jürgen dittmar, cocondi - management 3.0 | agile greece summit 2015
TRANSCRIPT
AgileGreeceSummit
Management 3.0the essential perspective and toolsetfor agile managers
Athens - 18. September 2015
Presented by
Jürgen Dittmar
Who is talking?
• > 20 years IT, > 10 year leadership• Master Organizational Psychology• Independent Consultant• Systemic Coach and Consultant
• Systemic Organizational Development• Agile Transitions• Agile Training and Coaching• Leadership & Management Development
Jürgen Dittmar
Official Partner of:
And what about
YOU?Developer?Manager?HR?Agile transformation?
Management 3.0 ?
Clear understandingabout the role ofmodern/agile leaders?
WHY
Folie 4
??
„There is a lot ofbad Scrum out there“
Jeff Sutherland,Scrum Day 2013 - Berlin
OD = Organizational Development
What often is missing ….
BARRIERS TO FURTHER AGILE ADOPTION
GREATEST CONCERNS ABOUT ADOPTING AGILE
Agile Transformation – DAY 1Folie 10
Once upon a time ….
Management opposition can kill your agiletransformation!
Let‘s dive below the surface!
Status relative importance to others
Certainty being able to predict the future
Autonomy a sense of control over events
Relatedness safety with others
Fairness fair exchanges between people
SCARF Modell
David Rock: http://www.davidrock.net/files/NLJ_SCARFUS.pdf
The Role of Management in Scrum?
Folie 14
Jeff Sutherland (2013)
SCRUM isRevolution !
Is there a manager after „Agile“?
StatusCertaintyAutonomyRelatednessFairness
Human beings need a perspective!ManagersManagers
Jurgen Appelo
3.0?Why
Doing the wrong thing.1.0Doing the right thing wrong.
Doing the right thing right.
2.03.0
Management & Leadership:
No Management Methodology withdetailled instructions!
Mindset and general concept plus many, many practices! Based on science and findings from Systems Theory,
Complexity Science, Psychology etc. Uses various perspectives and models to deliver deep insights
into the system and functionality of organisations and teams Describes useful tools and practices to start today Continuous improvement and extension
of practices by a community
Core Task for Managers & Leaders
How can I change a complex social systemin a certain direction?
Important Skills for Managers & Leaders
complex social system
ComplexityTheory
Systems Theory &Systems Thinking
Psychology
ChangeManagement
Man
agem
ent 3
.0
Jurgen Appelo
Workouts…
… for healthy organizations !
Folie 28
Practices
Practices
Practices
Practices
Practices
Practices
Practices
Practices
PracticesPracticesPractices
Practices
Practices
Practices
Principles
1. Engage People2. Improve Work3. Delight Clients
Workouts: Examples
32
How do we create a fair bonus system?
What kind of incentives support cooperationand feedback culture?
How can we enable creativity and motivation?
How can we deal with salaries in a fair way?
How can we develop delegation best?
What are good alternatives for traditionalcareer paths?
Bonus Systems
Jürgen Dittmar Übersicht Management 3.0 Workouts Folie 35
KUDO BoxKUDO WallKUDO Tweet
Merit Money
Virtual CurrencyPeer RecognitionExchange System
Example
Transparency
A ban on secrecy has a positive impacton trust, fairness, motivation, andculture.
Example Include (Y/N) Weight
Gender (G) Male Y / N 1 /2 /3
Job Category / Title (C) designer Y / N 1 /2 /3
Job Level (L) senior Y / N 1 /2 /3
Tag / Responsibility (T) team leader Y / N 1 /2 /3
Age (A) 43 Y / N 1 /2 /3
Years of Employment (Y) 5 years Y / N 1 /2 /3
Prior Work Experience (W)15 years Y / N 1 /2 /3
Relevant Education (E) 4 years Y / N 1 /2 /3
Special Achievements (S) design award Y / N 1 /2 /3
Performance (P) NPS = 85% Y / N 1 /2 /3
Family Size (F) 3 children Y / N 1 /2 /3
Example
https://open.bufferapp.com/introducing-open-salaries-at-buffer-including-our-transparent-formula-and-all-individual-salaries/
Jürgen Dittmar Übersicht Management 3.0 Workouts Folie 44
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Delegation
45
46Flow from left to right 46
Teams or People
Seven Levelsof Delegation
Key Decision Areas
www.management30.comGet your free eBook now:[email protected]
1. Systemic organizational development2. Business strategies and visions3. Fight conflicts and impediments4. Align goals within the organization5. Promote and challenge informal roles
(e.g. Scrum Masters and Product Owners)6. Define constraints for selforganization7. People development and recruiting8. Legal framework9. Mentoring, mediation and coaching10. Crisis intervention and management11. etc…
The Perspective for Leaders in Agile Organizations
The world is changing for all kind of managers
• The old system doesn‘t function anymore!• Roles and task of managers/leaders are changing
Management is tooimportant to be left to the
managers.
54
Management is tooimportant to be left to the
managers.
55
Manage the system,not the people
Mind the missing piece!
OD = Organizational Development
Jürgen DittmarCocondi – Coaching Consulting Dittmar
Master of Organizational PsychologySystemic Consultant and CoachConsultant Agile Methodologies
Address Fuggerstraße 1, D-81373 München
Phone +49 (0) 89 120 125 52Mobile +49 (0) 176 13 48 86 27
+49 (0) 176 1-dittmar
Mail [email protected] www.cocondi.de
www.management30.com
Thank you for your attention
Questions?