Management 3.0 : les mérites

www.management30.com
CARA Night Lyon 2013
version 1.00

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Agile Transition Coach
Alexandre Cuva
• Agile Transition Coach, Scrum Master, Product Owner
• Management 3.0 & Certified Scrum Developer Trainer
• Event speaker
• Hermes Swiss Project Team Professional
• ITIL V3

“I coach teams and organization to become highly productive.”

E mail : alexandre.cuva@gmail.com
http://www.slideshare.net/GToronto

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Is this possible?

shareholders / customers /
owners users

employees / workers

suppliers / partners
CARA Night Lyon 2013 communities / society
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Source from Ken Lum 5

For thousand years, we were ruled from a
Central Authority

CARA Hue, Lyon 2013
Night ancient Vietnam imperial palace : http://www.travelloops.com
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Self organization is the
default behavior
in complex adaptive systems

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Ho Chi Minh City is a is a complex adaptive system
(CAS), because it consists of parts (people) that form a
system (city), which shows complex behavior while it
keeps adapting to a changing environment.

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A team is a Complex Adaptive System (CAD)

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Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/

Managers are ordinary people with special power

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Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/

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The Seven Levels of Authority
1. Tell: make decision as the manager

2. Sell: convince people about decision

3. Consult: get input from team before
decision

4. Agree: make decision together with team

5. Advise: influence decision made by the
team

6. Inquire: ask feedback after decision by
CARA Night Lyon 2013 team
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Managers are like leaders, they defines constraints, the
employees defines the rules

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Managers need to share their objectives

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Teams need to have an identity to identify their self

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Managers need to found way so they employees learn

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Le management est trop important pour être laissé
uniquement aux Managers

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Dynamiser les personnes par le
MERITES

© Jurgen Appelo  version 2.00  management30.com

Dynamiser les personnes
Les personnes sont les plus importantes parties
d’une organisation et les gestionnaires doivent faire
tout leur possible pour garder les individus actifs,
créatifs et motivés.

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Motivation Extrinsèque

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2001 ENRON ....
Et il y en a eu d’autre après

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it may come as a shock to many
to learn that a large and
growing body of evidence
suggests that in many
circumstances, paying for
results can actually make people
perform badly, and that the more
you pay, the worse they perform.
NIC Fleming “The bonus
Myth”

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Motivation Intrinsèque

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Maslow Model (1950)

Abraham Maslow

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Revenues

Payer le travail d’une
personne sans la démotiver
est la tâche la plus ardu d’un
manager

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Revenues =
La question est comment
savoir le vrai revenue d’un
Salaire + Extra
employé?

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Le Système des bonus

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Bonus ?

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Les 6 règles des primes

Ne pas promettre De petit bonus quand Des primes en continu
une prime à l’avance ils sont anticipé (Mc Crimmon,
(Pink, Drive) (Flemming) Celebrating Success)

1 2 3
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Récompenser en public Des bonus sur le comportement Des primes par les pairs,
pas en privé pas sur le résultat et non pas par les supérieures
(Alberg, Celebrate Success) (Fleming) (Tynan, Reward Employees)

4 5 6
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Kudo Box

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Money is only advised as a reward when you need to
motivate people to do an uninteresting or repetitive
job. And even in the case of creative work it’s ok
for rewards to cost a little bit of money, as long as
you don’t overdo it.

Pink, Drive

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Un Système aux mérites

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• Ne pas promettre une prime à l’avance

• De petit bonus quand ils sont anticipé

• Des primes en continu

• Récompenser en public

• Des bonus sur le comportement pas sur le résultat

• Des primes par les pairs, et non pas par les
supérieures
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Et demain
1. Créer d’abord un environnement propice à ce
changement.
2. Définissez la part du revenue impliqué
3. Choisissez le jeux, les pièces…
4. Ayez l’aval de vos supérieures et faites le avec
des volontaires
5. Evaluez la période de test avec vos supérieures
avant de l’appliquer en vrai
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Référence
• Ariely, Dan. predictably irrational: the Hidden Forces that Shape our Decisions. new york: Harper
perennial, 2010. print.
• Bogsnes, Bjarte. implementing Beyond Budgeting: unlocking the performance potential. Hoboken, n.J: John
Wiley & Sons, 2009. print.
• Bomann, nikolaj. “Bonus Schemes Should Be Handled with care” <http://bit.ly/roavfl> pointbeing.net, 27
June 2009. Web 3 January 2013.
• Boyd, e.D. “at ign, employees use a “Viral pay” System to Determine each other’s Bonuses”
<http://bit.ly/11q83g7> Fast company, 16 December 2011. Web 3 January 2013.
• Fleming, nic. “the Bonus myth: How paying for results can Backfire” <http://bit.ly/fk7uXJ> newScientist,
12 april 2011. Web 3 January 2013.
• Haidt, Jonathan. the Happiness Hypothesis: Finding modern truth in ancient Wisdom. new york: Basic
Books, 2006. print.
• Kohn, alfie. punished by rewards: the trouble with gold Stars, incentive plans, a’s, praise, and other Bribes.
Boston, mass: Houghton mifflin co, 1999. print.
• Markowitz, eric. “3 Weird, game changing Ways to make employees Happy” <http://bit.ly/Jqa1fj> inc.com,
11 may 2012. Web 3 January 2013.
• Pink, Daniel. Drive: the Surprising truth about What motivates us. new york, ny: riverhead Books, 2009.
print.
• Spolsky, Joel. “incentive pay considered Harmful” <http://bit.ly/11q4czh> Joel on Software, 3 april 2000.
Web 3 January 2013.

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