Breaking the Law of Bureaucracy

Presented by Derek Huether(Zombie Project Manager)

Who am I?

• Advisor to a Federal Government PMO

• 15 years in the industry

• Was a Startup Founder, then a Project Manager and Functional Manager

• PMP + ScrumMaster = Zombie PM

Requirements

1.You work for an organization2.You are a boss or have a boss

Optional1.You know what a zombie is2.You know how to play Simon Says3.You know how to play Red Light Green Light4.You know about Star Trek (The Original)5.You have a tolerance for drawings in a slide deck

Defining the Law

Break Verb /brāk/Interrupt (a continuity, sequence, or course)

Organization Noun /,ôrgəni’zāSHən/ A social arrangement to distribute tasks for a collective goal

Bureaucracy Noun /byoräkrəsē/Excessively complicated administrative procedure, seen as characteristic of such a system

Law Noun /lô/A thing regarded as having the binding force or effect of a formal system of rules

Source: Google Dictionary

Defining the Law

In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself.

What are some examples?

Example 1

Teachers who work and sacrifice to teach children, versus union representatives who work to protect any teacher (including the most incompetent)

Example 2

In a business organization, those who work and sacrifice to bring value to the customer, versus those who work to protect policy, process, and procedures (regardless of use or value)

What's the Problem?

The Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.

Where Does The Problem Begin?

It Begins with Ethical Leadership

Source: Zombie Project ManagementBased on Domains of Ethical Theories from Leadership Theory and Practice

Ethical Leadership Zombie-ism

When a zombie acts solely to feed itself. You can find zombies exhibiting this orientation at every level of an organization. This zombie thinks that it is a leader of a hoard, but instead, it is a destructive force because it makes no leadership decisions, good or bad. It merely feeds. It merely exists.

Ethical Leadership Egoism

When a person acts to create the greatest good for himself or herself. You can find people exhibiting this orientation at every level of an organization. When the organization and its employees make decisions merely to achieve individual goals (at the expense of others), they lose sight of a larger goal.

Ethical Leadership Utilitarianism

The idea that the moral worth of an action is determined solely by its usefulness in maximizing utility or minimizing negative utility. The focus is to create the greatest good for the greatest number of people.

In Star Trek II: The Wrath of Khan, Spock says, “logic clearly dictates that the needs of the many outweigh the needs of the few.”

Ethical Leadership Altruism

The opposite of egoism, a person’s primary purpose is to promote the best interests of others. From this perspective, a leader may be called on to act in the interests of others, even when it runs contrary to his or her own self-interests.In Start Trek III: The Search for Spock, Captain Kirk says altruistically, ”Because the needs of the one… outweigh the needs of the many.”

Ethical Leadership The Goal

The goal is to lead from the bottom right of the graph whenever possible. The more altruistic we are, the closer we come to breaking the law of bureaucracy

One way to Break the Law

1970 essay by Robert K. Greenleaf titled The Servant as Leader

Servant-Leadership

Servant leadership deals with the reality of power in everyday life—its legitimacy, the ethical restraints upon it and the beneficial results that can be attained through the appropriate use of power.

—The New York Times

Let’s Play a Game

Game: Simon Says (Modified)The Goal: Participants want to get from one side of the room to the next, via instructions from me (Simon). Participant must be navigated around (moving) obstructions and while following Simon’s instructions. I will act as Simon.

Game: Red Light Green Light (Modified)The Goal: Participants (cars) want to get from one side of the room to the next, via self-direction and verbal input. I will act as the stoplight. Someone will act as the obstructionist, who will block cars with whatever is available. The stoplight will converse with the cars during the game to help them reach the goal with minimal obstruction.

What Did We Learn From The Game?

Game: Simon Says (Modified)This is top-down command and control at work. Sometimes, those who are giving the direction (from the top) do not have goals that align with the organizational goal. Leaders are either acting as a utilitarian, egoist, or zombie.

Game: Red Light Green Light (Modified)This is bottom-up empowerment. Those who are actually doing the work just need help to reach the goal. Leaders are acting as altruists or servant-leaders try to help others reach their goals.

Characteristics of Servant-Leadership

• Listening • Empathy • Healing • Awareness • Persuasion • Conceptualization • Foresight • Stewardship • Commitment to the growth of people • Building community

Listening

Have a deep commitment to listening intently to others. Seek to identify the will of a group and help clarify that will. Seek to listen receptively to what is being said (and not said!).

Listen; don't wait to talk

Empathy

The servant-leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique "qualities". One assumes the good intentions of co-workers and does not reject them as people, even while refusing to accept their behavior or performance.

Healing

Heal yourself and others. Many people are "broken" and have suffered from a variety of emotional "issues". Although this is a part of being human, servant-leaders recognize that they have an opportunity to “help make whole” those with whom they come in contact.

Awareness

Foster general awareness, and especially self-awareness, will aid one in understanding issues involving ethics and values. It lends itself to being able to view mostsituations from a more integrated, holistic position.

Persuasion

Rely on persuasion, rather than using positional authority, in making decisions within an organization. Seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and servant-leadership.

Conceptualization

Be a visionary. Look at a problem (or an organization) from a strategic perspective means that one must think beyond day-to-day realities. The traditional manager is focused on the need to achieve tactical operational goals. Start thinking more strategically and a balance between tactical and strategic thinking.

Foresight

Foreseeing the likely outcome of a situation is hard to define, but easy to identify. Foresight is a characteristic that enables you to understand the lessons learned from yesterday, the realities of today, and the likely consequence of a decision for tomorrow.

Stewardship

Holding something in trust for the greater good. Assume first and foremost a commitment to serving the needs of others. Emphasize the use of openness and persuasion rather than control.

Commitment to the Growth of People(not like Soylent Green or The Matrix)

Believe that people have an intrinsic value beyond their tangible contributions as workers. Be deeply committed to the (personal and professional) growth of each and every individual within your institution. Take a personal interest in the ideas and suggestions from everyone, encouraging worker involvement in decision making.

Building Community

Identify some means for building community among those who work within a given institution or group. Community can be created among those who work in businesses and other institutions. It's all about culture.

Conclusion

• It is about being altruistic• It is about inspiring, empowering, and motivating

• Maybe we can't break the law, but we can bend it

Questions?

Contact Information

Derek Huetheremail@derekhuether.comTwitter: @derekhuether

WebsitesDerekHuether.comTheCriticalPath.infoZombiePM.com

Drawings by Derek Huether & Pictofigo.com