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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 ion C 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, collaboration O 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 ce Per thinking about your job as a series of performances Your personal goal should be to give the best individual performance you can while ensuring that your team gives the best collective performance it can.
  7. 7. tEnou gh Jus Often organization defines Ru les other rules simply because they are believed to be necessary for conducting business They are encoded into the Rules provide a safeguard procedures, processes, and against chaos and anarchy. methodologies employed by your team and your organization.
  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 or rules that are too complex is that remembering them can be difficult. If we are to maximize performance, it is essential to employ just enough rules to afford autonomy, while at the same time avoiding chaos.
  9. 9. Ag ile XP Sc rum K anb an
  10. 10. P roc ess ve me nt Impro 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 lity Ind 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 people may never be able to match the achievements of one genius, no matter how much time they have.”
  13. 13. One of the most important skills of highly effective people is their ability to allocate a sizable portion of their personal bandwidth to collaboration.
  14. 14. “When building a team, aim for the quality of people, not quantity.”
  15. 15. “The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” —Babe Ruth
  16. 16. Av oid ing Irving Janis,1972 ink pth A collective mindset that is manifested G 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 between strong individual talents and team-centric collaboration, and to ensure that people always feel empowered to speak out.
  18. 18. Team players understand that their individual contributions are vital to the team’s success. They also know that they alone could not achieve the same level of success without the rest of the team.
  19. 19. Trust Resp ect and 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 on D 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 lity Tr ust an When trust is present, things move faster, and costs are lower. Lack of Trust => Bureocracy => Time => Cost
  22. 22. theWord Spread 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 Measure Failures or poor performance due to excessive bureaucracy Use just enough rules Lack of faith in people’s abilities Employ top talent Lack of teamwork or excessive egos Put the team first Lack of enthusiasm, motivation, or follow-through Commit with passion Sense of being ignored or failing to respond Listen for change Lack of initiative Lead on demand Suspicions of poor management, fraud, or corruption Act transparently Conflicting efforts Make contributions count Poor efficiency, waste Reduce friction Inability to deliver on time or lack of communication Maintain momentum Constant breakdowns, defects, errors, low productivity Stay healthy Lack of innovation or creativity Exchange ideas Lack 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 the team and helps its members execute even when 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 your passion can inspire others, including your customers and partners.
  27. 27. Feedback as a result of our actions Observation Relevant data from collaborators we work with Relevant data from consumers we work for Relevant data from competitors we work against All other data relating to a specific situation
  28. 28. ser vat ion Ob Observing is the act of acquiring data through various inputs or senses. Uncompromised observation begins with expanding one’s field of view and being open to everything that is going on.
  29. 29. wa ren ess sona lA Per Observing your own actions.
  30. 30. ren ess wa the actions of collaborators with Tea m a observing whom you work.
  31. 31. gr ees of De Lis ten ing 1. Ignoring 2. Pretend listening (patronizing) 3. Selective listening 4. Attentive listening 5. 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 a lot of data is saturation. It’s important to know how to filter the useful information from noise.
  33. 33. Metrics “Not everything that counts can be counted, and not everything that can be counted counts.” —Albert Einstein In business, metrics such as key performance indicators (KPIs) are used to keep score. When used effectively and appropriately, they are an essential 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 itived cogn 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 Bias One of the most dangerous tendencies that we all have is the proclivity to see what we want to see.
  36. 36. Disconfirmation Bias Avoid or discount information that contradicts our preconceptions.
  37. 37. isso na nce itived c 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 box when people talk about To even begin that process, you thinking outside the box, they must understand that everyone’s are referring to the process of box is different and is bounded approaching a problem with by their experiences, including a different perspective. their biases.
  39. 39. De ma nd L 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 identify change and then react to it individually or as part of a coordinated response.
  41. 41. When leaders straitjacket people with restrictive command and reporting structures, they inhibit creativity and agility and limit their organization’s ability to respond to change. The path to success lies in rol giving up control. gh Co nt ust En ou J
  42. 42. Read th e Book!
  43. 43. Thanks! Obrigado @andrefaria http://blog.andrefaria.com http://blog.bluesoft.com.br

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