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Foundations for self-organization long v5

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This is the long (first) version of my self-organization talk that I held at Software Passion Summit 2012. This then evolved into the more condensed and focused version

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Foundations for self-organization long v5

  1. 1. Foundations for Self-Organization @svante_lidmansvante@ivarjacobson.com svante.lidman@gmail.comselforgteam.blogspot.com www.ivarjacobson.com http://commons.wikimedia.org/wiki/File:Fugle,_%C3%B8rns%C3%B8_073.jpg 1 I no longer work here.
  2. 2. Licensing of this presentationThe art work in this presentation is licensed under the terms defined by eachrespective source as indicated on each respective slide. If no source isgiven, then the artwork is in the public domain.Trademarks and books, depicted in the presentation are owned by therespective tradmark owner are only included for reference purposes and isnot in any way an endorsement of the presentation contents. If you make use of this material in whole or part, you should clearly statethe source.All original art work and the presentation as such is is licensed underCreative Commons Attribution-Share Alike 3.0 Unported license.See: http://creativecommons.org/licenses/by-sa/3.0/deed.en 2
  3. 3. Why this talk?Self-organizing Teams? 3
  4. 4. • Countless blog items, articles, papers...• Ph D Thesis: Self-Organizing Teams a Grounded Theory 4
  5. 5. 5http://www.ericsson.com/res/thecompany/images/press/photos/mwc2012/ericsson_barcelona_janwareby.jpg
  6. 6. 1. Why do we want self-organizing teams?2. Complexity Science - A possible misconception3. Intelligent agents4. People5. Psychology6. Goals, Planning and Governance7. The Research8. My GUT of Self-Organization 6
  7. 7. Why do we want self-organizing teams? 7
  8. 8. A team is a group of people with complementary talents andskills, aligned to a common purpose. 8
  9. 9. It is a Powerful Management Strategy• End-to-end ownership  Motivation  Higher quality results• Local decision making  Adaptability  Results more fit for purpose• No hand-overs  Reduced time-to-market 9
  10. 10. Guidance on Self-Organization• Don’t assign roles• Don’t assign leadership• Don’t assign tasks• Don’t say how 10 http://http://commons.wikimedia.org/wiki/File:Stop_hand_nuvola_alternate.svg
  11. 11. Complexity Science - A possible misconception 11
  12. 12. Complex Adaptive System (Definition from Wikipedia)• Complex, dynamic network of interactions and relationships• Adaptive as behavior changes as a result of experience• Key Principles – Self-Organization – Emergence 12
  13. 13. 13http://upload.wikimedia.org/wikipedia/commons/4/4c/E-ticker.jpg
  14. 14. 14http://commons.wikimedia.org/wiki/File:Essaim_37_.jpg
  15. 15. The Trap• We want self-organizing teams• Groups of people left on their own show emergent behavior• Hence you can understand a self-organizing team as a complex adaptive system...or? 15 http://commons.wikimedia.org/wiki/File:Schlagfalle-Kunststoff-Maus.jpg
  16. 16. Intelligent Agents 16
  17. 17. Agent What the world Sensors is like now Percepts Environment What action Condition- I should do Actuators action rules Actions now? 17 Simple Reflex Agent Svante Lidman
  18. 18. Agent What the world State Sensors is like now Percepts How the world evolves What my actions do Environment What action Condition- I should do Actuators action rules Actions now? 18 Agent with State Svante Lidman
  19. 19. Agent What the world State Sensors is like now Percepts How the world evolves What my actions do Environment What it will be like if I do action A What action Goals I should do Actuators now? Actions 19 Agent with Explicit Goal Svante Lidman
  20. 20. Agent What the world State Sensors is like now Percepts How the world evolves What my actions do Environment What it will be like if I do action A How happy will I Utility be then? What action I should do Actuators now? Actions 20 Utility –based Agent Svante Lidman
  21. 21. Agent Protocol Agent A Percepts ActionsAgent B Percepts Environment Actions Agent C Percepts Actions Multi AgentSystem 21 Svante Lidman
  22. 22. What agents need to self-organize1. Knowledge and Learning – About the environment – About goals and utility – About how to do the job – or how to learn it2. Communication – Shared ontology3. Decision Making 22
  23. 23. People 23
  24. 24. 24http://commons.wikimedia.org/wiki/File:Vertebrate-brain-regions.png
  25. 25. http://en.wikipedia.org/wiki/File:RobertFuddBewusstsein17Jh.pnghttp://en.wikipedia.org/wiki/File:Descartes_mind_and_body.gif 25http://www.oddee.com/item_96602.aspx
  26. 26. Psychology Motivation Group Dynamicshttp://commons.wikimedia.org/wiki/File:Carrot_and_stick_motivation.svg 26http://commons.wikimedia.org/wiki/File:Hands_4_Holding.jpg
  27. 27. Motivation 27
  28. 28. 28http:// commons.wikimedia.org/wiki/File:Carrot_and_stick_motivation.svg
  29. 29. CompetenceAutonomy Relatedness Self- Determination Theory Self-Determination Theory, Deci and Ryan 29 Svante Lidman
  30. 30. Group Dynamics 30
  31. 31. Inclusion Disagreement Trust and and Work Termination and structure safety conflictDependency Counterdependency Mutual Dependency Focus on relations Focus on work Susan Wheelan, Integrated Model of Group Development 31 Svante Lidman
  32. 32. Goals, Planning, Decision Making, Governance 32
  33. 33. SMART is not always Smart• Useless goals – Maximize shareholder value – Increase market share X % – Customer satisfaction to increase X % – Productivity to increase X %• A useful goal should energize people and be a guiding star helping teams to self-organize – Commanders intent – the why – End state – the desired effect – The main effort – the most important what 33 http://commons.wikimedia.org/wiki/File:Basketball_Goal.jpg
  34. 34. Examples of useful goals 34
  35. 35. Planning, Decisions, Governance • More important when you scale up • Planning at the right level, with the right detail, at the right time – Common backlog – Roadmaps – Focus areas for different teams – Clear sprint objective – main effort • Decisions – Decisions at the right level at the right time • Governance – Peer to peer coordination – Continuous integration is a kind of coordination – Guardianship 35http://commons.wikimedia.org/wiki/File:Chinese_Wall.JPG
  36. 36. The Research 36
  37. 37. Self-Organizing Agile Teams: A Grounded Theory Rashina Hoda Doctoral Thesis: Victoria University of Wellington 37http://researcharchive.vuw.ac.nz/bitstream/handle/10063/1617/thesis.pdf
  38. 38. Balance • Freedom vs Responsibility • Specialization vs Generalization • Learning vs Delivery • Centralization vs Decentralization • Risk of Failure vs Urge to Succeed • Planning vs Improvisation • Analysis vs Action 38http://commons.wikimedia.org/wiki/File:Balance_%C3%A0_tabac_1850.JPG
  39. 39. Summing it up... 39
  40. 40. My GUT of Self-Organization1. Knowledge and Learning – About the environment – About goals and utility – About how to do the job – or how to learn it2. Communication – Shared ontology3. Actionability – Planning – Decision making – Asynchronuous governance4. Motivation5. Group Dynamics – Relationships – Shared memes6. Balance 40
  41. 41. Thank You! @svante_lidman svante@ivarjacobson.com svante.lidman@gmail.com selforgteam.blogspot.com www.ivarjacobson.com I no longer work here. 41
  42. 42. 45
  43. 43. 46
  44. 44. 47
  45. 45. Self-Organization (Definition from Wikipedia)Self-organization is the process where astructure or pattern appears without a centralauthority or external element imposing itthrough planning. This appears from the localinteraction of the elements that make up thesystem, thus the organization is achieved in away that is parallel and distributed. 48
  46. 46. Emergence (Definition from Wikipedia) Emergence is the way complex systemsand patterns arise out of a multiplicity ofrelatively simple interactions. 49
  47. 47. Complex Adaptive Systems (Definition from Wikipedia)• The number of elements is sufficiently large that conventional descriptions are impractical• …• Elements in the system are ignorant of the behavior of the system as a whole, responding only to what is available to it locally• … 50
  48. 48. Complication 51
  49. 49. 52
  50. 50. 53
  51. 51. 54
  52. 52. 55
  53. 53. Goals 56
  54. 54. 57
  55. 55. 58
  56. 56. 59
  57. 57. 60
  58. 58. But...There is a Catch 61
  59. 59. 62

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