A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
Economic Uncertainty by RAM CHARAN Book summaryDr. N. Asokan
The document discusses the challenges of leadership during economic uncertainty and volatility. It provides advice for CEOs and other leaders on how to manage their companies during difficult times. Some of the key points made include:
1) Leaders must make bold changes, including cutting costs and raising cash, to prepare their companies for potential worst-case scenarios. They need to continuously monitor the situation and be willing to change strategies quickly.
2) CEOs should communicate frequently with employees, be highly involved in operations, and make decisions with speed. They must also inspire confidence during uncertain times.
3) Financial managers must focus intensely on cash generation and conservation. All parts of the company need to work together towards this goal of cutting
The document discusses problem solving and decision making. It begins with icebreakers and defining the objectives of understanding problem solving and decision making models. It then asks participants to define problem solving and decision making in one sentence each. Several problem solving methods and skills are discussed, including understanding the problem, planning solutions, gathering information, selecting solutions, and reflecting on the process. Decision making is defined as choosing a course of action and considering its consequences. The document provides examples of problem solving activities and discusses gathering quantitative and qualitative information from primary and secondary sources.
Based largely on S. Spears and Pascal Dennis previously published works dealing with Silo Management and characteristics of high performance organizations. The premise of the presentation is that the one helps prevent the other.
The document discusses thinking preferences and how they relate to safety professionals. It introduces the idea that individuals have preferences for different modes of thinking (blue/logical, green/organized, red/empathetic, yellow/creative) based on both nature and nurture. These preferences influence how people function, think, communicate and lead. The document then discusses how understanding one's own thinking preferences and those of stakeholders can help safety professionals be more effective by allowing them to communicate and work with others in meaningful ways, understand their own strengths and limitations, and develop their skills to address needs in all areas of thinking. Developing whole brain awareness requires commitment but allows safety managers to get better results.
Problem solving and decision making involve recognizing issues, determining solutions, and selecting courses of action. The process includes defining problems, gathering information, developing alternatives, weighing options, choosing the best solution, implementing it, and monitoring progress. It is both an individual and group process, with groups offering more perspectives to creatively solve problems and make decisions through preparation, idea generation, incubation, and evaluation.
- Overload can lead managers to attribute performance problems to individuals rather than systems, resulting in interventions like increased pressure and oversight that exacerbate overload in the long run. Addressing overload requires managing capacity, managing worse-before-better improvements, changing habits around problems, and having a clear strategy.
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
Economic Uncertainty by RAM CHARAN Book summaryDr. N. Asokan
The document discusses the challenges of leadership during economic uncertainty and volatility. It provides advice for CEOs and other leaders on how to manage their companies during difficult times. Some of the key points made include:
1) Leaders must make bold changes, including cutting costs and raising cash, to prepare their companies for potential worst-case scenarios. They need to continuously monitor the situation and be willing to change strategies quickly.
2) CEOs should communicate frequently with employees, be highly involved in operations, and make decisions with speed. They must also inspire confidence during uncertain times.
3) Financial managers must focus intensely on cash generation and conservation. All parts of the company need to work together towards this goal of cutting
The document discusses problem solving and decision making. It begins with icebreakers and defining the objectives of understanding problem solving and decision making models. It then asks participants to define problem solving and decision making in one sentence each. Several problem solving methods and skills are discussed, including understanding the problem, planning solutions, gathering information, selecting solutions, and reflecting on the process. Decision making is defined as choosing a course of action and considering its consequences. The document provides examples of problem solving activities and discusses gathering quantitative and qualitative information from primary and secondary sources.
Based largely on S. Spears and Pascal Dennis previously published works dealing with Silo Management and characteristics of high performance organizations. The premise of the presentation is that the one helps prevent the other.
The document discusses thinking preferences and how they relate to safety professionals. It introduces the idea that individuals have preferences for different modes of thinking (blue/logical, green/organized, red/empathetic, yellow/creative) based on both nature and nurture. These preferences influence how people function, think, communicate and lead. The document then discusses how understanding one's own thinking preferences and those of stakeholders can help safety professionals be more effective by allowing them to communicate and work with others in meaningful ways, understand their own strengths and limitations, and develop their skills to address needs in all areas of thinking. Developing whole brain awareness requires commitment but allows safety managers to get better results.
Problem solving and decision making involve recognizing issues, determining solutions, and selecting courses of action. The process includes defining problems, gathering information, developing alternatives, weighing options, choosing the best solution, implementing it, and monitoring progress. It is both an individual and group process, with groups offering more perspectives to creatively solve problems and make decisions through preparation, idea generation, incubation, and evaluation.
- Overload can lead managers to attribute performance problems to individuals rather than systems, resulting in interventions like increased pressure and oversight that exacerbate overload in the long run. Addressing overload requires managing capacity, managing worse-before-better improvements, changing habits around problems, and having a clear strategy.
Don’t Let Missed Bugs Cause Mayhem in your Organization!Qualitest
This document discusses how cognitive biases can cause testers to miss bugs and provides strategies to overcome these biases. It explains that testers make judgments using both fast, intuitive System 1 thinking and slower, deliberate System 2 thinking. Common cognitive biases like representative bias, confirmation bias, and inattentional blindness are described as well as how they can influence testing. The document recommends techniques like exploratory testing to leverage more intuitive System 1 thinking and find bugs. It suggests test managers foster an environment where testers are comfortable using more subjective thinking and the QA profession shifts focus from requirements coverage to risk-based exploratory testing.
Royal Alberta Museum - Cynefin Framework and Polarity Management WorkshopAngie Tarasoff
The document describes a LEGO workshop used to demonstrate the Cynefin framework. It outlines four activities where participants build with LEGOs and then discuss their experiences. The activities increase in complexity from building structures with simple rules to more ambiguous scenarios. This is used to illustrate the different domains in the Cynefin framework - simple, complicated, complex, and chaotic. The document concludes by discussing how the Cynefin framework can be applied to understand contexts and respond appropriately, and provides resources for further information.
The document discusses a project team's decision making process for designing a 3D printed waterproof plastic box. It describes various decision making approaches the team could take, including leader-oriented, group techniques, and full participation. It also discusses potential advantages and disadvantages of group decision making, and how different analysis methods like the Nominal Group Technique, Delphi Technique, and consensus decision making could impact the outcome. The document also addresses how groupthink or group polarization could influence the team's decisions if not properly managed.
#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.
Using Problem Solving Skills To Get A JobGary Clement
The document provides an overview of problem solving skills and thinking differently, with the goal of helping unemployed professionals think in new ways to find jobs. It discusses critical vs creative thinking, systems thinking, statistical thinking, intuition, problem solving tools/methods, and lateral/intuitive thinking. Techniques for thinking differently include meditation, reconnecting with senses/intuition, analogies/metaphors, conversations/interviews, and learning something new. The document aims to get readers to open their minds to new ideas and think in ways outside their comfort zones.
Sometimes the most well-trodden paths are ruts, where the decision to not make waves or see an alternative can be destructive. Today, we look at the specific dangers from this groupthink phenomena.
-by Gerie Owen
Visit www.QualiTestGroup.com to learn more.
Homonoids, Tools and Methodologies – An Engineer’s Reality CheckAndreas Koschak
There seems to be a tendency in the interpretation of modern agile development methodologies that they can somehow compensate for the developers with all their attitudes, quirks and moods, or that they can be even used to drive structural changes in companies. How do human beings behave when they are confronted with such tools and processes? What about feedback loops and chaos?
Social Psychology can tell us a lot on the behavior of human beings in groups, a team of developers that have a common goal being a great example, especially if the members have different mind sets and the task is highly complex. Distributed teams and complex interfaces between parts of a system impose a lot of communication on all team members. Usually, companies try to improve the communication and workflow using a “proven” development methodology, the modern ones being more human centric than the older ones.
The result of such transitions is not always the one that was originally intended. Depending on the timing of the change and the project situation, companies can find themselves in a very problematic situation exactly when the development work is in the most critical phase.
We take a peek under the hood to discover the reality of group dynamics and feedback loops. We speak about cybernetic systems and chaos. As engineers, we look at the topic with a technical mind set and try to understand what moves the people and whether it is good to impose to them a completely new way of work. We will also consider ways to make such transitions easier and look at how timing can influence behavior.
This document discusses creativity from several perspectives including the creative person, process, product, and environment. It describes characteristics of creative individuals such as fluency, flexibility, and risk-taking. The creative process is explained as involving preparation, incubation, illumination, and verification. A creative product must be novel, meaningful, useful, and aesthetic. The creative environment should be stimulating, protective, and respect diverse ideas. Blocks to creativity like fear and conformity are also examined. Different learning and thinking styles are presented, as well as techniques to stimulate creativity like random word associations and morphological analysis.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
This document discusses various techniques for group decision making. It begins by defining group decision making as a process where multiple individuals collectively analyze problems, consider alternatives, and select solutions. It then describes several specific techniques: brainstorming, where groups generate ideas; nominal group technique, which structures participation to avoid domination; and the Delphi technique, where experts anonymously provide and refine responses over multiple rounds to reach consensus. The document provides details on how each technique is implemented and its advantages and disadvantages.
2011 dialogue the language of complex systems v.2herbisoj
The document outlines an agenda for a two-day workshop on navigating complex systems through dialogue. Day 1 introduces systems thinking and complexity paradigms, and explores how to apply systems thinking to complex challenges in healthcare. Participants will discuss an initial complex change challenge. Day 1 also covers an introduction to dialogue and reflection. Day 2 focuses on developing dialogue and inquiry skills, and using dialogue in pivotal conversations to move beyond siloed thinking. Participants will further discuss their change challenge and share plans for next steps. The overall goals are to understand complexity in healthcare leadership, strengthen collaboration through systems thinking and dialogue, and explore real challenges with practical solutions.
The document discusses team development and performance. It begins with defining the differences between good and poor teams, and what needs to happen for teams to develop well. Next, it examines the stages of team development using Tuckman's model and discusses factors that contribute to effective team building like clear goals, roles, and processes. The document concludes by outlining elements to consider when planning team building activities like evaluating outcomes, allowing sufficient time, and structuring exercises to facilitate reflection and growth.
1. The document summarizes a presentation about leadership in assessment and grading given at an education conference. It discusses big ideas around creating conditions to scale an assessment for learning agenda.
2. It explores the progression to a new paradigm in assessment focused on learning outcomes, quality, and improvement over quantity and anxiety. Implementation requires building teacher capacity through supports and monitoring progress.
3. Challenges to implementation include resistance to change, lack of time, and competing priorities. Addressing challenges requires respecting resistors, clear communication, and starting with minor changes that have impact. One school improved results by introducing new practices gradually with support.
The document discusses how to implement Agile practices for the long run. It emphasizes maintaining a constant pace through adapting team capacity like a school of fish. It also highlights building projects around motivated individuals by exposing team members to new perspectives through sub-teams and providing food for thought like recommended books and conferences. Finally, it discusses letting teams self-organize and grow over time through establishing trust.
This document discusses the use of devil's advocacy in strategic decision making. It begins by defining a devil's advocate as someone who critically argues against an original proposal to test its weaknesses. It then outlines the benefits of devil's advocacy in ensuring corporate strategies consider all perspectives and assumptions. The document provides examples of devil's advocacy being effectively used by John F. Kennedy during the Cuban Missile Crisis and British codebreakers in World War 2. Finally, it discusses different types of devil's advocacy and tips for its effective use, such as having multiple advocates and rotating the role to avoid negativity.
The document summarizes key points from a book about effective executives. It discusses that effectiveness can be learned by focusing on 5 areas: 1) Managing time effectively by eliminating time wasters, 2) Determining how to best contribute and maximize strengths, 3) Establishing priorities and focusing on the most important tasks, 4) Concentrating efforts on a few major areas that will produce outstanding results, and 5) Making effective decisions by considering alternatives and encouraging dissenting opinions. The overall message is that intelligence and knowledge alone do not determine effectiveness - it is a set of practices that executives can learn.
Tessa Mero gave a presentation on leading an open-source project. She discussed communicating effectively with the community, mentoring contributors to become future leaders, handling conflicts respectfully, and preventing burnout. Some of her key points included documenting processes transparently, assuming good faith in others until proven otherwise, and implementing major changes in small steps to avoid outrage. Her overall message was that positive leadership, clear communication, and respect for all people are important for a healthy open-source community.
No matter if you just have colleagues or organize people as a team lead or senior developer: There are some mechanics that apply to any mentally healthy human being and that have to be taken into consideration when you want to achieve good results as a team. This talk tries to give you a easy but valid introduction to some scientific findings about the nuts and bolts of brains and souls of the biggest investment your company probably has made: your teams.
This document provides information on decision making, time management, delegation, problem solving, conflict resolution, negotiation, and persuasion. It discusses that successful people are character driven rather than emotion driven and make principle-based decisions. It also outlines tips for managing time well through multitasking, prioritizing, and delegating tasks appropriately. Conflict resolution styles like avoidance, accommodation, competition, compromise, and collaboration are described. Effective negotiation involves resolving issues substantively while maintaining relationships.
Don’t Let Missed Bugs Cause Mayhem in your Organization!Qualitest
This document discusses how cognitive biases can cause testers to miss bugs and provides strategies to overcome these biases. It explains that testers make judgments using both fast, intuitive System 1 thinking and slower, deliberate System 2 thinking. Common cognitive biases like representative bias, confirmation bias, and inattentional blindness are described as well as how they can influence testing. The document recommends techniques like exploratory testing to leverage more intuitive System 1 thinking and find bugs. It suggests test managers foster an environment where testers are comfortable using more subjective thinking and the QA profession shifts focus from requirements coverage to risk-based exploratory testing.
Royal Alberta Museum - Cynefin Framework and Polarity Management WorkshopAngie Tarasoff
The document describes a LEGO workshop used to demonstrate the Cynefin framework. It outlines four activities where participants build with LEGOs and then discuss their experiences. The activities increase in complexity from building structures with simple rules to more ambiguous scenarios. This is used to illustrate the different domains in the Cynefin framework - simple, complicated, complex, and chaotic. The document concludes by discussing how the Cynefin framework can be applied to understand contexts and respond appropriately, and provides resources for further information.
The document discusses a project team's decision making process for designing a 3D printed waterproof plastic box. It describes various decision making approaches the team could take, including leader-oriented, group techniques, and full participation. It also discusses potential advantages and disadvantages of group decision making, and how different analysis methods like the Nominal Group Technique, Delphi Technique, and consensus decision making could impact the outcome. The document also addresses how groupthink or group polarization could influence the team's decisions if not properly managed.
#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.
Using Problem Solving Skills To Get A JobGary Clement
The document provides an overview of problem solving skills and thinking differently, with the goal of helping unemployed professionals think in new ways to find jobs. It discusses critical vs creative thinking, systems thinking, statistical thinking, intuition, problem solving tools/methods, and lateral/intuitive thinking. Techniques for thinking differently include meditation, reconnecting with senses/intuition, analogies/metaphors, conversations/interviews, and learning something new. The document aims to get readers to open their minds to new ideas and think in ways outside their comfort zones.
Sometimes the most well-trodden paths are ruts, where the decision to not make waves or see an alternative can be destructive. Today, we look at the specific dangers from this groupthink phenomena.
-by Gerie Owen
Visit www.QualiTestGroup.com to learn more.
Homonoids, Tools and Methodologies – An Engineer’s Reality CheckAndreas Koschak
There seems to be a tendency in the interpretation of modern agile development methodologies that they can somehow compensate for the developers with all their attitudes, quirks and moods, or that they can be even used to drive structural changes in companies. How do human beings behave when they are confronted with such tools and processes? What about feedback loops and chaos?
Social Psychology can tell us a lot on the behavior of human beings in groups, a team of developers that have a common goal being a great example, especially if the members have different mind sets and the task is highly complex. Distributed teams and complex interfaces between parts of a system impose a lot of communication on all team members. Usually, companies try to improve the communication and workflow using a “proven” development methodology, the modern ones being more human centric than the older ones.
The result of such transitions is not always the one that was originally intended. Depending on the timing of the change and the project situation, companies can find themselves in a very problematic situation exactly when the development work is in the most critical phase.
We take a peek under the hood to discover the reality of group dynamics and feedback loops. We speak about cybernetic systems and chaos. As engineers, we look at the topic with a technical mind set and try to understand what moves the people and whether it is good to impose to them a completely new way of work. We will also consider ways to make such transitions easier and look at how timing can influence behavior.
This document discusses creativity from several perspectives including the creative person, process, product, and environment. It describes characteristics of creative individuals such as fluency, flexibility, and risk-taking. The creative process is explained as involving preparation, incubation, illumination, and verification. A creative product must be novel, meaningful, useful, and aesthetic. The creative environment should be stimulating, protective, and respect diverse ideas. Blocks to creativity like fear and conformity are also examined. Different learning and thinking styles are presented, as well as techniques to stimulate creativity like random word associations and morphological analysis.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
Here are some key points to discuss regarding the change implications of moving from component teams to feature teams:
- Ex-functional managers and component managers may feel a loss of control and identity as their direct reports are redistributed to cross-functional teams. Their role needs to transition from managers to coaches/advisors.
- Specialists may feel anxious about broadening their skills beyond a single specialty. Teams will need to support specialists to gradually expand their capabilities over time.
- Communication patterns will change significantly. Component teams had well-defined interfaces, but feature teams will need to collaborate more openly. New norms around collaboration will need to be established.
- Technical decisions may become more decentralized. Feature teams will need guidance on balancing
This document discusses various techniques for group decision making. It begins by defining group decision making as a process where multiple individuals collectively analyze problems, consider alternatives, and select solutions. It then describes several specific techniques: brainstorming, where groups generate ideas; nominal group technique, which structures participation to avoid domination; and the Delphi technique, where experts anonymously provide and refine responses over multiple rounds to reach consensus. The document provides details on how each technique is implemented and its advantages and disadvantages.
2011 dialogue the language of complex systems v.2herbisoj
The document outlines an agenda for a two-day workshop on navigating complex systems through dialogue. Day 1 introduces systems thinking and complexity paradigms, and explores how to apply systems thinking to complex challenges in healthcare. Participants will discuss an initial complex change challenge. Day 1 also covers an introduction to dialogue and reflection. Day 2 focuses on developing dialogue and inquiry skills, and using dialogue in pivotal conversations to move beyond siloed thinking. Participants will further discuss their change challenge and share plans for next steps. The overall goals are to understand complexity in healthcare leadership, strengthen collaboration through systems thinking and dialogue, and explore real challenges with practical solutions.
The document discusses team development and performance. It begins with defining the differences between good and poor teams, and what needs to happen for teams to develop well. Next, it examines the stages of team development using Tuckman's model and discusses factors that contribute to effective team building like clear goals, roles, and processes. The document concludes by outlining elements to consider when planning team building activities like evaluating outcomes, allowing sufficient time, and structuring exercises to facilitate reflection and growth.
1. The document summarizes a presentation about leadership in assessment and grading given at an education conference. It discusses big ideas around creating conditions to scale an assessment for learning agenda.
2. It explores the progression to a new paradigm in assessment focused on learning outcomes, quality, and improvement over quantity and anxiety. Implementation requires building teacher capacity through supports and monitoring progress.
3. Challenges to implementation include resistance to change, lack of time, and competing priorities. Addressing challenges requires respecting resistors, clear communication, and starting with minor changes that have impact. One school improved results by introducing new practices gradually with support.
The document discusses how to implement Agile practices for the long run. It emphasizes maintaining a constant pace through adapting team capacity like a school of fish. It also highlights building projects around motivated individuals by exposing team members to new perspectives through sub-teams and providing food for thought like recommended books and conferences. Finally, it discusses letting teams self-organize and grow over time through establishing trust.
This document discusses the use of devil's advocacy in strategic decision making. It begins by defining a devil's advocate as someone who critically argues against an original proposal to test its weaknesses. It then outlines the benefits of devil's advocacy in ensuring corporate strategies consider all perspectives and assumptions. The document provides examples of devil's advocacy being effectively used by John F. Kennedy during the Cuban Missile Crisis and British codebreakers in World War 2. Finally, it discusses different types of devil's advocacy and tips for its effective use, such as having multiple advocates and rotating the role to avoid negativity.
The document summarizes key points from a book about effective executives. It discusses that effectiveness can be learned by focusing on 5 areas: 1) Managing time effectively by eliminating time wasters, 2) Determining how to best contribute and maximize strengths, 3) Establishing priorities and focusing on the most important tasks, 4) Concentrating efforts on a few major areas that will produce outstanding results, and 5) Making effective decisions by considering alternatives and encouraging dissenting opinions. The overall message is that intelligence and knowledge alone do not determine effectiveness - it is a set of practices that executives can learn.
Tessa Mero gave a presentation on leading an open-source project. She discussed communicating effectively with the community, mentoring contributors to become future leaders, handling conflicts respectfully, and preventing burnout. Some of her key points included documenting processes transparently, assuming good faith in others until proven otherwise, and implementing major changes in small steps to avoid outrage. Her overall message was that positive leadership, clear communication, and respect for all people are important for a healthy open-source community.
No matter if you just have colleagues or organize people as a team lead or senior developer: There are some mechanics that apply to any mentally healthy human being and that have to be taken into consideration when you want to achieve good results as a team. This talk tries to give you a easy but valid introduction to some scientific findings about the nuts and bolts of brains and souls of the biggest investment your company probably has made: your teams.
This document provides information on decision making, time management, delegation, problem solving, conflict resolution, negotiation, and persuasion. It discusses that successful people are character driven rather than emotion driven and make principle-based decisions. It also outlines tips for managing time well through multitasking, prioritizing, and delegating tasks appropriately. Conflict resolution styles like avoidance, accommodation, competition, compromise, and collaboration are described. Effective negotiation involves resolving issues substantively while maintaining relationships.
This document discusses various models and processes for individual and group decision making. It begins by outlining the rational decision making process of recognizing a problem, setting objectives, evaluating alternatives, making a decision, and gathering feedback. It then discusses three models of decision making: the rational model, bounded rationality model, and garbage can model. The rest of the document provides details on various aspects of decision making, including cognitive styles, risk, escalation of commitment, intuition, creativity, participative decision making, group dynamics, and technological aids.
Decision_Making_group_and process how to start a group decisionKennRodriguez2
The document discusses models of decision making including the rational model, bounded rationality model, and garbage can model. It describes the decision making process which involves recognizing a problem, identifying objectives, gathering data, listing alternatives, selecting a course of action, implementing, and gathering feedback. Effective decision making considers quality, timeliness, acceptance and ethics. Managers have different cognitive styles that influence how they approach problems and make decisions. The document provides tips for techniques to aid decision making like brainstorming, affinity diagrams, and the nominal group technique.
The document discusses models of decision making including the rational model, bounded rationality model, and garbage can model. It describes the six step rational decision making process of analyzing the situation, setting objectives, searching for alternatives, evaluating alternatives, making a decision, and evaluating the decision. Factors that influence effective decision making are also discussed such as quality, timeliness, acceptance, and ethical appropriateness. The document provides tips for techniques to gather ideas and make group decisions including brainstorming, the nominal group technique, affinity diagrams, and electronic meetings. Risk taking, escalation of commitment, and Jungian cognitive styles in relation to decision making are also summarized.
The document discusses models of decision making including the rational model, bounded rationality model, and garbage can model. It describes the six step rational decision making process of analyzing the situation, setting objectives, searching for alternatives, evaluating alternatives, making a decision, and evaluating the decision. Factors that influence effective decision making are also discussed such as quality, timeliness, acceptance, and ethical appropriateness. The document provides tips for techniques to gather ideas and make group decisions including brainstorming, the nominal group technique, affinity diagrams, and electronic meetings. Risk preference, escalation of commitment, and Jungian cognitive styles are also covered.
The document discusses various aspects of decision making, including:
- Playing games can improve decision making skills by providing experience in simulated scenarios. Strategic games in particular allow practicing important skills.
- Both rational, intuitive, and other models of decision making are discussed. The rational model assumes clearly defined problems and goals, which is often not the case in reality. Intuition involves quicker judgments based on past experience.
- Decisions are categorized as either programmed, routine decisions or non-programmed, novel decisions requiring more analysis and risk taking. Higher levels of management typically face more non-programmed decisions.
- Various decision making techniques are presented, including using dice, experts, or religious texts.
1. Poor leadership can lead to negative consequences like high turnover, low morale, and lack of collaboration in an organization.
2. High turnover occurs when leaders fail to provide opportunities for career development and employee engagement declines due to boredom.
3. Low morale results when employees do not feel invested in or appreciated, which undermines productivity and creates a toxic work environment over time.
4. A lack of collaboration happens if leaders do not facilitate cooperation across departments and teams or promote a culture of idea-sharing focused on common goals.
The document discusses three practical methods for fostering team creativity: Brainwriting, La Lucha Libre, and Climate Change.
Brainwriting involves teams passing ideas around on paper to build on each other's work, avoiding criticism to generate more ideas. La Lucha Libre uses archetype "masks" like creativity and criticism to help teams view problems from different perspectives. Climate Change notes that changing an organization's culture is difficult, but the climate of behaviors and rewards can be influenced to promote innovation. Practical examples are provided for how these techniques were applied in project planning sessions.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
The Keynote I used to guide my back to school staff meeting. Email me if you'd like to know which videos went in the blank pages on this SlideShare and what some of the photos were used for. I should have put in some brief notes in Keynote before I uploaded this Sorry!
The document discusses the principles of Taylorism and how they are outdated for modern business needs. It argues that only by utilizing the intelligence of all employees, not just executives, can a company survive increasingly complex business environments. Konosuke Matsushita asserts that Japanese companies have moved beyond the Taylor model and will be more successful than Western companies still adhering to outdated Taylorist principles that separate thinking from doing work.
In today’s world of ELT, more and more teachers are moving up in their schools and joining the ranks of managers and principals. How can aspiring teachers and managers become leaders at their institutions? In this presentation, we will explore some of the skills that teachers need to develop in order to take on leadership roles and become more effective in their work. We will begin with a broad look at qualities of effective leaders in a variety of settings. Then, we will look more closely at some key questions: Is there a difference between management and leadership? What are some of the challenges of supervising others and how can we solve them? How can we mentor, encourage, and motivate others? What are some key communication skills for managers and leaders? Finally, we will look at how leaders can encourage innovation and help guide change in their schools.
These slides are from a 4 hour workshop I gave on how to collaborate in science. They are taken from a Professional Development series of lectures I give at the University of California San Diego and are in turn taken from the Ten Simple Rules series which I have published in PLoS Computational Biology. Most of the rules are general and apply to all branches of science.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
This document discusses how organizational complexity is increasing and challenging leaders. It presents tools and frameworks to help leaders effectively navigate complexity. These include considering different perspectives to stimulate creativity and flexibility. A case study approach is used where leaders share messy problems and others ask questions to broaden perspectives. Reframing assumptions and considering alternative views can help shift thinking about complex issues. Developing skills of self-authorship and self-transformation allows leaders to navigate complexity and challenges to their views in a constructive way.
This document discusses problem solving in the workplace. It defines a problem and problem solving. There are common problems that arise in any workplace due to collaboration, deadlines, budgets, and organizational culture/norms. Specific problems include communication issues, attitudes, performance, discrimination, and policies. Effective problem solving requires clearly defining the problem, gathering relevant data, generating possible solutions, selecting the best option, and implementing it. Approaches like trial and error, experimentation, and fishbone analysis can be used. Characteristics of good problem solvers are outlined.
This webinar covered introducing and implementing new ideas in government. It discussed the importance of understanding your organizational climate and goals before presenting a new idea. It then outlined a three step process for implementing ideas: 1) Sell the idea by identifying an existing gap and how the idea fills it, 2) Pitch the idea by presenting the gap and asking for needed resources, and 3) Work the idea by assembling resources, inspiring teams, and identifying small wins. The webinar emphasized believing in ideas, socializing them positively, staying resilient, and finding champions. Subject matter experts then answered questions from participants.
Collaborative Culture Seminar by TeamBuilders and Point Park UniversityJordan Lippman
The TeamBuilders Group and Point Park University's Education Department co-hosted an event in Pittsburgh on 2-2-18 that explored strategies for understanding, creating, and enhancing the collaborative culture of educational institutions. Contact Jordan@teambuildersgroup.com for more information or to bring a similar seminar to your school.
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
2. Review
• Leadership is about cooperation
• Cooperation requires respect
• Respect people by providing the seven motivators
• Emotions trump logic all the time
• Work in balanced teams
• Fight bureaucracy & support the vision
• Listen!
3. Review: Individual Differences
Four Personality Types
P
Producer, who is driven, direct, in
a hurry and sometimes hard on
people
A
Analyzer, who is careful,
cautions, thorough, orderly,
analytical, organized and logical
V
Visionary, who has a vision of
things being better, newer and
who is creative and full of ideas
F
Friend, who cares deeply about
people, driven to help others, is
empathetic and consults people to
get their cooperation
Every individual is different
• Most people are dominant
in one or two but may
have a bit of all of the
traits
• PAVF
• The traits have inherent
conflicts so people with
different traits will have
interpersonal conflicts
• Positively managing conflicts
is important
4. Review: Evolution of an Organization
4
WOOING
(PAVF)
BABY
(PAVF)
TODDLER
(PAVF)
TEENAGER
(PAVF)
EXCELLENCE
( PAVF)
CONTENTMENT
(PAVF)
NOBILITY
(PAVF)
SCAPEGOAT
(PA_F)
SLUGGISHNESS
(_ A _ _)
DEATH
(_ _ _ _)
FLIPPANT
(_ _V _)
CRIB DEATH
(P_ _ _)
EGO TRAP
(P_ V _)
PREMATURE
NOBILITY
(PAVF)
UNFULFILLED
VISIONARY
(PAVF)
PEAK PERFORMANCE
NO PERFORMANCE
GROWING DYING
5. Review: Working in Teams
• Force logic into the system
• Meetings are the best tool
• For routine business
• To solve problems
7. Performance Delivery
• We are here, as a group of people, as a company to fulfil
a purpose, a mission and vision
“To cost-effectively provide and
maintain the required assets,
equipment and transmission grid
network for evacuating and dispatching
high quality and reliable electricity with
minimal technical losses.”
8. Performance Delivery
• Topics
• The Challenges
• Excellence
• Chaos Theory and bottom up management
• Problem Solving
• Dealing with Change
• Deciding and Doing
• Accountability
• Motivation
• Performance Monitoring
9. The Challenges
• Issues common to most companies:
• People not accountable
• A lack of cooperation
• Conflict among departments and people
• Managerial style of some key individuals is inappropriate
• People do not fit the roles they are in
• Decision making process in disarray
• A decision was made and nothing was done
• Lots of organizing, lots of discussion but tasks are not getting finished
• Resources are wasted when working on tasks
• Major problems remain unresolved
• Not meeting agreed-on targets
• How many of these apply to TSP?
10. Excellence
• Excellence is a stage in the life of an enterprise at which it
is most effective in carrying out its mandate as evidenced
by
• high growth,
• high profitability (or high efficiency),
• smoothness of operation,
• a fun place to be and
• recognition as a leader in its field.
11. Excellence
• Characterised by
• all the staff working together with a combined commitment to
achieving the organization’s goals
• A balance between flexibility and control
• Alignment of authority and responsibility at all levels
• The results of excellence
• Predictable performance
• More fun, less stress
• Great personal relationships within the organization
• Recognition as best-of-class
12. Excellence
• Difficult to achieve – requires lots of change
• But each step will show improvements
• Requires effort to maintain
• Adhere to the principles that brought the organization to excellence
13. Chaos Theory
• A principle leading to excellence
• Observing nature, there is tremendous organization
• Fantastic, complex things an behaviors are evident without any
“master control”
• Why and how does this happen?
• What can we learn from it?
14. Chaos Theory
1. Small changes in initial conditions lead to dramatically different
results.
2. Chaos must occur before the simple return to growing or building
reoccurs.
3. Chaos theory provides answers where conventional mathematics
would tend to bog down.
4. The incidence of coincidence is high if minimal constraints.
5. Simple local choices result in beneficial global solutions.
6. The detailed results is never the same, but the global general
result is.
7. Chaos-driven evolution is slow and deliberate as it is based on
very simple decisions by simple organisms along the way.
8. Chaos progresses and builds from the answers provided before.
9. Chaos crafts elegant solutions, superior to those created by human
planned, top-down approaches.
15. Chaos Theory: 1. Small Changes
1. Small changes in initial conditions lead to dramatically
different results.
• Examples:
• Lorenz and Butterfly – the flap in a butterfly’s wing can cause a
storm on the far side of the planet
• Scrabble – the look of the board at the end of the game is
completely changed by the first word played
• Chance meetings can change the course of your life
• If I didn’t visit the student pub on that particular night, I would never
have met my wife
• Conclusion: don’t try to predict the outcome of a chaotic
process – focus on the process and let it happen
16. Chaos Theory: 2. Chaos first
2. Chaos must occur before the simple return to growing
or building reoccurs.
• Patterns come out of chaos
• Locus
• a mass of stupid chaotic insects become a swarm united in
purpose
• but you need the chaos first. Two insects do not a swarm make
• Conclusion: chaos is not a bad thing
17. Chaos Theory: 3. Answers
3. Chaos theory provides answers where conventional
mathematics would tend to bog down
• Complexity of information
• Try to mathematically describe a square - easy
• What if the square was a window with a view of people
• Can math easily describe the people? What of their actions?
• The frequency of a plucked string can be defined but the combined
effect of a symphony is much more complex
• Conclusion: Don’t get bogged down with chaotic details.
Break down the complexity.
18. Chaos Theory: 4. Coincidence
4. The incidence of coincidence is high if minimal
constraints
• Examples:
• What is the chance that at least two people in a group will have a
common birthdate (day/month)?
• 30 people = 73%
• 40 people = 90%
• 50 people = 97%
• Conclusion: Remain open to unexpected coincidence
19. Chaos Theory: 5. Simple Choices
5. Simple local choices result in beneficial global solutions
• Examples:
• Ants build a bridge: Choice is hesitate at an obstacle or take
another route
• Locus swarm: avoid being bitten by the insects behind
• Golden Shiners (fish): when it gets dark, slow down
• Starlings: do what your neighbors do
• 28 numbers define the look of the infinitely complex black
spleenwort fern
• Conclusion: Control the local choices not the end result
20. Chaos Theory: 6. Details Differ
6. The detailed results is never the same, but the global
general result is.
• Example
• The snow flakes differ but the global result is still snow
• Cities are generally comparable but they all have different layouts
• Sports games are similar but never the same
• Conclusion: Don’t try to control the outcome based on
details. Control the rules that govern the details.
21. Chaos Theory: 7. It is slow & deliberate
7. Chaos-driven evolution is slow and deliberate as it is
based on very simple decisions by simple organisms
along the way.
• Examples:
• Evolution – success of each simple decision increases the
likelihood that it will be repeated. Failure of a simple decision will
decrease the likelihood that it will be repeated
• Results in some truly astonishing behaviors
• Conclusion: learn from mistakes and reinforce
successes at all levels in the organization
22. Chaos Theory: 8. It builds on the past
8. Chaos progresses and builds from the answers
provided before.
• Examples:
• Fractals: 𝑋 𝑛𝑒𝑥𝑡 = 𝑝𝑋 1 − 𝑋
• Conclusion: build on the current situation using the
lessons learned
23. Chaos Theory: 9. Superior Solutions
9. Chaos crafts elegant solutions, superior to those
created by human planned, top-down approaches.
• Conclusion: Apply chaos theory to solve problems. Don’t
constrain, predict or define the solution.
24. Problem Solving
• Put chaos theory in practise to solve the impossible
problems
• Manage the problems, not the solutions
• Apply simple rules for finding the solution
• Decide on the solution and Do it
• Capture the lessons learned
25. Manage the Problems
• Gather a list of ALL the problems
• Actively search for problems – Listen!
• Goal to solve them all. Even small problems can be debilitating –
like a broken toe.
• Create a Problem Management Council (PMC) to
• A multi-level council – off-loads the CEO
• Set priorities and decide which problems to work on
• Assign resources to solve each problem
• Track progress and results
• PMC delegates problems to Opportunity Teams (Opp
Teams) to find solutions
26. Manage the Problems
• PMC is a change management team
• Manages the change in the organization
• PMC consists of 5 to 10 people
• Can include people from any level
• Lower level staff need delegated authority
• Six month term
• Multiple PMCs may be needed
• One PMC for each 35 to 50 people
• Active about 2% of the time (4 hours a month)
27. Delegate Problem Solving
• PMC delegates to Opp Teams
• Defines the task
• What is the particular problem
• What constraints define the task
• Assigns resources (OAK – more on that to come)
• Set a start and stop date
• No longer than three months – if more time is required, break up the
task
• Assign a budget (if required)
28. Opps Teams
• Opps Teams solve problems
• Structured with sufficient OAK (the right people and roles)
• Work at solving problems in a series of 2 hour meetings
• Follow a problem solving process
29. Conventional Problem Solving
• Problem defined
• Some information assembled
• Ideas formulated about a solution
• Solutions argued about
• Compromises made
• Solution put forward right away
• Further down the road the solution fails, harms other
aspects of the business or the problem resurfaces
30. Problem Solving Process
• This is the simple process at the heart of managing chaos
1. Deflate - Get the team member’s heads in the game
2. Accumulate - Gather all the facts BEFORE a solution is
formulated. Just gather, don’t organize. Rely on the magic
of brainstorming
3. Organize - With all the facts, organize to find patterns and
reduce redundancy. Are there common elements?
4. Formulate - Solutions will begin to form from the patterns
5. Adjust - Respectively discuss and argue the solution to
accommodate all areas of the business. This is where the
magic of chaos theory starts to have an effect
6. Conclude - Decide on the solution. Define action plans and
assign responsibilities
7. Final Review - Ensure all team members agree with the
solution without any misgivings
31. Nesting of Problem Solving
• Any problems discovered during the process trigger a
new process
• Nest these and roll the solutions back
• Helps to keep detailed track of where the team is in the process
32. Problems
• Break down complexity into smaller chunks
• Follow the process to the end
• Be disciplined and focused
• Even impossible problems will be solved in you do this
34. Deciding and Doing
Deciding: Common problems
• Flip-flop of decisions
• The right people are not
included in the decision-
making process
• You get forced decisions
Doing: Common problems
• A decision was made and
nothing was done
• Lots of organizing, lots of
discussion but tasks are
not getting finished
• Resources are wasted
when working on tasks
35. Deciding and Doing
• Deciding is different than doing
• Deciding is not always easy
• Requires tools and skills to make a balanced decision
• Balanced decisions consider
• Short term
• Long term
• Effective
• Efficient
• Balance decisions require
• A team - more than one person
• A balance of personality types (PAVF)
• A means of handling conflicts created by different perspectives
37. Dialog Flow
37
Initiate
Dialogue
Conflict Arises
Slight Emotional
Escalation
Large Emotional
Escalation
Breakdown Due
to Emotion
Problem
Solving &
Resolution
Components
Involved
Natural Conflict
Natural Dialogue
Discussion of the Issue &
Resolve the Issue
No Discussion
Emotional Issue
Discussion Issue Emotional Issue
Discussion Issue Emotional Issue
Discussion Issue
Emotional Issue
FIGHT BEGINS
Defuse the
Emotion
(Specific training
may be required)
CHOICE
Blaming
takes you
further
away from
a solution
= Harnessed
Conflict
38. Doing
• To be successful, people doing things need OAK
• Oomph: Enough muscle/horsepower/capability for the job
• Push a car out of the ditch
• Replace a transformer
• Authority: Top responsibility. There is no higher.
• Keys to the car
• Regional Manager has authority to maintain equipment
• Knowledge: Enough specialized knowledge to do the task
• Knows the best way to get traction in mud
• Has training on safely maintaining high-voltage equipment
39. OAK – Effective and Efficient
• Just need enough to get the job done
OAK
Task
OAK
Task
OAK
Task
OAK
Task
Ineffective Almost Effective
Effective (but?) Effective & Efficient
40. Negative Oomph
• Human nature again
• There might be people that hate the issue and work
against the solution
• Called negative oomph
• They row in the wrong direction, disrupt the team or use politics
• Can be overtly hostile
• Negative oomph represents an obstacle that has to be
removed or otherwise dealt with
• Ignoring negative oomph is a bad idea
41. A word on Authority
• Authority Rules
• Only one person can have authority, never two
• The person with authority
• Can say ‘yes’ or ‘no’ about an issue (can decide)
• Does not have to check with a higher level
• Can trust that their decisions will not be overturned
• Will have the support of higher levels, whatever the decision
• Can delegate the authority along with tasks
• Once delegated, the authority no longer belongs to the delegator
• Called the “Big Divorce”
• Delegator must support the delegatee
• Again, only one person can have authority
• A veto by a higher level should only be considered for a
serious “learning experience”
42. Aligning OAK
• Since no task will be successful without OAK, align the
elements in this order:
1. Authority first
2. Knowledge second
3. Oomph third
4. Negative oomph
43. The Action Team
• The action team structure is based on OAK
• Like the decision team structure is based on balanced PAVF
• Different people on the team will have different interests
• Management of conflict is still important
• Use respect tools to ensure alignment with common objectives and
build trust
44. Deciding and Doing
Action ChainDecision
Chain
Change
Challenges
Solutions
Management Doing
OAK
Action Team
Different Interests
Harnessed Conflict
Common Objectives
Trust
Deciding
PAVF
Decision Team
Different
Perspectives
Harnessed
Conflict
Safe
Environment
Respect
Negative Conflict
CONFLICT
Negative Conflict
45. Accountability
• Common problems
• People do not know what is expected of them
• Cooperation among departments is lacking
• Company goals set upstairs are not achievable
• Tasks are not getting done to management’s expectations
46. Accountability
• Different Expectations
• Employers want
• To trust that staff will deliver what is promised
• Employees want
• To have a clear understanding of what is expected of them
• To be given authority to carry it out
• Both want clarity
• This is a bid-tender equivalent
47. Feedback
Performance
Success
Indicator
Accountability Process
Creation of a Task Need
Task Description
Assignment of Person
Authority
Establish Metrics Jointly
Initial Performance
Continued Performance
MeasurementReward +
(Thrill)
Acceptance
(Accountability)
Reward -
(Struggle)
Acceptance
(Accountability)
Acceptance
(Accountability)
48. Defining Accountability
• A sequence of events, based on closing a feedback loop
so that the person knows when the job is going well,
according to agreed upon expectations established. Such
individuals are willing to live by the outcome of the
measurement mechanisms.
49. The Problem
• Measuring some positions is easy
• Telesales: number of calls
• Repairman: number of jobs
• Athlete: goals scored
• More difficult
• Design engineer
• Legal staff
• Head of planning
50. Management’s Task
• Find a small set of measures (<=3)
• Job measurement sheet
• A reliable means of tracking the measures
• Source data sheet
• How
• A meeting between the employee and a trained facilitator to draw
out the key measures. The supervisor is present to verify. (This is
important!)
51. Measures
• Ensure:
a. It is the right measure
b. Measures can be tracked reliably
c. Information can be gathered easily
d. Information is ready to be displayed to relevant parties in a
timely manner
52. Measures
• Why not define the measures for the employee?
• Good question with two answers:
1. Motivation – Owners vs Tenants
2. Employee job happiness
53. Motivation
• Extrinsic (from outside)
• Motivation speeches
• Peer pressure
• Reward
• Punishment
• Extrinsic motivation doesn’t work in the long term
54. Motivation
• Intrinsic Motivation
• Owners rather than tenants
• Owners take better care than tenants, they invest and build
• Self-motivated
• Key is intrinsic desire to grow and succeed
• Long-term motivation
• Every other form of motivation is secondary
• People left to their own devices
• search for and overcome challenges;
• they try to master skills;
• they attempt to attain competence
• On achieving competence, people seek new levels of
complexity in what they do
55. Conditions of Happiness
1. To be in control of decisions, which fall within a person’s own domains
2. To be appreciated in their personal environments or on the job, as indicated
by the people important to them, especially their partners, parents or bosses,
listening to them
3. To feel that in their work, they are contributing to something worthwhile in the
grand scheme of things
4. To achieve success in what they are doing
5. To move, upon achieving that success, to tasks of increasing complexity or
variation, i.e. to learn
6. To feel that they are growing from that learning
7. To be allowed to make mistakes, since mistakes create the deepest learning
imprint (allowing mistakes permits people to take the risk to open new doors)
People in all walks of life, at all ages, follow this
pattern.
In a word, people actually want to be accountable.
56. The Employee
If I as an employee
• Know what I am suppose to do
• Have contributed in the decision of what I am suppose to do
• Know how well it is to be done
• Have the tools and training to do it
• Have the corresponding authority, and
• If I happen to like what I do, then I need only two more things
• Timely and accurate feedback telling me how well I am doing and
• The reward that comes from doing a good job – that is, recognition and
a sense of self-worth
Then I as an employee will perform very well.
57. The Manager
• Managers must understand
• Their roles as a coach to employees
• The elements of job satisfaction
• What drives people to excel
• How very different people are
• What rewards are true motivators
58. Job Measures
• Capture 80%
• Consider the following:
• Who are your ‘clients’?
• What do you deliver to your clients?
• What are the relative importances?
• Focus on the most important one
• What is its measure of success?
• How can information be gathered?
59. A note on Measurement
• If it is measured, it will improve.
• Only items over which the employee has control should
be measured.
• The goal is to provide the employee with information, not
the supervisor.
• For most positions, the amount of information for
measurement should not exceed 3 pieces per employee.
60. Collecting Information
• Gathering of information must be assured.
• If the supervisor provides the data, the supervisor must understand
the diligence required.
• The need is for data, either objective or subjective.
• Third party objectivity is not the goal because:
• It is often difficult to find third party inputs.
• It removes the element of self control from the employee.
• Gathering of information must be timely.
61. Recall Definition of Accountability
• A sequence of events, based on closing a feedback loop
so that the person knows when the job is going well,
according to agreed upon expectations established.
Such individuals are willing to live by the
outcome of the measurement mechanisms.
62. Outcome Consequences
1. Exceeding expectations - highest intrinsic motivation.
2. Meeting expectations is wonderful, but less emotional.
• Repeated success, leads to striving for a greater challenge.
3. Not meeting expectations has two possible outcomes.
• Off slightly - makes an effort to improve.
• Off by a great amount, the individual may give up.
• Either:
• Renegotiate the expectation.
• Search for another job.
63. The Key to Measures
• Capture 80% of the essence of the job within 3 measures.
• Getting the 3 measures right can make, or break, the entire system
of accountability.
• Better to have some measures than none.
• If they are wrong, readjust – it is an iterative process.
64. Practicalities of Maintaining the System
a. Identify the Champion of the System
b. Indoctrinate New Personnel
c. Deal with Job Changes
d. Share the Champion’s Load
e. Ensure the Champion has authority
The Champion is the catalyst to make sure the others fulfill
their obligations.
65. Tracking Measures
• Tracking measures with dashboards, or spreadsheets
• Collect measures, track and report
• A simple method
• Human subjective – uses human computer
• 1000 times better informed than a set of tables
• Simple measures judge employee in three levels
1. Satisfactory
2. Less that satisfactory
3. Better than satisfactory
• Takes only 5 minutes a week per 10 employees
• Must meet with employee to discuss unsatisfactory
performance
• Personality clash is not just subjective, it is real (& destructive)
66. Putting the (Main) System in Place
• Define the Job Measurement
• Set the bar low
• Put a measurement system in place
• Let the information flow to the employees
• Expand the information to encompass departments and then the
company
• Look after the system
• Enjoy the results
67. The Results
• While the visual display appears to offer the results, the
real results are the improvement of employees, many of
whom will attain new levels of performance, self
confidence and enjoyment at work.
• There will be a discovery of superstars.
• The most significant results are manifested in the overall
improvement of the company’s performance.
68. Why Does This Work So Well?
• Gets to the roots of
fundamental human
behavior and
mechanisms that
support them.
69. Fundamentals
• The entire purpose of
this system is to feed
the intrinsic motivators
of the individual.
• They need to know if
they ‘master skills’ which
only accurate, relevant
and timely measurement
will show.
• When mastered, they
will raise the bar
themselves.
70. Fundamentals
• The role of the
supervisor is to
encourage the workers
to reach the goals they
have set for
themselves.
• The manager should try
to imagine being a high-
jump coach of the
individual.
71. Fundamentals
• It doesn’t really matter
how high (or low) the
first goal is.
• Meet with the
employee quarterly so
adjustments to the bar
can be made (hence
quarterly reviews)
71
78. Composite of all Job Measurements
• If you capture the job measurements for all the employees
for the department and put them together what will you
get?
• Apples, oranges and orangutans.
• Be happy with this bottom up approach because:
• The strength of the system lies in consistency of measurement.
• Consistency ensures fairness.
• The power of the Job Measurement system lies in its ability to
inspire each employee to do their utmost; they are in control of their
own performance.
78
79. Summary
• Excellence is a balance of flexibility and control
• Chaos Theory supports bottom-up management
• Problem Solving is a process that can be applied as
required to solve any problem
• Dealing with Change is the key job of management
• Deciding and Doing have separate requirements
• Deciding: PAVF, Doing: OAK
• Both require management of conflict
• Accountability is a feedback system
• Intrinsic motivation is the only motivation that really works
• Performance Monitoring requires diligent care