Successfully reported this slideshow.
Your SlideShare is downloading. ×

Building Blocks for Self Organization

Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Upcoming SlideShare
Becoming A Leader
Becoming A Leader
Loading in …3
×

Check these out next

1 of 45 Ad

Building Blocks for Self Organization

Download to read offline

Self-Organization is the key to success in Agile. In this presentation we will investigate what is needed in order to excel at Self-Organization. Prerequisites for Self-Organization as well as a possible roadmap to Self-Organization will be presented. Finally, we will discuss some enablers and building blocks for Self-Organization.

Self-Organization is the key to success in Agile. In this presentation we will investigate what is needed in order to excel at Self-Organization. Prerequisites for Self-Organization as well as a possible roadmap to Self-Organization will be presented. Finally, we will discuss some enablers and building blocks for Self-Organization.

Advertisement
Advertisement

More Related Content

Slideshows for you (20)

Similar to Building Blocks for Self Organization (20)

Advertisement

Recently uploaded (20)

Advertisement

Building Blocks for Self Organization

  1. 1. Building Blocks for Self-Organization www.aqqurite.se | twitter: @ArneAhl | http://se.linkedin.com/in/arneahlander | arne.ahlander@aqqurite.se
  2. 2. –Henry Ford ”Coming together is a beginning; keeping together is a process; working together is success.”
  3. 3. Overview • What is Self Organization? • Why Self Organization? • Prerequisites for Self Organization • Possible map to follow • Enablers for Self Organization • Tools
  4. 4. What is Self Organization?
  5. 5. Self Organization ”Self-organization is the emergence of pattern and order in a system by internal processes, rather than external constraints or forces.” Encyclopedia of Ecology, 2008
  6. 6. Self Organization ”Efforts that radically decentralize authority in a formal and systematic way throughout the organization.” Michael Y. Lee and Amy C. Edmondson, Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing, 2017
  7. 7. Scrum Guide 2017 “Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team.”
  8. 8. Why Self Organization?
  9. 9. Reasons for Self Organization? 1. Go to www.menti.com and use the code 5330 9885 2. https://www.menti.com/ mhe32j4h8a 3. Scan the QR Photo by Evan Dennis on Unsplash
  10. 10. Reasons collected today
  11. 11. My observed reasons • Higher quality • Faster results • Higher value • Multiple skills needed • Improved employee satisfaction Photo by Evan Dennis on Unsplash
  12. 12. Prerequisites for Self Organization
  13. 13. Prerequisites for Self Organization ❖ Get out of the way Photo by Hello I'm Nik 🇬🇧  on Unsplash
  14. 14. Prerequisites for Self Organization ❖ Support team to get in there Photo by Christoph Schmid on Unsplash
  15. 15. Photo by: Marius Aune, CC BY 2.5, via Wikimedia Commons ❖ Get rid of Blockers Prerequisites for Self Organization
  16. 16. Possible Roadmap to Self Organization
  17. 17. Team Maturity Capability
  18. 18. Models of Group Dynamics ❖ Evolution of Team Dynamics (Tuckman) ❖ Wheelan´s Integrated Model of Group Development (IMGD)
  19. 19. Evolution of Team Dynamics ❖ Forming Individuals meet and learn about goals, opportunities. Little shared knowledge, no trust yet, strong desire for direction. ❖ Storming Conflict and polarization around interpersonal issues, roles, goals, standards and processes. ❖ Norming Team identity and cohesiveness develops, new standards evolve, and new roles are adopted. ❖ Performing High degree of cooperation and interdependence. Goals are achieved smoothly and effectively with a minimum of conflict.
  20. 20. Wheelan´s Integrated Model of Group Development (IMGD) Dependency & Inclusion Counterde- pendency & Fight Trust & Structure Work & Productivity Termination (or not) dependency on designated leader safety concerns inclusion issues ”pseudo-work” disagreement (goals, values, procedures) conflict -> trust Trust & structure phase commitment cooperation productivity effectiveness goal task
  21. 21. IMGD (Integrated Model of Group Development) Dependency & Inclusion Counterde- pendency & Fight Trust & Structure Work & Productivity Productivity High Low Focus on leader and relations Focus on work and results
  22. 22. Blockers
  23. 23. Forms of Storming ❖ Negativity ❖ Continual criticism of team activities. ❖ Dissatisfaction ❖ with anything and everything. Can lead to negativity and other problems. ❖ Hostility ❖ Can take form of a person being aggressive, argumentative, even threatening. ❖ Crisis Mode ❖ Team operating style where anything and everything is a crisis. Team must come together and honestly confront the issues. ❖ Shooting Down Ideas ❖ Common activity. Can be a sign of all the other forms.
  24. 24. Enablers
  25. 25. Enablers Frequent answers • Align values • Working agreement • Coaching & support • Inspiring vision • Shared and challenging goals • Don’t rush • Be consistent • Safe environment What is the most important enabler for Self Organization you can come up with? Please write it in the Zoom chat
  26. 26. bit.ly/32YOzxP
  27. 27. Tools
  28. 28. How to foster Psychological Safety on your teams?
  29. 29. How to foster Psychological Safety on your teams • Demonstrate engagement • Show understanding • Be inclusive in interpersonal settings • Be inclusive in decision-making • Show confidence and conviction without appearing inflexible bit.ly/2pYJdEm
  30. 30. bit.ly/2MXMcWH
  31. 31. Creating Psychological Safety 1. Approach conflict as a collaborator, not an adversary. 2. Speak human to human. 3. Anticipate reactions and plan countermoves. 4. Replace blame with curiosity. 5. Ask for feedback on delivery.  6. Measure psychological safety. HBR, August 24, 2017 High-Performing Teams Need Psychological Safety. Here’s How to Create It http://www.midss.org/content/team-learning-and-psychological-safety-survey 2. Speak human to human.
  32. 32. Speak human to human “Just Like Me,”  This person …, just like me.
  33. 33. This person has beliefs, perspectives, and opinions, just like me.
  34. 34. This person has hopes, anxieties, and vulnerabilities, just like me.
  35. 35. This person has friends, family, and perhaps children who love them, just like me.
  36. 36. This person wants to feel respected, appreciated, and competent, just like me.
  37. 37. This person wishes for peace, joy, and happiness, just like me.
  38. 38. CDE Model • Container • Difference • Exchange https://www.hsdinstitute.org/resources/cde-model-dissertation.html
  39. 39. MOIJ Model • Motivation • Organization • Information • Jiggle http://www.nkarten.com/moimodel.pdf
  40. 40. Scrum Patterns ❖ Self-Organizing Team** ❖ Fertile Soil* ❖ Autonomous Team** ❖ Community of Trust bit.ly/selforgteam
  41. 41. Liberating Structures http://www.liberatingstructures.com/ ❖ 1-2-4-All ❖ Impromptu Networking ❖ Min Specs ❖ 15% Solutions ❖ 25/10 Crowd Sourcing
  42. 42. What about • Information availability and transparency? • Alignment? • Constraints? Image by Pete Linforth from Pixabay
  43. 43. Conclusion 1. Create a graphic organizer 2. Write down • One thing I learned • One thing I want to investigate • One thing I want to try at work
  44. 44. Take aways from participants
  45. 45. Thank you! www.aqqurite.se | twitter: @ArneAhl | http://se.linkedin.com/in/arneahlander | arne.ahlander@aqqurite.se

×