Why self-organization might not work, and what has that to do with the company organization…

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.

Why Self-Organization might not work…And what has that to do with the company organization…


Andrea TomasiniAgile Coach & Trainer [email protected]

@tumma72@agile42/coaches

mailto:[email protected]


Teamwork, Synergy and Performance…How to group of people become teams, and how do they grow or not… to a certain level of performance

agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2015

Forming Storming Norming Performing

Tuckman, Katzenbach & Smith…

Perfo

rman

ce

Team Effectiveness (Maturity)

WorkingGroup

PseudoTeam

PotentialTeam

RealTeam

HighPerforming

Team


Tuckman, Katzenbach & Smith… (with Coaching)

Perfo

rman

ce

Team Effectiveness (Maturity)

Forming Storming Norming Performing

PseudoTeam

PotentialTeam

RealTeam

HighPerforming

Team

WorkingGroup


The 5 Dysfunctions of a Team“Teamwork remains the one sustainable competitive advantage that has been largely untapped.”

Patrick Lencioni


Dysfunctions #1

The fear to be vulnerable with team members prevents the building of trust within the team.

☞ This is vulnerability based trust: “I was wrong”, “I made a mistake”, “I need your help”

☞ Work with people to gain trust

Absence of TRUST


Dysfunctions #2

The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.

☞ This is healthy, passionate debate: “What do you think of this idea?”

☞ Trust is essential for conflict

Fear of CONFLICT

Absence of TRUST


Dysfunctions #3

The lack of clarity and/or fear of being wrong prevents team members from making decisions in a timely and definitive way.

☞ This is all the cards on the table: “Can you commit to this idea?”

☞ Healthy debate leads to commitment

Lack of COMMITMENT

Fear of CONFLICT

Absence of TRUST


Dysfunctions #4

The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors.

This is holding others accountable for their behavior

Peer to peer is powerful

Avoidance of ACCOUNTABILITY

Lack of COMMITMENT

Absence of TRUST

Fear of CONFLICT


Dysfunctions #5

The desire for individual credit erodes the focus on collective success.

☞ This is about what the team is trying to achieve more than a member’s personal interest

Inattention to RESULTS

Lack of COMMITMENT

Absence of TRUST

Fear of CONFLICT

Avoidance of ACCOUNTABILITY


Agile Values & PrinciplesAgile Values & Principles are supporting teams developing the right attitude to enable continuos and regular value delivering to the client, while continuously improving

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2014.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Individuals & interactions

Working software

Customer collaboration

Responding to change

Processes & tools

Comprehensive documentation

Contract negotiation

Following a plan

o v e r

We recognize the value here...We value

this more….


Self-OrganizationTeams are organizing and managing themselves, as they are taking responsibility to deliver value and maximize their effectiveness and efficiency


self-

organi

zed

managed

leader


...all on the same boat...all on the same boat

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2014.

Enabling Constraints Clear Direction

Creative Environment


Process ControlAgile is based on empirical control, through transparency, inspection and adaptation the best processes are emerging while doing, and only retrospectively it is possible to recognize successful adaptation from non successful ones


Defined Process ControlThe time required to complete a repeatable action is a valid proxy to predict time to complete


Statistical Process Control

Based on analysis of historical data, and repeatable patterns


68!

10s 20s5s 15s

20 38 5280? 76? 69?


Empirical Process Control

Every step performed while creating a new product is unique, only outcome can be trusted


Defined ControlRepeatable Mechanical Activities

Statistical ControlModerate Uncertainty and Variations

Empirical ControlHigh Uncertainty and Variations

€

€€

€€€


Pull PrincipleAgile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software


Push

PullIndividualTeam

Compliance

Collaboration Competition

Focu

s on

value


Lean ThinkingLean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities


Sakichi Toyoda (1867-1930)

• Founder of the Toyota Automatic Loom Works, ltd.

• Inventor of the manual and machine-powered looms

• Initiator of the Lean Thinking

• For-runner of the Toyota Production System, by defining the Jidoka: “Autonomation”


Ove

rbur

den

(: m

uri)

do not overload yourPeople


Unnecessary Variations (斑: mura) keep the Flow

Even


Wasteful Activities ( : muda)

remove non value adding

Activities


Iterative & IncrementalDelivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2014.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

I need to move from A to B faster, and avoid traffic…


I am not that good at stating in equilibrium I need something more stable…


I am stable now, but not fast as I would like to be, can we go faster?


I figure I am pretty tired in the evening, and though I like sport, I still need to be faster


Inspect the outcome and learn to validate your assumptions & hypothesis

What is this?


Organizational transition to agile…The way the organization between people evolve with agile can be represented by 5 transitional states…


Agile Leadership Progression Timeline (1/5)

Leader’s Skills • Technical Expert • Planner & Organizer • Delegator • Controller

Characteristics • Controlling • Individual Evaluation • Individual Reward

Hierarchical



Leader’s Skills • Group Communication • Problem Solver • Conflict Resolution • Group Dynamic

Characteristics • Participative • Individual Evaluation • Individual Reward

Enlightened



Leader’s Skills • Facilitator • Leader • Conflict Resolution

Characteristics • Participative • Collaborative • Team Evaluation • Team Reward

Shared



Leader’s Skills • Coach • Benchmarking

Characteristics • Collaborative • Peer Evaluation • Team Reward

Coordinated



Leader’s Skills • Strategic Planner

Characteristics • Empowered • Peer Evaluation • Team Reward • Team Recruitment

Agile


2nd Principle: focus on value and organize accordinglyFocusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…


The matrix organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

PMO

Project 1

Project 2

Project 3

… optimized for utilization, not value delivery…

Handovers and coordination

Value

Client

Push in the lines


Stream 1

Stream 2

Stream 3

The agile organization…

Sub

Syst

em 1

Sub

Syst

em 2

Sub

Syst

em 3

Infra

stru

ctur

e

Ope

ratio

ns

… optimized for value delivery and time to market

Value

Client

Pull on the streams


3rd Principle: decentralize control whenever possibleDecentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining goals and constraints to allow for autonomous decision making.


Control !

Worker 1

Sub 1

Worker 2

Sub 2 Sub 3

The hierarchical organization… Centralized Control, ends up overloaded, introducing delays

Reque

sts

Authorization

the design is based on mistrust…

Info

rmat

ion

& p

ower


Container for empowerment

Worker 3Worker 2

The agile organization… Decentralized Control reduces overhead, and encourage collaboration

the design is based on trust…

Worker 1

Collaboration

Info

rmat

ion

& p

ower


• Both on the “budget” level, as well as on the expected delivery and preparation levels

• This level of transparency allows to build trust between Portfolio Management and self-organizing teams

• Clear Policies describing the range of autonomy the teams have


• Every team has two “avatars” to volunteer on upcoming Opportunities

• The Opportunity Owner will get in touch with the team to get their input and enrich the backlog


Thank

You!


More food for thought...

http://slideshare.net/tumma72

https://itunes.apple.com/de/book/agile-transition-what-you/id550957382?ls=1

http://slideshare.net/tumma72


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The brands and logos of agile42, Enterprise Transition Framework ETF, Team Coaching Framework TCF and Agile Strategy Map are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization

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Why self-organization might not work, and what has that to do with the company organization…

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Transcript of Why self-organization might not work, and what has that to do with the company organization…