Creating Great Teams using Management 3.0

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3.0ManagementManoel Pimentel

Agile Coach Elabor8

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manoelp

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3.0

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2002

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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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maneggiaremeaning 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:

CentralisedSpecialisedPredictable

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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 decideWe predict

We commandand 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:

CentralisedSpecialisedPredictableFocused 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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silosconsolidation of

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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 weMOTIVATE

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:

NetworksOrganisms

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Behaviour:

Decentralisation of the intelligence of decision-making

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What does amanager 3.0

do?

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What does amanager 3.0

do?

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Works as aGardener

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a gardener does not act directlyon the plant

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a gardener acts on the environment

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then

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a manageracts 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, Im Martie.

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Why a monster?

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Who is themonster?

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CASComplexAdaptiveSystem

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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

IntrinsicValues

ExtrinsicEnvironment

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


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# Autonomy # Mastery # Purpose

IntrinsicValues

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Each person has a different set of values

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You, as a manager, cannot change thevalues of others

IntrinsicValues


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But, as a manager, you can change this!

IntrinsicValues


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You, as a manager, can learn from thevalues of others

IntrinsicValues

Extrinsicenvironment

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connectionIntrinsic

ValuesExtrinsicEnvironment

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Moving Motivators

It is a way to learnfrom the values ofothers

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awareness

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More important Less important

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More connected = J

Less connected = L

How

con

nect

ed a

re y

ou

wit

h th

e en

viro

nmen

t

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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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Attractorsand

Detractors

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Curiosity+Attractors

(ImfeelingmoreenergisedwhenIhave:)+Detractors

(ImfeelinglessenergisedwhenIhave)

Spacetorunexperiments

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+Attractors(ImfeelingmoreenergisedwhenIhave:)

+Detractors(ImfeelinglessenergisedwhenIhave)

Spacetorunexperiments

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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Whats the problem?

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bottleneck effect

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Central control of a complex system doesnt 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 its 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

Thats 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. TellYou 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. SellYou 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. ConsultYou ask for input first, which you take into consideration before making a decision that respects peoples opinions.

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

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5. AdviseYou 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. InquireYou 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. DelegateYou leave the decision to them and you dont 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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?SharingControl

Taking Control

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= Better Teams = Better Organisations

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Thanks :-)Manoel Pimentel

Agile [email protected]

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About complexity.extra:

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law of the excluded third

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True

False

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True

False

paradigm of simplification


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True

False


law of the excluded thirdCause == Effect

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paradigm of complexity

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law of the included third

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True

False

Maybe

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True

False

Maybe

Cause == ??????== Effect

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organisation

True

False

Maybe

Order Disorder

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Cause == Effect


law of the included thirdCause == ??????== Effect

1.0 3.0

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Thanks again JManoel Pimentel

Agile [email protected]

Creating Great Teams using Management 3.0

Business

Transcript of Creating Great Teams using Management 3.0