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Self-organization - foundation for high performance
 

Self-organization - foundation for high performance

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Want to work with the foundation of high-performance teams? How can we as leaders evolve and let our team evolve? See how we can work with leadership which motivates, engage and see beyond processes ...

Want to work with the foundation of high-performance teams? How can we as leaders evolve and let our team evolve? See how we can work with leadership which motivates, engage and see beyond processes and tools. This material I use when running workshops with leaders going into Lean and Agile.

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    Self-organization - foundation for high performance Self-organization - foundation for high performance Presentation Transcript

    • Self-organization1
    • Mattias Tronje +46 76 0088114Continuous Delivery Changemaker mattias.tronje@dektech.com.au Marketing / Sales / Delivery• Agile and Lean coach• Trainer• Drive Continuous Delivery value proposal at DEK Technologies2
    • What is self-organization?
    • Exercise• Stay in silence!• Order yourselves in age order• Reflections?
    • What are the benefits of self- organization?Exercise: Discuss in groups for 30 min• What is self-organization? Think out of the box… – What categorizes self-organization? – Why do we strive towards it in agile teams? – Are there different benefits? – Who benefits from it? – What’s the value for different roles? – More…!?• Present findings. Max 10 min / group.
    • Context of self-organization NeedValue added time Value Value stream Flow efficiency = value added time ÷ time period 6
    • Context of self-organization• Value stream – flow of value– waste reduction• Respect people – empowerment• Support agility and empirical process – embrace change• Continuous Improvements – learning and adapting
    • Reaching for the potential of the individual within the group
    • Motivationhttp://youtu.be/u6XAPnuFjJc
    • Motivation• Exercise: 30 min discussion in groups – What motivates you? Why? – What demotivates you? Why? – What do you want in interaction with others? Why? – What do you don’t want in interaction with others? Why?• Present findings
    • Working in teamsTuckmans stages of group development Forming Storming Norming Performing
    • Working in teams• Forming – Individuals behavior is driven by a desire to be accepted by the others – Avoid controversy or conflict – Serious issues and feelings are avoided – Focus on being busy with routines – Comfortable to be in, but the avoidance of conflict and threat means that not much actually gets done!! – Important because members of team get to know one another – Good opportunity to see how each member of the team works as an individual and how they respond to pressure.
    • Working in teams• Storming – Different ideas compete for consideration – Addresses issues such as what problems they are really supposed to solve – How they will function independently and together and what leadership model they will accept – Open up to each other and confront each others ideas and perspectives – Necessary to the growth of the team – Can be unpleasant and painful to members of the team who are averse to conflict – Some teams will never develop past this stage. – Tolerance of each team member and their differences should be emphasized. Without it = fail. – Team members should resolve their differences and members will be able to participate with one another more comfortably. – The idea is that they will not feel that they are being judged, and will therefore share their opinions and arguments.
    • Working in teams• Norming – The team manages to have one goal and come to a mutual plan – Some may have to give up their own ideas and agree with – All team members take the responsibility and have the ambition to work for the success of the teams goals
    • Working in teams• Performing – Some teams to reach the performing stage – Able to function as a unit – Find ways to get the job done smoothly – No inappropriate conflict or the need for external supervision – Motivated and knowledgeable – Competent, autonomous and able to handle the decision-making process without supervision – Team leading are almost always participative – Make most of the necessary decisions
    • Working in teams - dysfunctions Inattention to results Avoidance of accountability Lack of commitment Fear of conflict Absence of trust
    • Working in teams - evolving• Interference of a leader content with level of performance will prevent a team progressing• Too many “diplomats” or “peacemakers” especially in a leadership role may prevent the team from reaching their full potential• Balance support, facilitation, giving direction with self-organization
    • Working in teams - high-performance A group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, that produce superior results. Within the high-performance team, people are highly skilled and are able to interchange their roles. Also, leadership within the team is not vested in a single individual. Instead the leadership role is taken up by various team members, according to the need at that moment in time. High-performance teams have robust methods of resolving conflict efficiently, so that conflict does not become a roadblock to achieving the teams goals. There is a sense of clear focus and intense energy within a high-performance team.Collectively, the team has its own consciousness, indicating shared norms and values within the team. The team feels a strong sense of accountability for achieving their goals. Team members display high levels of mutual trust towards each other. http://en.wikipedia.org/wiki/High-performance_teams
    • Building high-performance teams The Progress Principlehttp://www.youtube.com/watch? v=XD6N8bsjOEE
    • Building high-performance teams• Exercise: 60 min discussion in groups – What Lean and Agile values, principles, practices and tools are there to help us building self-organized teams? Discuss and conclude. – How can we, as leaders, lead teams into self-organization and high-performance? – How can we see-through that we reach the potential of the individual within the group? – How would you lead a self-organized high performance team? Exemplify values, principles, practices and tools.• Present findings