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![Complexity theory is about change
Complexity theory is […] about the
dynamics of change in a system.
– Irene Sanders
The Interaction of Complexity and Management](https://image.slidesharecdn.com/management3-0overview-120918005951-phpapp02/85/Management-3-0-overview-9-320.jpg)
![People and relationships
[…] a new theory of business that places
people and relationships into dramatic relief.
– Roger Lewin, Birute Regine
The Interaction of Complexity and Management](https://image.slidesharecdn.com/management3-0overview-120918005951-phpapp02/85/Management-3-0-overview-10-320.jpg)
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Management 3.0 overview
Management 3.0 emphasizes the importance of human behavior and relationships in management, advocating for a model that adapts to changing environments while enhancing team morale and productivity. It introduces the concept of complexity theory in organizations, suggesting the use of diverse models to address dynamic challenges and promote intrinsic motivation among individuals. The document outlines various motivational theories and frameworks for competency development, emphasizing the need for continuous adaptation and empowerment in management practices.
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Management 3.0 overview
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- 2. Alexandre Cuva Email : Organizational Coaching alexandre.cuva@altran.com (Management 3.0, Scrum) Twitter: @cuvaalex Team Coaching Blog: http://agile- alexcuva.blogspot.com/ (Scrum, XP, Kanban) Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)
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- 4. 1. Managing ChangingPriorities 2. Improved Project Visibility 3. Improved Team Morale 4. Accelerated Time to Market 5. Increased Productivity 6. Enhanced Software Quality 7. Simplified Development Process 8. Reduced Risk http://www.versionone.com/state_of_agile_development_survey/10/
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- 6. Management is abouthuman beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. This is what organization is all about, and it is the reason that management is the critical, determining factor.” - Peter F. Drucker, Management Rev. Ed.
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- 8. A team isa complex adaptive system (CAS), because it consists of parts (people) that form a system (team), and the system shows complex behavior while it keeps adapting to a changing environment.
- 9. Complexity theory isabout change Complexity theory is […] about the dynamics of change in a system. – Irene Sanders The Interaction of Complexity and Management
- 10. People and relationships […] a new theory of business that places people and relationships into dramatic relief. – Roger Lewin, Birute Regine The Interaction of Complexity and Management
- 11. Use a diversityof models Complexity itself is anti-methodology. It is against "one size fits all." – Tom Petzinger The Interaction of Complexity and Management Multiple weak models can make just as much sense as one strong model.
- 12. Anticipate, adapt, experiment Anticipation Lookingforward, proactive, imagining improvement Adaptation Looking backward, reactive, responding to change Experimentation Trying things out, exploration, experience feedback
- 13. Assume subjectivity andreflexivity The observer influences the system, and the system influences the observer. The people form the culture, and the culture forms the people.
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- 15. Extrinsic Motivation Desire toachieve goal G Reward result R Assuming R leads to G Problems with non-linear effects
- 16. Intrinsic Motivation Desire toachieve goal G Where G is its own reward No non-linear effects
- 17. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic Desires Order Or stable environments That Motivate Our Actions and Define Our Vengeance The need to strike back Personalities. City: Berkley Trade, 2002
- 18. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic Desires Order Or stable environments That Motivate Our Actions and Define Our Vengeance The need to strike back Personalities. City: Berkley Trade, 2002
- 19. “16 Basic Desires” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
- 20. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Competence The need to feel capable Autonomy The need to choose one’s own actions Relatedness The need to be socially involved Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
- 21. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
- 22. 10 Intrinsic Desires Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable
- 23. “Drive” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism / Purpose The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
- 24. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
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- 28. B = f(P,E) Behavior is a function of an individual’s personality and his/her environment. - Kurt Lewin
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- 30. Empowerment is implementing distributed controlby delegating authority
- 31. The Seven Levelsof 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 team 7. Delegate: no influence, let team work it out
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- 34. Do not allowindividual stakeholder goals to replace extrinsic and emergent goals
- 35. Remember to communicateyour goals
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- 37. Three maturity levels(for skill) Shu traditional wisdom, learning fundamentals (apprentice) Ha detachment, breaking with tradition (journeyman) Ri transcendence, everything is natural (master) (last column: three similar levels in medieval European guild system) Note: the Dreyfus Model lists five levels of skill acquisition: Beginner, Advanced Beginner, Competent, Proficient, Expert http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
- 38. Competence = maturityin 2 dimensions
- 39. 7 Approaches tocompetency development 1. Self-Development 2. Coaching & Mentoring 3. Training & Certification 4. Culture & Socialization 5. Tools & Infrastructure 6. Supervision & Control 7. Management
- 40. 3 Principles forgood KPI’s / metrics 1. The KPI relates to a stakeholder’s purpose 2. The KPI helps improve an aspect of the system 3. The KPI is part of the work of those who are interested in it Examples: What about velocity? What about bug count?
- 41. Organization Community Employee Customer Manager Supplier perspective Team dimension 6. 4. 2. 5. 3. 1. 7. 1. Time 2. Tools 3. People 4. Value 5. Functionality 6. Quality 7. Process It’s like a balanced scorecard, but 2-dimensional
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- 43. Scale-invariant networks (fractals) Bestcommunication across all scales http://gut.bmj.com/content/57/7.cover-expansion
- 44. Value units System administrators GUIdesigners Project Mgt Office Community of Practice Delivering value to others Center of Excellence Human Resources ...
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- 51. The Interactions Adoption Curvemodel Rogers http://en.wikipedia.org/wiki/Diffusion_of_innovations
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- 54. The Management 3.0model Six organizational views based on complexity thinking
- 55. Alexandre Cuva Email : Organizational Coaching alexandre.cuva@altran.com (Management 3.0, Scrum) Twitter: @cuvaalex Team Coaching Blog: http://agile- alexcuva.blogspot.com/ (Scrum, XP, Kanban) Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)
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