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The Dolt’s Guide to Self-Organization Jurgen Appelo jurgen@noop.nl version 2
Goal #1OK, so what is self-organization really?
Goal #2How can we make self-organization work?
Agenda Self-organization Direction Delegation Communication Conclusion
We have been taught aboutlinear systems
But then reality confronted us withnon-linear systems
That is like teaching people all aboutfruit flies
Huh? And then lumping everything else together inthe group of… non-fruit flies
Let’s adopt a more realistic approach First, there was a (big) bang!
…and then strings formed particles
…and particles formed molecules
…and molecules formed solar systems
…and living cells
…and cells formed species
…and species formed groups
…and groups formed ecosystems
…and economies
…and every system organized itself.
Self-organization… a definition “Self-organization is a process of attraction and repulsion in which the internal organization of a system, normally an open system, increases in complexity without being guided or managed by an outside source.” http://en.wikipedia.org/wiki/Self-organization
Organization withoutmanagement?
Cool!
but…
Self-organization has a dark side…
Self-organization… the dark side http://www.flickr.com/photos/agder/2783124139/
“We humans are obsessedwith purpose. […] The question of purpose, which doesn’t necessarily have to have an answer, is one that leaps to the front of the human mind, whether it is appropriate or not.”- Richard Dawkins
But people care…about value.
http://www.flickr.com/photos/sukanto_debnath/504258852/
http://www.flickr.com/photos/suneko/92395757/
http://www.flickr.com/photos/calliope/104661075/
“Self-organization requires that the system is surrounded by a containing boundary. This condition defines the "self" that will be developed during the self-organizing process.” http://amauta-international.com/iaf99/Thread1/conway.html
The containing boundary has a chance to direct self-organizationtowards value
Agenda Self-organization Direction Delegation Communication Conclusion
Don’t go here! Go there! Directed self-organization
Governance + leadership Don’t go here! Go there! http://www.flickr.com/photos/egadapparel/3212007816/
Managers are like gardeners They let self-organization (anarchy) do useful work while steering the system toward valuable results
Self-organization is the norm
Management is the special case
Three levels ofself-organization Self-organized For example: a software development team Self-selected (= self-designed) Self-organized and system selects its own members For example: founders of a start-up business Self-directed (= self-governed) Self-selected and no direction outside the system For example: criminal organization
And then there’s Emergence… Supervenience Emergent properties appear at a higher level that didn’t exist in the components Not just aggregation Impossible to “build” the systemas an aggregate from the components Downward causality The emergent properties have a real effect on the lower-level components
Emergent,but not self-organizing
Self-organizing,but not emergent
A development team Emergent +self-organizing
The Darkness Principle “Each element in the system is ignorant of the behavior of the system as a whole [...] If each element ‘knew’ what was happening to the system as a whole, all of the complexity would have to be present in that element.” http://iscepublishing.com/ECO/ECO_other/Issue_6_3_10_FM.pdf
The Law of Requisite Variety “If a system is to be stable the number of states of its control mechanism must be greater than or equal to the number of states in the system being controlled.” http://en.wikipedia.org/wiki/Variety_%28cybernetics%29
In human terms… A team is too complex to manage by just one person. Only people have the ability to manage complexity.
Therefore, management requires… Distributed governance and leadership
Agenda Self-organization Direction Delegation Communication Conclusion
Three levels ofmaturity in empowerment Light(low impact) Example: coding guidelines, workshops Moderate (medium impact) Example: self-education, tool selection Advanced(high impact) Example: self-selection, open salaries
Question: Does handing over power to others make you powerless?
Answer: NO Non-Zero-Sum Zero-Sum Free markets Social networks Teamwork … We all win! Football Elections Judiciary … I win and you lose http://en.wikipedia.org/wiki/Zero-sum
Non-Zero-Sum Powerful teams make their managers more powerful.
Empowerment is an investment Beware of the micromanagement trap (no patience while waiting for ROI)
Manageindividuals(to protect the self-organizing system)
Managetop management(to protect the self-organizing system)
Managethe environment(to protect the self-organizing system)
Agenda Self-organization Direction Delegation Communication Conclusion
Trust your people(communicate this clearly)
2)	Earn trust from your people(consistent behavior)
Help people to trust each other(mingle, don’t meddle)
4)	Trust yourself(stay true to your own values)
The four types of trust
Key Decision Areas Make explicit list with“areas of authorization” Prepare project schedules Select key technologies Set documentation standards Etc… People should not walk into“invisible electric fences” Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.
Key Decision Areas However… Authorization per key decision area is not a “binary” thing Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.
Situational Leadership Four different “leadership styles” Telling Selling Participating Delegation Work your way to level 4 http://en.wikipedia.org/wiki/Situational_leadership_theory
Situational Leadership However… It might be good to distinguish between informing people (push your opinion) vs. consulting them (pull their opinions)
RACI Matrix Involvement depends on tasks Responsible Accountable Consulted Informed Make explicit what people can expect from whom http://en.wikipedia.org/wiki/Responsibility_assignment_matrix
RACI Matrix However… Key decision areas are better than tasks, and there should be no separation of accountable versus responsible
The Seven Levels of Authority
We will now merge the ideas behind the previous examples...
The Seven Levels of Authority Tell: make decision as the manager Sell: convince people about decision Consult: get input from team before decision Agree: make decision together with team Advise: influence decision made by the team Inquire: ask feedback after decision by team Delegate: no influence, let team work it out
Relocate to other office building Replace waterfall with Agile Select tool vendors Agile adoption strategy Architectural patterns Design and deployments Coding and testing EXAMPLE
The optimal level of authority depends on people’s competence and the organizational impactof decisions
Authority Boards
Seven Levels of Authority
Key Decision Areas
teams or people
flow from left to right
Authority boards are controlled by the manager
Agenda Self-organization Direction Delegation Communication Conclusion
Self-organization is the norm http://www.flickr.com/photos/wobblyturkey/527370752/
Management is the special case http://www.flickr.com/photos/tonythemisfit/3495664861/
Management = governance and leadership http://www.flickr.com/photos/tonythemisfit/3495664861/
The Seven Levels of Authority Tell: make decision as the manager Sell: convince people about decision Consult: get input from team before decision Agree: make decision together with team Advise: influence decision made by the team Inquire: ask feedback after decision by team Delegate: no influence, let team work it out
flow from left to right
The End
slideshare.net/jurgenappelo @jurgenappelo (twitter) noop.nl (blog) jurgenappelo.com (site) management30.com (book)
This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl. http://creativecommons.org/licenses/by-nd/3.0/

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