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Kaizen to Karōshi - Sustainable Pace and Performance in Teams

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Agile folk love notions borrowed from Japanese manufacturing, like Kaizen, ‘continuous improvement’. From the perspective of teams expected to transform, continuous may also mean relentless, ceaseless, unsustainable.

Overplayed principles and constant collaboration can make it hard to find space to think and recharge. Coaches gaze deep into our souls, retros wring us for insight and apps ruthlessly interrupt our flow.

Despite best intentions, agile methods are just as likely - perhaps more likely - to lead to withdrawal and burnout. Taken to the extreme, the Japanese have a term; Karōshi, 'overwork death'.

Published in: Leadership & Management
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Kaizen to Karōshi - Sustainable Pace and Performance in Teams

  1. 1. Kaizen to Karōshi - sustainable pace and performance in teams John Clapham Agile folk love notions borrowed from Japanese manufacturing, like Kaizen, ‘continuous improvement’. From the perspective of teams expected to transform, continuous may also mean relentless, ceaseless, unsustainable. Overplayed principles and constant collaboration can make it hard to find space to think and recharge. Coaches gaze deep into our souls, retros wring us for insight and apps ruthlessly interrupt our flow. Despite best intentions, agile methods are just as likely - perhaps more likely - to lead to withdrawal and burnout. Taken to the extreme, the Japanese have a term; Karōshi, 'overwork death'.
  2. 2. John Clapham @JohnC_Bristol Cotelic Independent Agile Coach Kaizen to Karōshi - Sustainable pace and performance in teams www.cotelic.co.uk
  3. 3. https://www.flickr.com/photos/o_0/10863254944/
  4. 4. “It is too much. I have not slept for two days, have a client meeting tomorrow morning, have to complete a presentation, my VP is annoyed and I am working alone in my office”
  5. 5. “My professional activity is the primary cause. It has crushed me and engulfed me to the point where I can no longer see any escape” “It is too much. I have not slept for two days, have a client meeting tomorrow morning, have to complete a presentation, my VP is annoyed and I am working alone in my office”
  6. 6. “Must get the figures ready. Manager’s on my back. Need to perform better to get promoted”
  7. 7. “Go Live Or Die Trying….”
  8. 8. “Go Live Or Die Trying….”
  9. 9. @ColdClimate
  10. 10. Ben Chun https://www.flickr.com/photos/benchun/209730452/ What is Burnout?
  11. 11. http://aubreydaniels.com/discretionary-effort
  12. 12. "A psychological syndrome of emotional exhaustion, depersonalisation, and reduced personal accomplishment..."
  13. 13. "A psychological syndrome of emotional exhaustion, depersonalisation, and reduced personal accomplishment...as emotional resources are depleted workers feel they are no longer able to give themselves at psychological level " - Christina Maslach
  14. 14. "Burnout really is a response to stress. It's a response to frustration. It's a response to a demand that an individual may make upon themselves in terms of a requirement for perfectionism or drive.” - Herbert J. Freudenberger
  15. 15. (ARCHIVED RECORDING) HERBERT FREUDENBERGER: I don't know how to have fun. I don't know how to be readily joyful.
  16. 16. The burndown to burnout...
  17. 17. Excessive Ambition
  18. 18. Excessive Ambition Working harder
  19. 19. Excessive Ambition Working harder Neglecting personal needs
  20. 20. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict
  21. 21. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values
  22. 22. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems
  23. 23. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal
  24. 24. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal Behavior changes
  25. 25. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal Behavior changes Depersonalisation
  26. 26. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal Behavior changes Depersonalisation Inner emptiness
  27. 27. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal Behavior changes Depersonalisation Inner emptiness Depression
  28. 28. Excessive Ambition Working harder Neglecting personal needs Displacement of Conflict Revision of values Denial of problems Social Withdrawal Behavior changes Depersonalisation Inner emptiness Depression Collapse.
  29. 29. Primary Causes
  30. 30. - Mismatch of job and person Primary Causes
  31. 31. - Mismatch of job and person - Absence of fairness Primary Causes
  32. 32. - Mismatch of job and person - Absence of fairness - Value Conflicts Primary Causes
  33. 33. Is Agile Susceptible?
  34. 34. Let’s talk about roles...
  35. 35. ? The Product Owner Is...
  36. 36. The Product Owner is the member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog...
  37. 37. The Product Owner is the member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog…to streamline the execution of program priorities...
  38. 38. The Product Owner is the member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog…to streamline the execution of program priorities...while maintaining conceptual and technical integrity of the Features or components for the team.
  39. 39. Role Stressors
  40. 40. - Inter-role Conflict Role Stressors
  41. 41. - Inter-role Conflict - Intra-role Conflict Role Stressors
  42. 42. - Inter-role Conflict - Intra-role Conflict - Person-role Conflict Role Stressors
  43. 43. - Inter-role Conflict - Intra-role Conflict - Person-role Conflict - Role Strain Role Stressors
  44. 44. Sustainable Pace?
  45. 45. PRESSURE?
  46. 46. What can we do??
  47. 47. Fix the org. Not the person.
  48. 48. “Corporate send them to me to either make ‘em or break ‘em. Obviously he wasn’t made of the right stuff, so I broke him!”
  49. 49. Fix the org. Not the person. 1. Sustainable Workload Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  50. 50. Fix the org. Not the person. 1. Sustainable Workload 2. Choice and Control Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  51. 51. Fix the org. Not the person. 1. Sustainable Workload 2. Choice and Control 3. Recognition and Reward Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  52. 52. Fix the org. Not the person. 1. Sustainable Workload 2. Choice and Control 3. Recognition and Reward 4. Supportive Community Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  53. 53. Fix the org. Not the person. 1. Sustainable Workload 2. Choice and Control 3. Recognition and Reward 4. Supportive Community 5. Fairness, Respect and Social Justice Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  54. 54. Fix the org. Not the person. 1. Sustainable Workload 2. Choice and Control 3. Recognition and Reward 4. Supportive Community 5. Fairness, Respect and Social Justice 6. Clear Values and Meaningful Work Simon Syon - https://www.flickr.com/photos/simon__syon/12944458005/
  55. 55. http://www.mindgarden.com/117-maslach-burnout-inventory - MBI-Human Services Survey - MBI-Human Services Survey for Medical Personnel - MBI-Educators Survey - MBI-General Survey for Students - MBI-General Survey
  56. 56. https://www.mindtools.com/pages/article/newTCS_08.htm
  57. 57. A Roles & Responsibilities Game What are you doing now? What should you be doing now?
  58. 58. A Roles & Responsibilities Game What are you doing now? What should you be doing now? Actual tasks, challenges
  59. 59. Should I be doing that? Definitely Not Ever.Sometimes Maybe
  60. 60. Definitely Not Ever.Sometimes Maybe Should I be doing that?
  61. 61. Definitely Not Ever.Sometimes Maybe Should I be doing that?
  62. 62. Definitely Not Ever.Sometimes Maybe Should I be doing that?
  63. 63. Definitely Not Ever.Sometimes Maybe Should I be doing that?
  64. 64. Who should do that? Role A Role B
  65. 65. Who should do that? Role A Role B
  66. 66. Avoiding Common role relationship patterns Role A Role B
  67. 67. Avoiding Complementing Common role relationship patterns
  68. 68. Avoiding Complementing Intruding Common role relationship patterns
  69. 69. Avoiding Complementing Intruding Invading Common role relationship patterns
  70. 70. The Oxygen Mask Principle - from ‘Coaching a tired team’ by Anna Obukhova
  71. 71. Fix the org. Not the person.
  72. 72. Fix the org. Not the person. Develop
  73. 73. “The mind is its own place, and in itself can make a heaven of hell, a hell of heaven...” - John Milton
  74. 74. Manage your energy, not your time
  75. 75. “We think, mistakenly, that success is the result of the amount of time we put in at work, instead of the quality of time we put in.” - Arianna Huffington
  76. 76. - Physical Energy - Emotional Energy - Mental Energy - Spiritual Energy ...the need to balance
  77. 77. Under high pressure, or risk of burnout folk need a different leadership style..
  78. 78. Reflections https://www.flickr.com/photos/wing-mui/17236656
  79. 79. Burnout is product of our environment, and our perception of it.
  80. 80. In agile environments, different things grow... Ciat - https://www.flickr.com/photos/ciat/4525961947/
  81. 81. It’s all about balance... Aikawa Ke - https://www.flickr.com/photos/ajay13/15012706290/
  82. 82. Balance, Burnout and the Search for Centre -Emily Bremner
  83. 83. “I’m not saying it will be easy - but it will be worth it” Emily Bremner @ekbremner Balance, Burnout and the Search for Centre
  84. 84. John Clapham @JohnC_Bristol Cotelic www.cotelic.co.u k Thanks!

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