www.management30.com
version 2.03
About me...
Christof Braun
Agile Enthusiast
Coach, Consultant,Trainer, Speaker
www.manageagile.com
VersionOne: Annual State of Agile 2013
VersionOne: Annual State of Agile 2013
VersionOne: Annual State of Agile 2013
Management is about
human beings. Its task is to
make people capable of joint
performance […].This is what
organization is...
Management is too
important to be left to the
managers.
Jurgen Appelo
I think the next century will be
the century of complexity.
Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predi...
Complexity theory is […] about the
dynamics of change in a system.
Irene Sanders, “Business, Complexity, and ‘New Science’...
[…] a new theory of business that
places people and relationships
into dramatic relief.
Roger Lewin, Birute Regine, “Compl...
A team is a complex adaptive system
(CAS), because it consists of parts (people) that
form a system (team), which shows co...
1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume dependence on context
4. Assume subject...
Management3.0
People are the most important
parts of an organization and
managers must do all they can to
keep people active, creative, ...
Extrinsic Motivation
Desire to achieve goal G
Reward result R
Assuming R leads to G
Problems with non-linear effects
Intrinsic Motivation
Desire to achieve goal G
Where G is its own reward
No non-linear effects
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / C...
1. Put the motivator cards in order, from unimportant
to important
2. (You may leave out any cards you don’t want to use.)...
3. Consider an important change in your work (for
example, becoming a moreAgile organization)
4. Move cards up when the ch...
Teams can self-organize, and this
requires
empowerment, authorization, an
d trust from management.
21
The four types
of trust
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decis...
Self-organization can lead to
anything, and it’s therefore
necessary to protect people
and shared resources…
…and to give ...
Protect people
against bad team formation
Protect People
Protect good teams
against non-team players
Protect People
Budgets
Office space
System admins
Energy
Environment
Food
Protect Shared Resources
Exercise:Goal Setting Criteria
Teams cannot achieve
their goals if team
members aren’t
capable enough, and
managers must
therefore contribute to
the deve...
Self-development
People must learn...
urgence vs. importance
time management
finding intrinsic motivation
SlackTime
• Aim for 80% utilization of people
• Use the remainder (20%) for slack
• Use slack for experiments and emergenc...
Celebrate!
• “What did we learn?”
• “What did we do well?”
• (reinforce learning & good practices)
VersionOne: Annual State of Agile 2013
Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enha...
The workplace is a network
<- preferred
Cross-functional teams
Have Generalizing Specialists
Business Guilds
• Let people organize around certain topics
• Such as specific technologies or disciplines
• Have them for...
People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.
Learning Objective
How to change a social complex system
Consider the system
42
Consider the individuals
43
Consider the interactions
44
Consider the environment
45
Change Management 3.0
Management3.0
Der nächster Kurs
Termin: 12. und 13. Mai
Ort: Wiesbaden
Veranstalter: CSC Academy
Trainer: Christof Braun
Management 3.0 Primer in 45 Minutes
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Management 3.0 Primer in 45 Minutes

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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.

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  • 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.
  • Management 3.0 Primer in 45 Minutes

    1. 1. www.management30.com version 2.03
    2. 2. About me... Christof Braun Agile Enthusiast Coach, Consultant,Trainer, Speaker www.manageagile.com
    3. 3. VersionOne: Annual State of Agile 2013
    4. 4. VersionOne: Annual State of Agile 2013
    5. 5. VersionOne: Annual State of Agile 2013
    6. 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. 7. Management is too important to be left to the managers. Jurgen Appelo
    8. 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. 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. 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. 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. 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. 13. Management3.0
    14. 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. 15. Extrinsic Motivation Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear effects
    16. 16. Intrinsic Motivation Desire to achieve goal G Where G is its own reward No non-linear effects
    17. 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. 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. 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. 20. Teams can self-organize, and this requires empowerment, authorization, an d trust from management. 21
    21. 21. The four types of trust
    22. 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. 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. 24. Protect people against bad team formation Protect People
    25. 25. Protect good teams against non-team players Protect People
    26. 26. Budgets Office space System admins Energy Environment Food Protect Shared Resources
    27. 27. Exercise:Goal Setting Criteria
    28. 28. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.
    29. 29. Self-development People must learn... urgence vs. importance time management finding intrinsic motivation
    30. 30. SlackTime • Aim for 80% utilization of people • Use the remainder (20%) for slack • Use slack for experiments and emergencies
    31. 31. Celebrate! • “What did we learn?” • “What did we do well?” • (reinforce learning & good practices)
    32. 32. VersionOne: Annual State of Agile 2013
    33. 33. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
    34. 34. The workplace is a network
    35. 35. <- preferred Cross-functional teams
    36. 36. Have Generalizing Specialists
    37. 37. Business Guilds • Let people organize around certain topics • Such as specific technologies or disciplines • Have them form virtual communities
    38. 38. People, teams, and organizations need to improve continuously to defer failure for as long as possible.
    39. 39. Learning Objective How to change a social complex system
    40. 40. Consider the system 42
    41. 41. Consider the individuals 43
    42. 42. Consider the interactions 44
    43. 43. Consider the environment 45
    44. 44. Change Management 3.0
    45. 45. Management3.0
    46. 46. Der nächster Kurs Termin: 12. und 13. Mai Ort: Wiesbaden Veranstalter: CSC Academy Trainer: Christof Braun
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