Pp slide set 5 whole work teams and human scale

107/04/2014 Whole Work Teams & Human Scale
Whole Work Teams and
Human Scale

Natural Human
Social Unit Sizes

Aligning the Technical &
Social Structures
R
P
SPP
RPPS
S
R

Balancing Work on a
Human Scale
Technical Complexity
Social Complexity
Rate of Change
Technical Capacity
Social Capacity
Human Resilience

If The Scale Is Too Big
Split into multiple whole work
units in parallel

If The Scale Is Too Small
10
11
10
10
10
1011
1312
8
9
5
6
8
1
3
2
3
3
3
3
4
4
3
3
3
2
2
1
3
1
3
2 3
6
8
Use Tricord
Scoring To Give
Whole Work
Teams A Cluster
of Related
Whole Work
Units

Low Medium High
Score =2 Score =6 Score = 10
• Process complexity A wholework unit with a
simple, linear primary
process with one 'significant
event'
A whole work unit primary
process with oneor two
significant events', a limited
number ofchannels and simple
feedback loops
A wholework unit with multiple
'significant events', an inter-
related, multi-channel primary
process with multiple feeedback
loops.
• Rangeofequipment used A small range of stableand
familiar equipment used
A rangeof moderately complex
equipment used in fairly
standard ways.
A wide variety of technically
complexequipment used in
different patterns
• Complexity of control
system
A simple paperwork or IT
system is used to control a
small variety of data
A paper work and/or tailored IT
system controls alimited set of
local and business level
information flows.
A complex and specialist IT
system, supported by paperwork
systems, is used to control a wide
variety of inter-related local and
business level information flows.
• Regulatory complexity Thereis only abasic set of
legal regulatory
requirements.
There are standard external
regulatory and legal
requirements.
Thereare acomplexset of external
regualtory and legal controls.
• Variety of job roles All team members have same
job role
Team has 2 or 3 different team
job roles
Team members havea wide
variety of different job role and
functions
• Geographical spread All work together in one
physical area
Spread over 2 or 3 areas or
locations
Spread over many areas and
locations or work as a virtual team
• Workinghours alignment All work the samehours. The
leader attends occasional
planned business meetings
Some team members have
slightly different working hours.
The leader attends regular
planned business meetings.
The leader and the team members
work an variety of working hours
or shift arrangements. The leader
frequently attend irregular and
planned business metings.
• Stability ofobjectives and
plan
3 or less simple key
objectives set for up to ayear
3 to 7 key objectves set that are
occasionally revised
A complex set of inter-related
objectives which frequently
change
• Stability ofprocess and
structure
A stable primary process and
organisation structure
Moderate continuous
improvements to the primary
process and occasional step
changes to the process and
organisation structure
Frequent step changes to the
primary process and major
changes to the organisational
structure
• Stability ofteam membership Moderateto low labour
turnover within a year and
infrequent new team
members
Moderate labour turnover with
occasional leavers
Particularly high labour turnover
and frequent changes in team
membership
Totals /100 0
Team Loading Table
Rate of Change
Social Complexity
Technical Complexity
Team Loading Table
Team Loading

Team Size Range
Whole Leadership Team Capacity
Team Loading Team Size
Range
20 -39 14 to 20
40-59 10 to 16
60 - 79 6 to 12
80-100 5 to 10

Human Scale For The
Department or Site

Getting Human Scale
Right Throughout
Job
Organisation
Whole Work
Team
Department,
Division

Team Size Capacity
Lower Whole Work
Team Size +/- 20%
Lower Whole Work
Team Leadership
Loading
20 -39 40-59 60-79 80-100
20 -39 20 18 16 14
40-59 16 14 12 10
60 - 79 12 10 8 6
80-100 10 8 6 5
Higher Whole WorkTeam Leadership Loading
Higher level
whole work
team.
Lower level
whole work
team.
Leadership
Loading

Human Scale –
Community Level
10
11
10
10
10
1011
1312
8
9
5
6
8
1
3
2
3
3
3
3
4
4
3
3
3
2
2
1
3
1
3
2 3
6
8
Clusters of whole work teams
linked by scores of >7 need to
work closely together
collaboratively.
We call them a ‘community’.
People have a natural capacity
of tracking a close network of
relationships between up to 150
people.
‘Communities’ are best
sized between 20 and 150.

Human Scale For The
Individual

Human Scale &
Job Design
Whole Work Unit A
Is the human scale right if a team member is expected to do
all process steps in the whole work unit?
If not, how do we divide the process steps between several
job roles?

Human Scale &
Job Design
Whole Work Unit A
For a job to be whole it should be part of working as
a whole work team, have responsibility for at least
one value-adding ‘progression’ and be on a human
scale.

Jobs That Are Only
Focused On Rests and Supports
Storeman, filing clerks, attendants, queue minders
Porters, checkers, testers, cleaners, post-room,
reception desk, telephonists, data entry staff.
These are non-progressive, non-value-adding jobs

Back up slides

Dimensions of
Organisation Wholeness
Dimension Christian Principle Description
1 External alignment Serving God Work that serves a outside greater reality and
good; the customer, community, environment and
ultimately God. In Tricordant alignment with the
wider external system.
2 Significance Co-working in God’s image Whole work units that include at their centre a
significant act of creation, conversion or
inspiration. Doing the sort of work that God does.
3 Internal balance Trinitarian balance – person
view
Whole work teams in internal Tricordant
alignment and balance at every level.
4 Whole work cycle Trinitarian balance – process
view
Whole work teams at every level each able to
Conceive, Convert and Confirm their work.
5 Human scale Incarnation Whole work for whole and healthy people. Work
that allows peoples’ Mind, Body, Spirit and Being
to be in a healthy balance.
6 Subsidiarity Free-will. Stewardship Work is done at the lowest appropriate level.
7 Differentiation The body of Christ Work recognising peoples’ unique God-given
differences and gifts.
8 Community The Church An organisation with appropriate mechanisms for
mediation, and communication between whole
work teams at every level.
9 Inspired In-dwelling of God’s spirit Work inspired to do and be good, rather than evil.

Dimensions of
Organisational Wholeness
Dimension Description
1 External alignment Work that serves the customer, community and environment. In Tricordant
alignment with the wider external system.
2 Significance Whole work units that include at their centre a significant Creation,
Conversion or Inspiration.
3 Internal balance Whole work teams in internal Tricordant alignment and balance at every level.
4 Whole work cycle Whole work teams at every level each able to Conceive, Convert and Confirm
their work.
5 Human scale Healthy work for whole people. Work that allows peoples’ Mind, Body, Spirit
and Being to be in a healthy balance.
6 Subsidiarity Work is done at the lowest appropriate level.
7 Differentiation Work recognising peoples’ unique differences and gifts.
8 Community An organisation with appropriate mechanisms for mediation, and
communication between whole work teams at every level.
9 Inspired Work inspired to do and be good rather than destructive or harmful.

Pp slide set 5 whole work teams and human scale

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