The illusion and promise of self-organizing teams
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The illusion and promise of self-organizing teams

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Teams and teamwork are the heart and soul of every project. This is especially true for agile teams. It is not the individual performance or accomplishment that counts but that of the team. Just like ...

Teams and teamwork are the heart and soul of every project. This is especially true for agile teams. It is not the individual performance or accomplishment that counts but that of the team. Just like in team sports the team succeeds and fails together. Interestingly Agilists propose self-organizing teams. But what does “self-organizing” mean? If teams are self-organizing why do so many teams and projects fail?

This lecture sheds light on self-organizing teams. It explains what distinguishes them from manager-led and self-governing teams. It then outlines the ingredients that self-organizing teams need in order to develop and prosper.

Self-organizing teams have an immense potential for achieving powerful results on a project. However, there is no guarantee that self-organizing teams will form and be able to sustain themselves. This is particularly the case in non-agile organizations. Under those circumstances it is important to know common pitfalls of self-organizing teams and learn to overcome them. The lecture will discuss difficulties in developing and nurturing self-organizing teams. And it will show what it takes to master these challenges. This is not an easy task. The returns, however, are multifold and worth the investment. Self-organizing teams can thus become a cornerstone of project success.

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    The illusion and promise of self-organizing teams The illusion and promise of self-organizing teams Presentation Transcript

    • The Illusion and Promise of Self-Organizing Teams Webinar for PMI-IS-COP Wednesday March 6, 2013Dr. Thomas Juli, PMP , CSM ® ®i-Sparks & Thomas Juli Empowerment Partners Picture © Stephanie Hofschläger | Pixelio.de
    • November 9, 1989 © 2012 by Thomas Juli; all rights reserved 2
    • © 2012 by Thomas Juli; all rights reserved 3
    • © 2012 by Thomas Juli; all rights reserved 4
    • Variations of team’s scope and authority Self- Self- Manager- organized governing led teams teams teams © 2012 by Thomas Juli; all rights reserved 5
    • The Promise & The Illusion of Self-Organizing Teams © 2012 by 2012 by Thomasrightsall rights reserved © Thomas Juli; all Juli; reserved 6
    • 7 factors that make self-organizing teamsan illusion 1 - No management support 2 - Avoiding responsibility 3 - Traditional management 4 - Distrust 5 - Disrespect 6 - Impatience 7 - Lack of purpose and vision Picture © Petra Bork | Pixelio.de 7 © 2012 by Thomas Juli; all rights reserved
    • 1 - No management support © 2012 by Thomas Juli; all rights reserved Picture © Jurec | Pixelio.de 8
    • Official View © 2012 by Thomas Juli; all rights reserved Picture retrieved from http://tinyurl.com/5rjt8pa 9
    • Actual View © 2012 by 2011 by Thomas rights reserved © Thomas Juli; all Juli 10
    • 2- Avoiding team responsibility© 2012 by Thomas Juli; all rights reserved Picture retrieved from http://tinyurl.com/9czfhge 11
    • 3 - Traditional management or the death of empowerment I am the boss! © 2012 by Thomas Juli; all rights reserved Picture © Cornerstone | Pixelio.de 12
    • 4 - Distrust © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 13
    • 5 - Disrespect © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 14
    • 5 - Disrespect © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 15
    • 5 - Disrespect © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 16
    • 5 - Disrespect © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 17
    • 5 - Disrespect © 2012 by Thomas Juli; all rights reserved Picture © Gerd Altmann | Pixelio.de 18
    • Nurture Collaboration “Players win games, teams win championships.” Bill Taylor © 2012 by Thomas Juli; all rights reserved Photo retrieved from http://tinyurl.com/2w3ynjt 19
    • 6 - Impatience with continuous improvement © 2012 by Thomas Juli; all rights reserved Picture © Dieter Schütz| Pixelio.de The Good and Evil of 20 Collaboration Tools
    • “Learning is not compulsory...neither is survival.”W. Edwards Deming (1900 - 1993) © 2012 by Thomas Juli; all rights reserved 21 Picture retrieved from http://tinyurl.com/3yc5np8
    • FEEDBACK© 2012 by Thomas Juli; all rights reserved Picture © Pambieni | Pixelio.de 22
    • Cultivate Learning © 2012 by Thomas Juli; all rights reserved 23
    • Fail Early to Learn Quickly © 2012 by Thomas Juli; all rights reserved 24
    • Fail Early to Learn QuicklyLearn from your mistakes © 2012 by Thomas Juli; all rights reserved 25
    • Fail Early to Learn Quickly © 2012 by Thomas Juli; all rights reserved 26
    • Fail Early to Learn Quickly and learn from your successes © 2012 by Thomas Juli; all rights reserved 27
    • Actively create the conditions for a culture of learning** Note: Farmers don‘t grow crops. They create the conditions for crops to grow. © 2012 by Thomas Juli; all rights reserved Picture © Michael Ottersbach| Pixelio.de 28
    • 7 - Lack of purpose and vision © 2012 by Thomas Juli; all rights reserved Picture © Anja Semling | Pixelio.de 29
    • The Promise & The Illusion of Self-Organizing Teams © 2012 by 2012 by Thomasrightsall rights reserved © Thomas Juli; all Juli; reserved 30
    • 7 Preconditions for Unleashing thePower of Self-Organizing Teams 1 - Purpose and vision 2 - Passion 3 - Cross-functional teams 4 - Empowerment 5 - Responsibility and accountability 6 - Acknowledgement 7 - Let it happen! © 2012 by Thomas Juli; all rights reservedThomas Juli; all rights reserved Picture © Petra Bork | Pixelio.de 31 © 2012 by 31
    • 1 - Develop a compelling purpose and vision of and for your project and team © 2012 by Thomas Juli; all rights reserved Picture © WRW | Pixelio.de 32
    • Do you know your MVP? © 2012 by Thomas Juli; all rights reserved 33
    • 2 - Nourish passionin your purpose and vision © 2012 by Thomas Juli; all rights reserved Picture © Paulwip | Pixelio.de 34
    • Do you know your MVP? © 2012 by Thomas Juli; all rights reserved 35
    • Do you know your MVP? – Part II © 2012 by Thomas Juli; all rights reserved 36
    • 3 - Develop cross-functional teams © 2012 by Thomas Juli; all rights reserved Picture © S. Hofschläger | Pixelio.de 37
    • 4 – Empower your team © 2012 by Thomas Juli;by Thomas Juli 38 © 2011 all rights reserved Picture © Sabrina Gonstalla | Pixelio.de 38
    • Take ... one at a timeSmallsteps © 2012 by Thomas Juli; all rights reserved Picture © NASA 39
    • 5 - Team responsibility and accountability © 2012 by Thomas Juli; all rights reserved Picture © Stephanie Hofschlaeger | Pixelio.de 40
    • 6 - Acknowledgeperformance, contributions and results © 2012 by Thomas Juli; all rights reserved Picture retrieved from http://tinyurl.com/2v632h6 41
    • Promote Performance and have FUN © 2012 by Thomas Juli; all rights reserved Picture © Rainer Sturm | Pixelio.de 42
    • 7 – Let it happen! © 2012 by Thomas Juli; all rights reserved 43
    • The Promise of Self- Organizing Teams7 Success Factors1 - Purpose and vision2 - Passion3 - Cross-functional teams4 - Empowerment5 - Responsibility and accountability6 - Acknowledgement7 - Let it happen! © 2012 by Thomas Juli; all rights reserved Picture © Stephanie Hofschlaeger / Pixelio.de 44
    • The Promise of Self- The Illusion of Self- Organizing Teams Organizing Teams 7 Success Factors 1 - Purpose and vision 2 - Passion 3 - Cross-functional teams 4 - Empowerment 5 - Responsibility and accountability 6 - Acknowledgement 7 - Let it happen! © 2012 by Thomas Juli; all rights reserved © 2012 by Thomas Juli Hofschlaeger / Pixelio.de Picture © Stephanie 45
    • The Promise & The Illusion of Self-Organizing Teams © 2012 by 2012 by Thomasrightsall rights reserved © Thomas Juli; all Juli; reserved 46
    • The Promise & The Illusion of Self-Organizing Teams7 Success Factors 7 Failure Factors1 - Purpose and vision 1 - No management support2 - Passion 2 - Avoiding responsibility3 - Cross-functional teams 3 - Traditional management4 - Empowerment 4 - Distrust5 - Responsibility and 5 - Disrespect accountability 6 - Impatience with continuous6 - Acknowledgement improvement7 - Let it happen! 7 - Lack of purpose and vision © 2012 by Thomas Juli; all rights reserved 47
    • Your Experience© 2012 by Thomas Juli; all rights reserved Picture © Friederikchen | Pixelio.de 48
    • Play! © 2012 by Thomas Juli; all rights reserved Picture © Verena N. | Pixelio.de 49
    • i-Sparks is an online playground for social change helping individuals and organizations grow their ideas into projects for success. Dr. Thomas Juli Founder and President, i-Sparks Managing Director, Thomas Juli Empowerment Partners Email: tjuli@i-sparks.com tj@thomasjuli.com Web: www.i-Sparks.net www.ThomasJuli.com www.TheProjectLeadershipPyramid.net Twitter: i_sparks, thomasjuliWhitepapers  and  presenta-ons  available  at  h2p://mo-vate2b.com/knowledge-­‐base     50