Bringing humanity to work
Oct. 30, 2019•0 likes•186 views
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There is a renaissance in the ways we work, the likes of which we haven’t seen since the introduction of management as a discipline, except perhaps the ideas of flow after World War II. The flagship is the Agile movement, which has escaped IT and is now transforming organizations, government, and society. But Agile is too narrow a portmanteau, so we call the movement as a whole Human Systems Agility, to embrace all the concepts involved. In this presentation we’ll explore this human aspect, one that is desperately needed in most IT cultures, through some of our practical experiences. Presented at SHINE19 online global conference https://www.servicedeskinstitute.com/events-networking/shine19/
Rob EnglandFollow
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Bringing humanity to work
- 1. v4© Copyright Two Hills Ltd 2019 New ways of working and managing
- 2. High culture Aspiration It is! Rob England twohills.co.nz @theitskeptic Dr. Cherry Vu dr.cherry.vu @drcherryvu
- 3. Our challenge • The world is in constant change, there is no stable condition any more • The pace of change is increasing thanks to science+technology: • Digital, biological, and materials innovations • What got you here won’t get you there • Conventional ways of working and managing don’t succeed any more • We need new ways, which bring us speed, agility, and efficiency
- 4. New ways: human systems agility There are three key themes to the new ways of working: • Human: people, humanity, wholeness, culture, sharing, empathy, diversity, inclusiveness, egality, trust, integrity, authenticity, open, transparency, learning, mastery, pride, empowerment, freedom, authorisation, servant manager, safety, wellbeing, health. [states] • Systems: customer, value, flow, feedback, quality, lean, streams, iteration, networks, complexity, chaos, antifragile, shift left, teams, organisation, collaboration, ritual, sharing, resilience, human error, holistic, data, science. [artefacts] • Agility: ambiguous, uncertain, iterate, increment, experiment, explore, observe, adjust, fluid, improve, curious, embrace failure, fail fast, small, granular, simplify, flexible, pragmatic. [actions/adjectives]
- 5. Values over value • “Shareholder value” is a failed idea. • We must work to customer values. • And our own values: a higher purpose. • The unity of truth, goodness and beauty. • Science, ethics, and aesthetics Making work better. Better lives, better society, better results.
- 6. Human
- 7. Colours of organisations “Teal” Impulsive Power Fear Division Reactive Magic Achievement Competition Accountability Innovation Profit Conformist Hierarchy Stability Structure Process Pluralistic Culture Delight Balance Values Evolutionary Wholeness Antifragile Distributed Higher purpose
- 8. Teal culture • Self-organising. People work best in small autonomous teams with no one “in charge”. Work flows to the teams and people flow to the work. Staff have skills rather than roles. The organisational system works on peer relationships not hierarchies. • Wholeness. being true to ourselves, bringing our whole self to work (Maslow’s “self-actualisation”). We restore the unity between truth, goodness, and beauty. • Emergent purpose. The organisation is organic, it grows. We are driven by a purpose and direction that emerges from the organisation.
- 9. Triune: The Lizard Brain “this hypothesis is no longer espoused by the majority of comparative neuroscientists in the post-2000 era” • Talk • Break bread • Feel safe
- 10. People need • A sense of physical place where they belong. • A tribe they belong to, camaraderie. • A squad they work with, small enough to form a team. • Emotional connection with people around them. • A feeling of safety and security. • A sense of control in their own lives, empowerment. • A sense of fulfilment and value.
- 11. Reflections
- 12. Reflections
- 13. Exercise: A personal action plan 1. What’s the most exciting idea in this presentation? 2. What will you do first, right away, in response to what you have heard? 3. What is one thing you will do for or share with somebody else as soon as possible? 4. What will you share with your boss? 5. What will you learn next? Aim to be done in 90 days. 6. How do these ideas impact your career? How will you adjust where you are headed? 7. What is your next move at work to take advantage of these new ways?
- 14. What to learn next Agile theory, Agile at scale, “enterprise” Agile Design thinking Service management Product management Lean theory (and Theory of Constraints) Safety culture, human error Complex systems theory, antifragile, resilience Organisational structure and behaviours Organisational change, culture change Communications, marketing, celebration Leadership: servant, transformational, open Work psychology, resilience, flourishing Wholeness, Integral theory, humanistics, ethics
- 15. What your organisation can do next • Experiment programme • Drilldown workshops, e.g. • Flow, mapping and improvement • Managing demand • Continual improvement machine • Wellbeing and flourishing • Governance, controls, ceremony, red tape • Agile teams • Hacks • Pilots • Programmes
- 16. Have fun • Life is not a dress rehearsal. • Make your work better every day. • Pay attention to self-actualisation and fulfilment. • Do it. We did.
- 17. Rob England twohills.co.nz @theitskeptic Dr. Cherry Vu dr.cherry.vu @drcherryvu
Editor's Notes
- Key concepts: Virtualisation is table stakes DevOps is not just about automation but there are common enabling practices found in organizations that are adopting a DevOps culture DevOps extends and builds upon the practices of ‘infrastructure as code’ pioneered by Dr. Mark Burgess Infrastructure as code enables the reconstruction of the business from nothing but a source code repository, an application data backup, and bare metal resources (Jessie Robbins) Mention that we’ll discuss continuous integration, continuous delivery and continuous deployment in greater detail later in the course On-demand creation of environments and keeping those environment in sync is critical Every environment is someone's production environment as it is ultimately where they do their work Instructor resources: http://www.thoughtworks.com/insights/blog/jesse-robbins-discusses-devops-and-cloud-computing http://www.slideshare.net/serenasoftware/serena-devops-drivein-webcast-with-mark-burgess-on-infrstructure-as-code-future-of-configuration-management-october-31
- Cherry will recount anecdotes about client success with New Ways
- Rob will go on a rant: Imagine a workplace where you can bring your whole authentic self to work where you don't have to hide your beliefs or your sexuality or your ethics imagine a workplace where the same standards of social interaction apply as anywhere else, where any behaviour that is unacceptable in any other social context is also an acceptable at work, such as shouting bullying patronizing imagine a workplace where people care about each other as much as they do in any other community although maybe that's not a good recommendation imagine a workplace where every individual is valued for what they bring to the diversity and creativity of the group, where everybody is allowed to have dignity and respect Imagine a workplace where we build trust to start from an assumption of goodness, that we are all on the same side working with best intentions to achieve the same vision. When things go wrong, we look to the system first to understand how it is preventing people from achieving when behaviours are bad we look first to the system to see how it creates frustration and anger. imagine a system where we don't set people up to fail by taking big bets on complex systems, where nobody can possibly know the outcome with certainty imagine if we worked iteratively and incrementally, to mitigate risk and we accepted failure, in fact welcomed it as an asset of the organisation, a positive contribution of value from its opportunity to learn and improve. this may seem idealistic and the reality is that there are dysfunctional behaviours that need to be dealt with and even dysfunctional individuals who are unable to participate in the work community but we should deal with these as individual issues which is one of the purposes of Management Most often good people are victims of poor systems. we should not design our entire system around dealing with dysfunction, suppressing diversity and creating cultures that would be unacceptable anywhere else you can treat slaves manual workers industrial workers and clerical workers badly and get higher productivity out of them through such mistreatment but you cannot do that to knowledge workers knowledge work is invisible and the only way to get good work out of knowledge workers is to create a happy environment and invite them to be part of the production so even the most psychopathic executives should realise that the path to an optimum organisation is through the restoration of humanity and the creation of a healthy culture Nor does this mean that all beliefs are acceptable at work, anymore than all behaviours are in the same way that we socially moderate behaviour we should also socially moderate beliefs at work. In particular we should expose behaviours at work which are covertly driven by unhealthy beliefs such as racism. As well as making the workplace healthier this will also make society healthier as many people who harbour toxic beliefs spend most of their working day completely unchallenged in the current models. If people can be their whole authentic self at work and exist in an environment of psychological safety, then they will be productive and collaborative and happy this will also have the reverse effect of shaping the culture and then the vision of the organisation if people work for an organisation that they can believe in then their productivity goes up by an order of magnitude again this has the broader social benefit of creating more ethical and moral organisations that represent the beliefs of the society in which they function this is clearly not the case at the moment. Otherwise good normal people somehow twist their ethics to work for organisations which are acting in the interest only of their shareholders and creating a negative social impact. I'm going to guess this applies to the majority of the people listening to this from private enterprise. what tax does your employing organisation pay? the fact is that these ideas are not hypothetical. they have their roots in philosophy and reason which goes back decades including Kaizen, lean, chaos theory, postmodernism, feminism, safety culture, and agile. They draw from the work of Ohno, Deming, Rother, Goldratt, Wilbur, Laloux, Kahneman, Sinek, Taleb, Drucker, Reinertsen, Snowden, Seddon, Owen, Denning and countless others. pioneering organisations all around the world are demonstrating how they make work better faster safer cheaper and happier. There is a deeper and more profound shift going on in society where for centuries truth has become separated from beauty and goodness that is to say science has become separated from ethics and art the workplaces that we working today are primarily driven by science and truth with insufficient influence from ethics and aesthetics the world is gradually returning to a reunification of these three postmodernism is not my favourite thing but it is a step in this direction as we focus on bringing more of our authentic whole self to work, we must also focus on making that workplace more authentic and whole, where we move from an obsession with shareholder value - the Friedman idea which is under serious attack in the economic world as we speak - moving from that obsession with value to a focus on values plural and ensuring that the values of our workplace incorporate truth goodness and beauty in equal measure.