Your SlideShare is downloading. ×
Management 3.0 Primer in 45 Minutes
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Management 3.0 Primer in 45 Minutes

938
views

Published on

An introduction to Managment 3.0 - the books,the training courses, the exercises, the games... …

An introduction to Managment 3.0 - the books,the training courses, the exercises, the games...
A 45 minute presentation to help get a basic understanding what Management 3.0 is all about.


0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
938
On Slideshare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
32
Comments
0
Likes
5
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Projektleiter/managerTeamleiterAndere ManagerEntwickler
  • I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
  • I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
  • I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
  • And management is critical, in order for organizations to thrive.However, Drucker referred tomanagement, not managers.All organizations need management, but not only managers should learn how to do it.It’s like testing. We’re all responsible for testing. (And maybe we have testers who specialize in it.)
  • As Mike Cohn said, Scrum is micro-management by the team.Management is distributed across the environment. We are all involved.
  • Who can ignore Stephen Hawking?
  • Note how this resonates with “Responding to change over following a plan.”
  • Note how this resonates with “Individuals and interactions over processes and tools.”
  • Erwähnen, dasseshierdurchausauchWiderspruchgibt, da Menschen anderssindalsGehirnzellenoderBienenunddamiteineandere Art System erzeugen (auchweilsiesichdes Systems bewußtsind)
  • The final result, reviewed briefly on the following slides...
  • The exercise is described here:http://www.noop.nl/2011/09/moving-motivators-free-exercise.htmlTip: don’t give everyone a deck of cards. Give the cards only to pairs of two. Even if you have an “official” set of cards available to everyone, only give the other deck after the exercise. Because if you give everyone a deck of cards they will not be paying attention to their pairing partners, in my experience. Then they are all doing the exercise just for themselves.
  • The exercise is described here:http://www.noop.nl/2011/09/moving-motivators-free-exercise.html
  • So these are the four types of trust. A manager needs to work on all of them.
  • See book: page 127-129
  • The nice thing about this approach is that there is an urge to make things flow from left to right, just like a regular task board.
  • I’ve experienced that a team was picking on a team member, just like it can happen with children in a school yard.This is a bad result of self-organization.See book: page 181-182
  • There are different ways of achieving competence in an organization.(In these 7 slides I like to use the metaphor of traffic management.)Self-development is where it all starts. It is the most important: people wanting to develop themselves.I sometimes mention the quote of Isaac Asimov: “The only real form of education is self-education.”Sometimes I mention the quote of Peter Drucker: “We should stop pretending that businesses can develop people. People can only develop themselves.”See book: page 229-231
  • I let them think about their personal goal because we will return to it later in the course.Items 3 and 4 (introduction) is not needed in a course when everybody already knows each other (like with in-company courses).
  • Well-known advice in Agile development: hire T-shaped people.
  • Transcript

    • 1. www.management30.com version 2.03
    • 2. About me... Christof Braun Agile Enthusiast Coach, Consultant,Trainer, Speaker www.manageagile.com
    • 3. VersionOne: Annual State of Agile 2013
    • 4. VersionOne: Annual State of Agile 2013
    • 5. VersionOne: Annual State of Agile 2013
    • 6. Management is about human beings. Its task is to make people capable of joint performance […].This is what organization is all about, and it is the reason that management is the critical, determining factor. Management: Revised Edition, 2008 Peter F. Drucker
    • 7. Management is too important to be left to the managers. Jurgen Appelo
    • 8. I think the next century will be the century of complexity. Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predicts.” San Jose Mercury News, January 23, 2000 Stephen Hawking http://www.flickr.com/photos/77519207@N02/6801411136/ 2012 Elhombredenegro, Creative Commons 3.0
    • 9. Complexity theory is […] about the dynamics of change in a system. Irene Sanders, “Business, Complexity, and ‘New Science’” The Interaction of Complexity and Management
    • 10. […] a new theory of business that places people and relationships into dramatic relief. Roger Lewin, Birute Regine, “Complexity in Human Terms” The Interaction of Complexity and Management
    • 11. A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment.
    • 12. 1. Address complexity with complexity 2. Use a diversity of perspectives 3. Assume dependence on context 4. Assume subjectivity and coevolution 5. Anticipate, adapt, explore 6. Develop models in collaboration 7. Shorten the feedback cycle 8. Steal and tweak ComplexityThinking
    • 13. Management3.0
    • 14. People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.
    • 15. Extrinsic Motivation Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear effects
    • 16. Intrinsic Motivation Desire to achieve goal G Where G is its own reward No non-linear effects
    • 17. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
    • 18. 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don’t want to use.) Exercise: Moving Motivators
    • 19. 3. Consider an important change in your work (for example, becoming a moreAgile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change
    • 20. Teams can self-organize, and this requires empowerment, authorization, an d trust from management. 21
    • 21. The four types of trust
    • 22. 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 7. Delegate: no influence, let team work it out The Seven Levels of Delegation
    • 23. Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources… …and to give people a clear purpose and defined goals.
    • 24. Protect people against bad team formation Protect People
    • 25. Protect good teams against non-team players Protect People
    • 26. Budgets Office space System admins Energy Environment Food Protect Shared Resources
    • 27. Exercise:Goal Setting Criteria
    • 28. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.
    • 29. Self-development People must learn... urgence vs. importance time management finding intrinsic motivation
    • 30. SlackTime • Aim for 80% utilization of people • Use the remainder (20%) for slack • Use slack for experiments and emergencies
    • 31. Celebrate! • “What did we learn?” • “What did we do well?” • (reinforce learning & good practices)
    • 32. VersionOne: Annual State of Agile 2013
    • 33. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
    • 34. The workplace is a network
    • 35. <- preferred Cross-functional teams
    • 36. Have Generalizing Specialists
    • 37. Business Guilds • Let people organize around certain topics • Such as specific technologies or disciplines • Have them form virtual communities
    • 38. People, teams, and organizations need to improve continuously to defer failure for as long as possible.
    • 39. Learning Objective How to change a social complex system
    • 40. Consider the system 42
    • 41. Consider the individuals 43
    • 42. Consider the interactions 44
    • 43. Consider the environment 45
    • 44. Change Management 3.0
    • 45. Management3.0
    • 46. Der nächster Kurs Termin: 12. und 13. Mai Ort: Wiesbaden Veranstalter: CSC Academy Trainer: Christof Braun

    ×