Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Seeing system patterns in organizational coaching

651 views

Published on

Seeing system patterns in organizational coaching

Published in: Education
  • Awesome lonely girl looking for fun on webcam with the you now - www.xslideshare.usa.cc
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Seeing system patterns in organizational coaching

  1. 1. Seeing System Patterns in Organizational Coaching LvYi www.odd-e.com
  2. 2. Agenda System archetypes 1. Contract game 2. Team design 3. Dependency 4. Management role More scenarios
  3. 3. System Archetypes
  4. 4. a b a b a b Variable Link Loop a b s s a b s o a b s a b o
  5. 5. Patterns => Archetypes
  6. 6. Problem symptom Unintended consequences Fix Fixes that backfire
  7. 7. Limits to growth Growing action Actual performance Limits or constraint Corrective action Growth process Limiting process
  8. 8. Shifting the burden Quick fixes Problem symptom Source of problem or root cause Side effects Symptom- correcting process Fundamental solutions Addiction loops
  9. 9. Accidental adversaries Actions in B's favor A's success Actions in A's favor B's success A's fixes to improve A's own results B's fixes to improve B's own results A's unintended obstruction of B's success B's unintended obstruction of A's success
  10. 10. Tragedy of the commons Actual performance that A measures Total activity Gain per individual activity "Tragic" degradation process A's growth process A's activity Actual performance that B measures B's activity B's growth process A's limiting process B's limiting process Limits or constraints
  11. 11. Contract Game
  12. 12. #shortcuts Pressure #bugs Rework Speed s s o s s o #items starting Pressure WIP Speed s s o s o Take shortcut to speed up Start more to speed up
  13. 13. PO and team finger-pointing PO involving team on product specification PO's ability in defining product Team helping PO on product specification Team's ability in delivering product PO's obsession on acceptance Team's obsession on acceptance s s ss o s s o o o
  14. 14. Overload PO with clarification Transparency #backlogs Product wholeness o o s PO anxiety #stories in one backlog s o PO effort on clarification s#PO s s
  15. 15. PO on prioritization / team on clarification #backlogs #stories in one backlog s s s Team involvement o o PO effort on clarification s s Need for help PO anxiety #PO s s
  16. 16. Multiple stakeholder - push delivery Work done for stakeholder A Voice from stakeholder A Value for stakeholder A Total work request Available capacity Total capacity Work done for stakeholder B Voice from stakeholder B Value for stakeholder B s s s s s s s s o s s s Pressure for PO Pressure for Team #shortcuts Rework s s s s o
  17. 17. Work done for stakeholder A Voice from stakeholder A Value for stakeholder A Total work request Available capacity Total capacity Work done for stakeholder B Voice from stakeholder B Value for stakeholder B s s s s s s s s o s s s Transparency Difficulty in prioritization Decision quality Product value o o o s s o Multiple stakeholder - hide information
  18. 18. Team Design
  19. 19. Component team for efficiency & quality Skill gap Product scope Efficiency s o Learning s s Quality s o s s Product scope Dependecny Value delivery o o Sacrifice value delivery
  20. 20. Skill gapEfficiency Team anxiety o o o s o Need for learning Learning s #backlogs os Specialized team for efficiency #backlogs Value delivery o Sacrifice value delivery
  21. 21. Individual skill gap o o Learning Individual efficiency Multi-tasking s s Skill consideration in dividing work o s o Individual efficiency
  22. 22. Individual skill gap o o Individual efficiency Team performance Team stability s Skill consideration in dividing work o Need for help Level of Collaboration s s s o s Team performance / collaboration
  23. 23. Team performance / responsibility Team performance Shared responsibility Skill consideration in dividing work o Goal alignment o o s s
  24. 24. Dependency
  25. 25. Organizational change Coordination mechanisms Dependency across teams Team scope Perceived control Motivation for organizational change o o o s s s s
  26. 26. Coordination roles o #roles for coordination s Dependence on coordinators Capability in self-organization Coordination complexity o s Appreciation on coordinators s o s
  27. 27. Management Role
  28. 28. Motivation Extrinsic motivation Intrinsic motivation Team performance s o so o
  29. 29. Pressure on SM/Coach Control on Team Extrinsic motivation Intrinsic motivation Team performance ss o os s Paradox in coaching
  30. 30. Self-managing failure / team capability Command & Control Team performance Capability to self-manage Opportunity to self-manage o s o s o s
  31. 31. Self-managing failure / leadership Use of positional power Challenge on leading team Use of influence & leadership Leadership capability s o s o o s
  32. 32. More Scenarios

×