Unmanagment behaviors

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

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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Transcript

  • 1. WorthyUnmanagement Behaviors Beta, October 2011
  • 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. What makes people happy? Unhappy?
  • 4. Happiest Having sex Conversation Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading Commuting WorkLeast Happy
  • 5. Happiest Having sex Conversation/Work Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading CommutingLeast Happy
  • 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. 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. 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. 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. 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. 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. 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. Google’s Project Oxygen
  • 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. 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. 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. Jay CrossInternet Time Alliancejaycross.com