Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
www.management30.com
version 2.03
About me...
Christof Braun
Agile Enthusiast
Coach, Consultant,Trainer, Speaker
www.manageagile.com
VersionOne: Annual State of Agile 2013
VersionOne: Annual State of Agile 2013
VersionOne: Annual State of Agile 2013
Management is about
human beings. Its task is to
make people capable of joint
performance […].This is what
organization is...
Management is too
important to be left to the
managers.
Jurgen Appelo
I think the next century will be
the century of complexity.
Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predi...
Complexity theory is […] about the
dynamics of change in a system.
Irene Sanders, “Business, Complexity, and ‘New Science’...
[…] a new theory of business that
places people and relationships
into dramatic relief.
Roger Lewin, Birute Regine, “Compl...
A team is a complex adaptive system
(CAS), because it consists of parts (people) that
form a system (team), which shows co...
1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume dependence on context
4. Assume subject...
Management3.0
People are the most important
parts of an organization and
managers must do all they can to
keep people active, creative, ...
Extrinsic Motivation
Desire to achieve goal G
Reward result R
Assuming R leads to G
Problems with non-linear effects
Intrinsic Motivation
Desire to achieve goal G
Where G is its own reward
No non-linear effects
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / C...
1. Put the motivator cards in order, from unimportant
to important
2. (You may leave out any cards you don’t want to use.)...
3. Consider an important change in your work (for
example, becoming a moreAgile organization)
4. Move cards up when the ch...
Teams can self-organize, and this
requires
empowerment, authorization, an
d trust from management.
21
The four types
of trust
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decis...
Self-organization can lead to
anything, and it’s therefore
necessary to protect people
and shared resources…
…and to give ...
Protect people
against bad team formation
Protect People
Protect good teams
against non-team players
Protect People
Budgets
Office space
System admins
Energy
Environment
Food
Protect Shared Resources
Exercise:Goal Setting Criteria
Teams cannot achieve
their goals if team
members aren’t
capable enough, and
managers must
therefore contribute to
the deve...
Self-development
People must learn...
urgence vs. importance
time management
finding intrinsic motivation
SlackTime
• Aim for 80% utilization of people
• Use the remainder (20%) for slack
• Use slack for experiments and emergenc...
Celebrate!
• “What did we learn?”
• “What did we do well?”
• (reinforce learning & good practices)
VersionOne: Annual State of Agile 2013
Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enha...
The workplace is a network
<- preferred
Cross-functional teams
Have Generalizing Specialists
Business Guilds
• Let people organize around certain topics
• Such as specific technologies or disciplines
• Have them for...
People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.
Learning Objective
How to change a social complex system
Consider the system
42
Consider the individuals
43
Consider the interactions
44
Consider the environment
45
Change Management 3.0
Management3.0
Der nächster Kurs
Termin: 12. und 13. Mai
Ort: Wiesbaden
Veranstalter: CSC Academy
Trainer: Christof Braun
Management 3.0 Primer in 45 Minutes
Upcoming SlideShare
Loading in …5
×

Management 3.0 Primer in 45 Minutes

1,719 views

Published on

An introduction to Managment 3.0 - the books,the training courses, the exercises, the games...
A 45 minute presentation to help get a basic understanding what Management 3.0 is all about.

  • Be the first to comment

Management 3.0 Primer in 45 Minutes

  1. 1. www.management30.com version 2.03
  2. 2. About me... Christof Braun Agile Enthusiast Coach, Consultant,Trainer, Speaker www.manageagile.com
  3. 3. VersionOne: Annual State of Agile 2013
  4. 4. VersionOne: Annual State of Agile 2013
  5. 5. VersionOne: Annual State of Agile 2013
  6. 6. Management is about human beings. Its task is to make people capable of joint performance […].This is what organization is all about, and it is the reason that management is the critical, determining factor. Management: Revised Edition, 2008 Peter F. Drucker
  7. 7. Management is too important to be left to the managers. Jurgen Appelo
  8. 8. I think the next century will be the century of complexity. Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predicts.” San Jose Mercury News, January 23, 2000 Stephen Hawking http://www.flickr.com/photos/77519207@N02/6801411136/ 2012 Elhombredenegro, Creative Commons 3.0
  9. 9. Complexity theory is […] about the dynamics of change in a system. Irene Sanders, “Business, Complexity, and ‘New Science’” The Interaction of Complexity and Management
  10. 10. […] a new theory of business that places people and relationships into dramatic relief. Roger Lewin, Birute Regine, “Complexity in Human Terms” The Interaction of Complexity and Management
  11. 11. A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment.
  12. 12. 1. Address complexity with complexity 2. Use a diversity of perspectives 3. Assume dependence on context 4. Assume subjectivity and coevolution 5. Anticipate, adapt, explore 6. Develop models in collaboration 7. Shorten the feedback cycle 8. Steal and tweak ComplexityThinking
  13. 13. Management3.0
  14. 14. People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.
  15. 15. Extrinsic Motivation Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear effects
  16. 16. Intrinsic Motivation Desire to achieve goal G Where G is its own reward No non-linear effects
  17. 17. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
  18. 18. 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don’t want to use.) Exercise: Moving Motivators
  19. 19. 3. Consider an important change in your work (for example, becoming a moreAgile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change
  20. 20. Teams can self-organize, and this requires empowerment, authorization, an d trust from management. 21
  21. 21. The four types of trust
  22. 22. 1. Tell: make decision as the manager 2. Sell: convince people about decision 3. Consult: get input from team before decision 4. Agree: make decision together with team 5. Advise: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out The Seven Levels of Delegation
  23. 23. Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources… …and to give people a clear purpose and defined goals.
  24. 24. Protect people against bad team formation Protect People
  25. 25. Protect good teams against non-team players Protect People
  26. 26. Budgets Office space System admins Energy Environment Food Protect Shared Resources
  27. 27. Exercise:Goal Setting Criteria
  28. 28. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.
  29. 29. Self-development People must learn... urgence vs. importance time management finding intrinsic motivation
  30. 30. SlackTime • Aim for 80% utilization of people • Use the remainder (20%) for slack • Use slack for experiments and emergencies
  31. 31. Celebrate! • “What did we learn?” • “What did we do well?” • (reinforce learning & good practices)
  32. 32. VersionOne: Annual State of Agile 2013
  33. 33. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
  34. 34. The workplace is a network
  35. 35. <- preferred Cross-functional teams
  36. 36. Have Generalizing Specialists
  37. 37. Business Guilds • Let people organize around certain topics • Such as specific technologies or disciplines • Have them form virtual communities
  38. 38. People, teams, and organizations need to improve continuously to defer failure for as long as possible.
  39. 39. Learning Objective How to change a social complex system
  40. 40. Consider the system 42
  41. 41. Consider the individuals 43
  42. 42. Consider the interactions 44
  43. 43. Consider the environment 45
  44. 44. Change Management 3.0
  45. 45. Management3.0
  46. 46. Der nächster Kurs Termin: 12. und 13. Mai Ort: Wiesbaden Veranstalter: CSC Academy Trainer: Christof Braun

×