Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016
•
2 likes•2,129 views
The document discusses new approaches to management that focus on building meaning, innovating management styles, accelerating learning, running experiments, embracing playfulness, nurturing happiness, and managing systems. It provides examples of how companies document their core values and culture through handbooks. It also discusses different levels of delegation and how the culture of an organization is shaped by the behaviors leaders are willing to amplify or tolerate. Celebration is discussed in the context of a "celebration grid" that analyzes whether to celebrate success, failure, learning or practices based on outcomes. The document advocates for using both hierarchical and network structures in an organization to effectively balance creativity and efficiency.
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (9)
Similar to Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016
Similar to Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016 (20)
More from Agile Greece
More from Agile Greece (6)
Recently uploaded
Recently uploaded (20)
Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016
- 3. Most managers have no clue how to work with people
- 4. Managers drive the business like a machine
- 11. Photo credits, with permission: Jurgen Appelo
- 17. Run experiments
- 27. Run experiments
- 31. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
- 32. Core Competencies, ROI, bla bla bla, etc. • Build for meaning • Innovate management • Accelerate learning • Run experiments • Embrace playfulness • Nurture happiness • Manage the system (something going up)
- 45. The word management is derived from the Italian word maneggiare, which means handling horses.
- 46. Giving and Taking Control Quite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
- 47. Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in finding the right balance.
- 48. 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
- 49. 2. Sell You make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
- 50. 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
- 51. 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
- 52. 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
- 53. 6. Inquire You first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
- 54. 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
- 55. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
- 56. A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.
- 60. Photos: © 2015 Jürgen Dittmar
- 67. Handbooks / Culture Books In some companies, employees document espoused values and culture with a book or video. Values
- 68. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
- 69. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
- 70. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
- 71. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
- 72. Comparing documented values with stories of actual behaviors helps you reinforce and redefine the culture, iteratively.
- 73. Many organizations hold a yearly company-wide values day where everybody is invited […] to revisit the organization’s purpose, values, and ground rules and inquire how they […] live up to them. - Frédéric Laloux, Reinventing Organizations Values Day
- 74. The culture of any organization is shaped by the worst behavior the leader is willing to tolerate. - Gruenter and Whitaker (source unknown)
- 75. The culture of any organization is shaped by the best behavior the leader is willing to amplify.
- 78. A
- 79. A B
- 80. A B C
- 81. 100 100 100 100
- 85. 75 90 125 110
- 86. 200 195 235 170
- 87. 320 315 305 260
- 91. 320 315 305 260 € 787 € 650 € 763 € 800
- 94. When is it payout time?
- 95. Yay!
- 98. Should we celebrate failure? Or should we celebrate success?
- 99. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 100. Good practices usually lead to success. That’s why we have them. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 101. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE Though sometimes, good practices can fail.
- 102. We avoid mistakes (bad practices) because they often lead to failure. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 103. Though sometimes, mistakes surprise us with unexpected success. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 104. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE We run experiments when we don’t know if we will succeed.
- 105. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE With all experiments, there is a good chance of failing.
- 106. Learning is optimal when we have a 50/50 chance of succeeding. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 107. We don’t learn anything when we just repeat good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 108. We also don’t learn anything when we repeat the same mistakes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 109. We do learn when good practices fail, though it doesn’t happen often. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 110. And we learn when mistakes are successful, which is also rare. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 111. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 112. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 113. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 114. Networks are great at running experiments and exploring opportunities. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 115. Hierarchies are good at repeating practices and exploiting successes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 116. Hierarchies are also good at repeating the same mistakes. ;-) MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 117. Healthy organizations make use of both networks and hierarchies. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 118. They use networks for creativity, innovation and effectivity. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 119. They use hierarchies for quality, predictability and efficiency. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 120. It is important to celebrate successes, with a focus on good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 121. And it is important to celebrate learning, in safe environments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 127. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
- 128. m30.me/happiness
- 130. m30.me/happiness