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Empower Teams<br />© Jurgen Appelo version 0.99 management30.com<br />

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story<br />

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Management 3.0<br />

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View #2: Empower Teams<br />Teams can self-organize, and this requires empowerment, authorization, and trust from management.<br />

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Agile software development works because of<br />self-organizing teams<br />

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management<br />self-organization<br />self-organizationis often complex, not chaotic<br />Sometimes it needs a littlemanagement<br />

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Managers are like gardeners<br />They let self-organization (anarchy) do useful work<br />while steering the system toward valuable results<br />

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But HOWdo we grow<br />a valuable self-organizing system?<br />

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Well, NOTby putting a<br />control center on top of a living system<br />

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Distributed being<br />A complex system is more than the sum of its parts, and the “extra” stuff is distributed over the system. It cannot be attributed to any single authoritative part. <br />Control from the bottom up<br />In a complex system, everything happens at once, and problems ignore any central authority. Therefore overall governance must be spread among all the parts.<br />Kelly, Kevin. Out of Control.<br />Boston: Addison-Wesley, 1994, page 469<br />

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Authorization<br />

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We distribute authorization with...<br />Empowerment<br />Yes, there is that<br />buzzword again...<br />

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Empowerment<br />is implementing distributed control by delegating authority<br />

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Delegation<br />“Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.”<br />http://en.wikipedia.org/wiki/Delegation<br />

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Managers empower people,and distribute control,to prevent the system itselffrom breaking down.<br />

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Question:<br />Does handing over power to others make you<br />powerless?<br />

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Answer: NO<br />Non-Zero-Sum<br />Zero-Sum<br />Free markets<br />Social networks<br />Teamwork<br />…<br />We all win!<br />Football<br />Elections<br />Judiciary<br />…<br />I win and you lose<br />http://en.wikipedia.org/wiki/Zero-sum<br />

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Non-Zero-Sum<br />Powerful teams make their managers more powerful.<br />

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Trust your people(communicate this clearly)<br />

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2) Earn trust from your people(consistent behavior)<br />

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Help people to trust each other(mingle, don’t meddle)<br />

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4) Trust yourself(stay true to your own values)<br />

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The four types of trust<br />

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Techniques for delegation<br />

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Key Decision Areas<br />Make explicit list with“areas of authorization”<br />Prepare project schedules<br />Select key technologies<br />Set documentation standards<br />Etc…<br />People should not walk into“invisible electric fences”<br />Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.<br />

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Key Decision Areas<br />However…<br />Authorization per key decision area is not a “binary” thing<br />Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.<br />

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Situational Leadership<br />Four different “leadership styles”<br />Telling<br />Selling<br />Participating<br />Delegation<br />Work your way to level 4<br />http://en.wikipedia.org/wiki/Situational_leadership_theory<br />

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Situational Leadership<br />However…<br />It might be good to distinguish between informing people (push your opinion) vs. consulting them (pull their opinions)<br />

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RACI Matrix<br />Involvement depends on tasks<br />Responsible<br />Accountable<br />Consulted<br />Informed<br />Make explicit what people can expect from whom<br />http://en.wikipedia.org/wiki/Responsibility_assignment_matrix<br />

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RACI Matrix<br />However…<br />Key decision areas are better than tasks, and there should be no separation of accountable versus responsible in Agile teams<br />

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We will now mergethe ideas behind the previous examples...<br />

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The Seven Levels of Authority<br />Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before decision<br />Agree: make decision together with team<br />Advise: influence decision made by the team<br />Inquire: ask feedback after decision by team<br />Delegate: no influence, let team work it out<br />

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Relocate to other office building<br />Replace waterfall with Scrum<br />Select new team members<br />Choose logo for business unit<br />Select architecture or component<br />Sprint length and deliveries<br />Coding guidelines and pairing<br />EXAMPLE<br />

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The optimal level of authority depends on people’s competenceand the organizational impactof decisions<br />

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Authority Boards<br />

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Seven Levels of Authority<br />

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Key Decision Areas<br />

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teams or people<br />

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flow from left to right<br />

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Authority boards are<br />controlled by the manager<br />

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Treat delegation as an<br />investment<br />

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The ultimate goal is a<br />self-directed team<br />(but usually not attainable)<br />

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Game: Delegation Poker<br />Find Delegation Poker Cards, and Delegation Poker Stories<br />One person picks a story and reads it out loudOR tell a story from personal experience<br />Everyone choose (privately) one of the 7 cards<br />After everyone has decided, show all cards<br />Everyone earn points except the highest minority(see examples…)<br />

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Game: Delegation Poker<br />Keep track of the points people earned (optional)<br />Let both highest and lowest motivate their choices<br />Play it again for the same topic (optional)<br />30 minutes<br />

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Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before decision<br />Agree: make decision together with team<br />Advise: influence decision made by the team<br />Inquire: ask feedback after decision by team<br />Delegate: no influence, let team work it out<br />

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Debrief<br />

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Challenges<br />

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Practices<br />

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Feedback<br />