Jazz Proccess         André Faria        @andrefaria
http://www.jazzprocess.com/book/
or  at  ionC ol labthe act of working together     one of the most important     skills a person can possess “No matter ho...
ver he ad   In reality, collaborationO            involves overhead that results             in less work being produced  ...
S ine ry   the combined efforts of           many can be collectively           greater than the sum of their           in...
forma cePer                thinking about your job as a series of performancesYour personal goal should beto give the best...
tEnou   ghJus                          Often organization defines     Ru les                  other rules simply because   ...
Af ford                          People are more likely to                                  follow rules when they fully u...
Ag ileXPSc rumK anb an
P roc ess      ve me ntImpro            Rules maintained simply for                 tradition’s sake may deny a           ...
ividua lityInd                                   The same is true of any lean,                                   cross-fun...
“A hundred mediocre peoplemay never be able to matchthe achievements of onegenius, no matter how muchtime they have.”
One of the most importantskills of highly effective peopleis their ability to allocate asizable portion of theirpersonal b...
“When building a team,aim for the quality ofpeople, not quantity.”
“The way a team plays as a wholedetermines its success. You may have thegreatest bunch of individual stars in theworld, bu...
Av  oid ing                            Irving Janis,1972          ink      pth A collective mindset that is manifestedG ro...
It’s important to find a workable balance betweenstrong individual talents and team-centriccollaboration, and to ensure tha...
Team players understand thattheir individual contributionsare vital to the team’ssuccess. They also know thatthey alone co...
Trust    Resp ectand  If you trust someone, you are  confident that you can  depend on that person to  fulfill an obligation...
Co nte xt    en ds onD ep   Tom trusts Mike to fix a complex bug in the server code, but there’s no       way he’d trust hi...
dAgi lityTr ust an                When trust is present, things move                faster, and costs are lower.  Lack of ...
theWordSpread      Spreading the word about            the efforts and results of            individuals helps to build   ...
Reason for Loss of Trust or Respect                         Preventative or Restorative MeasureFailures or poor performanc...
Commit with Pa                                                ssion“Wheresoever you go, go with all your heart.”—Confucius
Commitment contributes to the stability of theteam and helps its members execute evenwhen they must overcome challenges.  ...
Passion is infectious.Demonstrating yourpassion can inspireothers, including yourcustomers and partners.
Feedback as a result of our actions                                        ObservationRelevant data from collaborators we ...
ser vat ionOb     Observing is the act of     acquiring data through     various inputs or senses.Uncompromisedobservation...
wa ren ess      sona lAPer     Observing your own actions.
ren ess       wa the actions of collaborators withTea m a observing             whom you work.
gr ees  ofDe Lis ten ing1. Ignoring2. Pretend listening (patronizing)3. Selective listening4. Attentive listening5. Empath...
No ise      ore the  Ign        Separating the signal from the        noise is often a challenge, but        it’s probably...
Metrics       “Not everything that counts can be counted, and not                everything that can be counted counts.”  ...
isso na nce     itivedcogn         We already know that two people can be in             the same situation and observe di...
Confirmation BiasOne of the mostdangerous tendenciesthat we all have is theproclivity to see what wewant to see.
Disconfirmation BiasAvoid or discountinformation that contradictsour preconceptions.
isso na nce        itivedc   ogn                 cognitive dissonance is the                        uncomfortable tension ...
think o utside the boxwhen people talk about            To even begin that process, youthinking outside the box, they    m...
De ma ndL ea d on     “The only definition of a leader is someone who     has followers.”                  Peter Drucker   ...
Init iat ive            The most important part of leading is                        taking initiative. Initiative is not ...
When leaders straitjacket peoplewith restrictive command andreporting structures, they inhibitcreativity and agility and l...
Read th e Book!
Thanks!   Obrigado           @andrefaria          http://blog.andrefaria.com          http://blog.bluesoft.com.br
Jazz Process
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Jazz Process

  1. 1. Jazz Proccess André Faria @andrefaria
  2. 2. http://www.jazzprocess.com/book/
  3. 3. or at ionC ol labthe act of working together one of the most important skills a person can possess “No matter how inventive, creative, or productive you might be, as one person alone, you can achieve only so much”
  4. 4. ver he ad In reality, collaborationO involves overhead that results in less work being produced than might be expected.
  5. 5. S ine ry the combined efforts of many can be collectively greater than the sum of their individual efforts
  6. 6. forma cePer thinking about your job as a series of performancesYour personal goal should beto give the best individualperformance you can whileensuring that your team givesthe best collectiveperformance it can.
  7. 7. tEnou ghJus Often organization defines Ru les other rules simply because they are believed to be necessary for conducting businessThey are encoded into the Rules provide a safeguardprocedures, processes, and against chaos and anarchy.methodologies employed byyour team and yourorganization.
  8. 8. Af ford People are more likely to follow rules when they fully utono my understand their benefits.A Some rules may apply only to specific roles.Having too many rules orrules that are too complex isthat remembering them canbe difficult.If we are to maximizeperformance, it is essential toemploy just enough rules toafford autonomy, while at thesame time avoiding chaos.
  9. 9. Ag ileXPSc rumK anb an
  10. 10. P roc ess ve me ntImpro Rules maintained simply for tradition’s sake may deny a team the freedom to evolve and adapt. Processes that work in one context may not scale to a larger context. Processes that depend on critical skills may need revision when those skills are no longer available.
  11. 11. ividua lityInd The same is true of any lean, cross-functional team on which everyone plays a specific role. Individuality is about more The team is truly only as than self-expression and strong as its weakest link. creativity. It’s also about the confidence to play a unique part without any backup. In a jazz orchestra, individual parts have little redundancy. Every part is critical to the combined sound.
  12. 12. “A hundred mediocre peoplemay never be able to matchthe achievements of onegenius, no matter how muchtime they have.”
  13. 13. One of the most importantskills of highly effective peopleis their ability to allocate asizable portion of theirpersonal bandwidth tocollaboration.
  14. 14. “When building a team,aim for the quality ofpeople, not quantity.”
  15. 15. “The way a team plays as a wholedetermines its success. You may have thegreatest bunch of individual stars in theworld, but if they don’t play together, theclub won’t be worth a dime.”—Babe Ruth
  16. 16. Av oid ing Irving Janis,1972 ink pth A collective mindset that is manifestedG rou when a team’s quest for cohesiveness leads it to all but abandon individual creativity and critical thinking.
  17. 17. It’s important to find a workable balance betweenstrong individual talents and team-centriccollaboration, and to ensure that people alwaysfeel empowered to speak out.
  18. 18. Team players understand thattheir individual contributionsare vital to the team’ssuccess. They also know thatthey alone could not achievethe same level of successwithout the rest of the team.
  19. 19. Trust Resp ectand If you trust someone, you are confident that you can depend on that person to fulfill an obligation. If you respect someone, you likely admire that person and hold his or her work in high regard.
  20. 20. Co nte xt en ds onD ep Tom trusts Mike to fix a complex bug in the server code, but there’s no way he’d trust him to even touch the user interface layer. Bob doesn’t really trust Jin Li to interview the candidates for the financial controller position by herself, but he has great respect for the way she handled the termination of the previous financial controller. Lily is constantly amazed by the results John delivers as a project manager, but she doesn’t have much respect for the way he goes about meeting his objectives. Sharon really respects Lee for giving her the time and the opportunity to grow into a new role, even though she had trouble in the beginning. Sanjeev trusts his brother-in-law to repay a loan but is pretty sure that he can’t trust him to keep a secret.
  21. 21. dAgi lityTr ust an When trust is present, things move faster, and costs are lower. Lack of Trust => Bureocracy => Time => Cost
  22. 22. theWordSpread Spreading the word about the efforts and results of individuals helps to build trust and respect for those people. Similarly, communicating the progress of the team can help build trust and respect for the team. Metrics are very useful.
  23. 23. Reason for Loss of Trust or Respect Preventative or Restorative MeasureFailures or poor performance due to excessive bureaucracy Use just enough rulesLack of faith in people’s abilities Employ top talentLack of teamwork or excessive egos Put the team firstLack of enthusiasm, motivation, or follow-through Commit with passionSense of being ignored or failing to respond Listen for changeLack of initiative Lead on demandSuspicions of poor management, fraud, or corruption Act transparentlyConflicting efforts Make contributions countPoor efficiency, waste Reduce frictionInability to deliver on time or lack of communication Maintain momentumConstant breakdowns, defects, errors, low productivity Stay healthyLack of innovation or creativity Exchange ideasLack of excitement or inability to compete Take measured risks
  24. 24. Commit with Pa ssion“Wheresoever you go, go with all your heart.”—Confucius
  25. 25. Commitment contributes to the stability of theteam and helps its members execute evenwhen they must overcome challenges. When people commit themselves to a team, they pledge their time, attention, and energy to help the team achieve its goals.
  26. 26. Passion is infectious.Demonstrating yourpassion can inspireothers, including yourcustomers and partners.
  27. 27. Feedback as a result of our actions ObservationRelevant data from collaborators we work withRelevant data from consumers we work forRelevant data from competitors we work againstAll other data relating to a specific situation
  28. 28. ser vat ionOb Observing is the act of acquiring data through various inputs or senses.Uncompromisedobservation begins withexpanding one’s field ofview and being open toeverything that is going on.
  29. 29. wa ren ess sona lAPer Observing your own actions.
  30. 30. ren ess wa the actions of collaborators withTea m a observing whom you work.
  31. 31. gr ees ofDe Lis ten ing1. Ignoring2. Pretend listening (patronizing)3. Selective listening4. Attentive listening5. Empathic listening
  32. 32. No ise ore the Ign Separating the signal from the noise is often a challenge, but it’s probably the most important part of observing.The danger of receiving alot of data is saturation.It’s important to knowhow to filter the usefulinformation from noise.
  33. 33. Metrics “Not everything that counts can be counted, and not everything that can be counted counts.” —Albert EinsteinIn business, metrics such as key performanceindicators (KPIs) are used to keep score. Whenused effectively and appropriately, they are anessential part of observation. Everyone must agree that the method of scoring is a fair and useful measure of the team’s success.
  34. 34. isso na nce itivedcogn We already know that two people can be in the same situation and observe different things. Even if they observe the same things, they can interpret their observations differently. Confirmation Bias: One of the most dangerous tendencies that we all have is the proclivity to see what we want to see. Disconfirmation Bias : Avoid or discount information that contradicts our preconceptions.
  35. 35. Confirmation BiasOne of the mostdangerous tendenciesthat we all have is theproclivity to see what wewant to see.
  36. 36. Disconfirmation BiasAvoid or discountinformation that contradictsour preconceptions.
  37. 37. isso na nce itivedc ogn cognitive dissonance is the uncomfortable tension that results from simultaneously considering two conflicting thoughts. If we understand our biases, we are in a better position to appropriately compensate for them.
  38. 38. think o utside the boxwhen people talk about To even begin that process, youthinking outside the box, they must understand that everyone’sare referring to the process of box is different and is boundedapproaching a problem with by their experiences, includinga different perspective. their biases.
  39. 39. De ma ndL ea d on “The only definition of a leader is someone who has followers.” Peter Drucker “leadership is influence—nothing more, nothing less.” John Maxwell
  40. 40. Init iat ive The most important part of leading is taking initiative. Initiative is not and should not be solely limited to those in obvious positions of leadership.Every member in a team must actively look for and identifychange and then react to it individually or as part of acoordinated response.
  41. 41. When leaders straitjacket peoplewith restrictive command andreporting structures, they inhibitcreativity and agility and limit theirorganization’s ability to respond tochange. The path to success lies in rolgiving up control. gh Co nt ust En ouJ
  42. 42. Read th e Book!
  43. 43. Thanks! Obrigado @andrefaria http://blog.andrefaria.com http://blog.bluesoft.com.br

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