead Books, 2009. print.
• Spolsky, Joel. “incentive pay considered Harmful” <http://bit.ly/11q4czh> Joel on Software, 3 april 2000. Web 3 January 2013.
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