learning & democratic workplaces

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Learning workplaces are highly motivational. In order to learn you need fast feedback loops. Daniel Debow, co-founder + co-CEO of Rypple, attended The WorldBlu Conference + Awards 2010 in Las Vegas this past week. The conference brings together this year’s WorldBlu List of Most Democratic Workplaces awardees to share their powerful ideas, best practices, tips and strategies with business leaders from around the world. Since 2007, WorldBlu has been identifying the leading “blu” companies that operate using the principles of openness and transparency, collaboration, and a power-to-the-people ethic to build highly innovative, democratic, and profitable organizations worldwide. Debow focuses on 4 key ideas throughout the presentation: 1. Democratic workplaces must be learning workplaces 2. Learning organizations are inherently lean 3. Traditional performance reviews don’t help us motivate or learn 4. A better way to learn @work And introducing: An open collaboration among democratic companies to lay down few principles of The Agile People revolution

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1. Learning & Democratic Workplaces
Daniel Debow
co-founder + co-CEO | Rypple
2. Education is a human right with immense power to transform. On its foundation rest the cornerstones of freedom, democracy and sustainable human development.
2
Kofi Annan
3. Four ideas
3
4. 1
Democratic workplaces must belearning workplaces
4
5. Learning workplaces are highly motivational
5
Meaning is the new money.
Daniel Pink
6. 6
Recognition: the new way to motivate
More effective
Used less often
Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors
7. 7
8. 2
Learning organizations are inherently lean
8
9. Lean in Manufacturing (c. 1948)
9
Develop human ability to its fullest capacity tobest enhance creativity and fruitfulness
Utilize facilities and machines well
Eliminate all waste
* Taiichi Ono
10. 10
Old way
Store at lots & dealers
Forecast demand
+ Build inventory
Customer buys
+ old designs
+ Fire-sales
vs.
Lean way
Build Car
Build Car
Market feedback
Market feedback
Build Car
learn
learn
learn
11. Lean in Software Development (c. 2001)
11
Empower teams
Amplify learning
Eliminate waste
Above all, create Value!
* Mary Poppendieck
12. 12
Old way
Big Build
Paper Specs/Plans
Major Launch
vs.
Lean way (customer discovery)
Minor
Release
Minor
Release
Minor
Release
feedback
feedback
learn
learn
learn
13. 13
The Agile Manifesto (c. 2001)
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools 14. Working software over comprehensive documentation 15. Customer collaboration over contract negotiation 16. Responding to change over following a planWhile there is value in the items on the right,
we value the items on the left more.
17. Lean in Startups (c. 2009)
14
A startup is a human institution designed to create a new product under conditions of extreme uncertainty.
The speed at which a startup can learnis its competitive advantage and the defining factor in its success.
* Eric Ries, startuplessonslearned.com
18. 15
Old way
Business Plans + Models
+ forecast
Public Launch
Stealth mode build
vs.
Lean way
Minimal Product
Minimal Product
user
feedback
user
feedback
Minimal Product
learn
learn
learn
19. A common pattern emerges
16
Only value-add activitiesEliminate waste
Act in small increments Iterative Feedback/Learning
20. Real learning & lasting change happens in small increments with frequent feedback & followup
17
21. Behavioural change comes from frequent followup
18
Dr. Marshall Goldsmith
No followup
Some followup
Consistent followup
* M. Goldsmith & H. Morgan, Leadership is a contact sport
22. 3
Traditional performance reviews dont help us motivate or learn
19
23. 20
Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the bottom line.
24. 21
Now is as good a time as any to think about giving up this bankrupt process.
25. 22
Performance management today
Employee activities (build up inventory)
Once a year:
Review activities
+ fill forms
At Year End:
Give feedback
26. Once or twice a year, Companies stop
23
focal period
27. 24
Fill out hundreds of complex forms
28. evaluate people onabstract skills & competencies
25
29. 26
& give lots of feedback. In one instance.
Heres all the feedback. Now change.*
* By the way, heres your raise, your bonus
30. 27
Time for a rethink
31. 4
A better way to learn @work
28
32. 29
What would an agile
people process look like?
33. 30
Find the bright spots*
Observations:
3 key ongoing social feedback loops
at successful democratic companies
* Chip & Dan Heath, Switch: How to change things when change is hard
34. 31
Rypples mission
Make these vital social feedback loops easy & ubiquitous
35. 32
Why?
Better managers
More learning
Improve results
36. 33
1
Publicly recognize achievements
Motivates & amplifies learning
One tool that can satisfy the thirst for
guidance with minimal resourcesis microfeedback.
Think of it as performance assessment for Twitterholicssuccinct and nearly real time.
37. 34
Jay, her manager, publicly recognizes her achievement
Alanah completes a difficult project
Others learn what works & whats going on
38. 35
2
Easy to get and give safe, honest, continuous feedback
Difficult answers are the best insights
Time and again, one variable emerged as central to the achievement of positive long-term change:
participants ongoing interaction and follow-up with colleagues.
Dr. Marshall Goldsmith
39. 36
Asks for advice from co-workers & managers.
George wants to be a helpful teammate.
Gets some incredibly honest feedback
Commits to improving
40. 37
3
1:1 Manager/Employee sessions
Employees want frequent ongoing coaching
The performance review should be replaced by daily ongoing contact with managers who know the work and who can become coaches.
41. 38
Easy, ongoing coaching
42. 39
The social feedback loops in action
Daily activities
Feedback
Daily activities
Feedback
Daily activities
Feedback
Daily activities
Work on how you respond to questions from Executives
Great work on fixing the webinar slides so quickly!
Focus on fewer but higher value projects
What do you really think about our new strategy?
43. 40
The traditional way
Once a year:
Review activities
+ fill forms
Employee activities
At Year End:
Give feedback
The agile way
Daily activities
Daily activi