WorthyUnmanagement  Behaviors        Beta, October 2011
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
What makes people happy? Unhappy?
Happiest                      Having sex                     Conversation                         Music                   ...
Happiest                      Having sex                  Conversation/Work                         Music                 ...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Principles behind the Agile Manifesto                     Our highest priority is to satisfy the customer                 ...
Principles behind the Agile ManifestoWorking software is the primary measure of progress. Agile processes promote sustaina...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Google’s Project Oxygen
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Take stock, take charge               Delight customers               Collaborate, team-work               De-stress, smil...
Jay CrossInternet Time Alliancejaycross.com
Unmanagment behaviors
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Unmanagment behaviors

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A dozen behaviors to help workers and managers thrive in social business.

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  • When the mind goes wandering, NYT, November 16, 2010\nMatthew Killingsworth & Daniel Gilbert\n
  • When the mind goes wandering, NYT, November 16, 2010\nMatthew Killingsworth & Daniel Gilbert\n
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  • Principles behind the Agile Manifesto\n\nWe follow these principles:\nOur highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.\nWelcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.\nDeliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.\nBusiness people and developers must work together daily throughout the project.\nBuild projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.\nThe most efficient and effective method of conveying information to and within a development team is face-to-face conversation.\n
  • Working software is the primary measure of progress.\nAgile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.\nContinuous attention to technical excellence and good design enhances agility.\nSimplicity--the art of maximizing the amount of work not done--is essential.\nThe best architectures, requirements, and designs emerge from self-organizing teams.\nAt regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.\n
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  • Unmanagment behaviors

    1. 1. WorthyUnmanagement Behaviors Beta, October 2011
    2. 2. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    3. 3. What makes people happy? Unhappy?
    4. 4. Happiest Having sex Conversation Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading Commuting WorkLeast Happy
    5. 5. Happiest Having sex Conversation/Work Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading CommutingLeast Happy
    6. 6. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    7. 7. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    8. 8. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    9. 9. Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.http://agilemanifesto.org
    10. 10. Principles behind the Agile ManifestoWorking software is the primary measure of progress. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
    11. 11. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    12. 12. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    13. 13. Google’s Project Oxygen
    14. 14. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    15. 15. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    16. 16. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
    17. 17. Jay CrossInternet Time Alliancejaycross.com
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