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Ralph van Roosmalen

• Management 3.0 Facilitator

• Distributed Software Development

• Agile Coach

• www.agilestrides.com

• www.linkedin.com/in/ralphvanroosmalen

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Transforming organizations into great places to work where:• People are engaged• Work is improved• Clients are delighted

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Make sure everone is happy at work, all people really care about the things they do.

People constantly looking for what they can improve and

everyone wants to make the customer happy.

Where everyone should help the manager to achieve all of

the above.

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© Happy Melly version 1.00 management30.com

Manage the system, not the people

Or,

For many organizations, a common practice is that they are managed like machines. We call this Management 1.0. In this style of management, leaders assume that improvement of the whole requires monitoring, repairing, and replacing the parts.

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It was engineers who developed scientific management, the command-and-control style of leadership that was quite successful in the 20th century.

Frameworks work well with predictable, repeatable tasks (by machines).

They don’t work with creativity, innovation and problem-solving (by humans).

Fortunately, many managers have realized that the greater challenge is working with people, not with machines.

In a Management 2.0 organization, everyone recognizes that “people are the most valuable assets” and that managers have to become “servant leaders”. But, at the same time, managers prefer to stick to the hierarchy.

Some people think of an organization as a community or a city. You can do what you want, as long as you allow the community to benefit from your work. We call that Management 3.0.

In a community or city, everyone is (partly) responsible for contributing to its success and a few are responsible for the whole.

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Management is about human beings. Its task is to make people capable of joint performance […]. Management is the critical, determining factor.- Peter Drucker, Management Rev. Edition

Management of the work is a crucial activity, but this could be done with or without dedicated managers. In fact, a business can do a lot of management with almost no managers!

Most creative workers don’t realize that they are also responsible for management stuff. Management is too important to leave to the managers.

The only thing left to do for managers is to grow and nurture the whole system.

Management 3.0 is notyet another framework. It an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a way of looking at work systems.

What is management 3.0?

An HR process, used to manage people and organizations

It is an ever changing collection of games, tools, and practices to help any worker to manage the organization

Toolbox of tools, that a manager can use to manage a department with less resources/money/time

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Energize People: People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.

1Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management.

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Align Constraints:Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources and to give people a clear purpose and defined goals.

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Develop Competence:Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.

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Grow Structure:Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

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Improve Everything:People, teams, and organizations need to improve continuously to defer failure for as long as possible.

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Of course, this is easier said than done!

Management 3.0 = Managing the system, not the people.

Management 3.0 = Better management with fewer managers.

Management 4.0 = ?

Which statement about M3.0 is not true?

Better management with fewer managers

Managing the system, not the people

Management is too important to leave to team members; only managers should perform management tasks.

© Happy Melly version 1.00 management30.com

ComplexityThinking

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Reductionism definedre·duc·tion·ism noun \ri-ˈdək-shə-ˌni-zəm\

a procedure or theory that reduces complex data and phenomena to simple terms

http://www.merriam-webster.com/dictionary/reductionism

Managers and scientists are addicted to systems and certainty.

21361/3 = {3 + [q2 +(r- p2)3]1/2}1/3 + {q –

[q2 + (r-p2)3]341/2}1/3 p p = -b/(3a), 346q = p3

+ (bc-3ad)/(645a2), r = c/(3a) 4598

A typical analyst/reductionist mistake:Thinking about numbers and not about people.

A typical analyst/reductionist mistake:Relying on instruction instead of communication.

A typical analyst/reductionist mistake:Trying to control the future rather than discovering it.

An organization is a complex adaptive system (CAS), because it consists of parts (people) that form a system (organization), which shows complex behavior while it keeps adapting to a changing environment.

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Brains, bacteria, immune systems, the Internet,

countries, gardens, cities, beehives…

They are all complex adaptive systems.

There are no laws for dealing with change, uncertainty and complexity.The best we can do is follow these 8 guidelines.

Complexity itself is anti-methodology. It is against one size fits all.– Michael R. Lissack, The Interaction of Complexity and

Management Combining multiple incorrect views often results in a much better observation.

Use a diversity of perspectives2

Successful systems spend most of their time copying and adapting ideas from others. We usually think of innovation as

inventing new things, but we may be smarter to think of it as recombining old ones.

Steal and tweak4

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The only way to win is to learn faster than anyone else.– Eric Ries, The Lean Startup Systems with slower feedback

cycles have higher extinction rates in changing environments. Iterate faster.

Shorten the feedback cycle7

Complexity absorption entails creating options and risk-hedging strategies.– Max Boisot, The Interaction of Complexity and Management Prepare to be surprised.

Keep your options open8

1. Address complexity with complexity

2. Use a diversity of perspectives

3. Assume subjectivity and coevolution

4. Steal and tweak

5. Expect dependence on context

6. Anticipate, explore, adapt

7. Shorten the feedback cycle

8. Keep your options open

Our Complexity Thinking GuidelinesYou cannot manage complex human dynamics with frameworks.

Keep it simple!

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You cannot control a complex system, but you have many options for guiding it.

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Energize People: People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.

1 One-on-one meetings

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Happiness index

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Gallup’s 12 questions1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recognition or praise for doing good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?

8. Does the mission/purpose of my company make me feel my job is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, has someone at work talked to me about my progress?

12. This last year, have I had opportunities at work to learn and grow?

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Social networks

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The CHAMPFROGS model deals specifically with motivation in the context of work-life. It consists of ten motivators that are either intrinsic, extrinsic, or a bit of both.

The CHAMPFROGS model is influenced by several other models of human motivation.

• Two-Factor Theory, Frederick Herzberg• The Hierarchy of Needs, Abraham Maslow• Theory of Self-Determination, Edward L.

Deci and Richard M. Ryan• 16 Basic Desires Theory, Steven Reiss

https://management30.com/product/moving-motivators/

Moving Motivators!

A team member is not performing after a change in the organization. In the lunch meeting with the team member, manager discovers what motivates the team member. The manager now shares insight on the impact of the change on the motivators of the team member. How do you find this practice?

Waste of time…

Good…

Average…

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Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management.

2 The four types of trust

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The Seven Levels of DelegationThe 7 Levels of Delegation is a symmetrical model.

It works in both directions.

A delegation board enables management to clarify delegation and foster empowerment for both management and workers.

The manager creates a detailed plan to manage a team; the plan includes who will work on which task, hours allowed to work on the task and who should communicate with whom. How do you find this practice?

Good, gives clarity to teamBad, removes flexibility from team

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Align Constraints:Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources and to give people a clear purpose and defined goals.

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How do we grow a great organizational culture?

How do we create a work environment people will be proud of?

Acceptance Benevolence Confidence Discipline Excitement FriendlinessAccessibility Boldness Conformity Discovery Experience FriendshipAccomplishment Bravery Consistency Discretion Expertise FunAccountability Brilliance Contentment Diversity Exploration GenerosityAccuracy Calmness Cooperation Drive Expressiveness GratitudeAchievement Camaraderie Courage Duty Extroversion GrowthActiveness Candor Courtesy Dynamism Exuberance HappinessAdaptability Capability Craftiness Eagerness Fairness HarmonyAdventure Carefulness Creativity Education Faith HealthAesthetics Caution Credibility Effectiveness Faithfulness HelpfulnessAgility Change Cunning Efficiency Family HeroismAlertness Charity Curiosity Elegance Fearlessness HonestyAmbition Cheerfulness Daring Empathy Ferocity HonorAppreciation Clarity Decisiveness Encouragement Fidelity HopefulnessApproachability Cleanliness Dedication Endurance Fierceness HospitalityAssertiveness Cleverness Dependability Energy Fitness HumilityAttentiveness Collaboration Determination Enjoyment Flexibility HumorAvailability Commitment Devotion Entertainment Fluency ImaginationAwareness Compassion Dignity Enthusiasm Focus ImpartialityBalance Competence Diligence Equality Frankness IndependenceBeauty Concentration Directness Excellence Freedom Ingenuity

The Big Value List… pick your favorites! Page 1Initiative Maturity Persistence Resilience Skill TranquilityInnovation Meticulousness Persuasiveness Resolution Solidarity TranscendenceInquisitiveness Mindfulness Philanthropy Resolve Speed TrustInsightfulness Modesty Playfulness Resourcefulness Spirituality TrustworthinessInspiration Motivation Pleasure Respect Spontaneity TruthIntegrity Neatness Power Responsibility Stability UnderstandingIntelligence Open-mindedness Pragmatism Responsiveness Status UniquenessIntroversion Openness Precision Restraint Stealth UnityIntuitiveness Optimism Preparedness Rigor Stewardship ValorInventiveness Order Privacy Sacrifice Strength VarietyJoy Orderliness Proactivity Security Success VigorJustice Organization Professionalism Self-control Support VisionKindness Originality Prudence Self-discipline Sympathy VitalityKnowledge Outlandishness Punctuality Self-reliance Synergy WarmthLeadership Outrageousness Purposefulness Sensitivity Teamwork WillfulnessLearning Passion Rationality Serenity Thankfulness WisdomLiberty Patience Realism Service Thoroughness WittinessLogic Peace Reason Sharing Thoughtfulness WonderLove Perceptiveness Reflection Silliness Thrift ZealLoyalty Perfection Regularity Simplicity TimelinessMastery Perseverance Reliability Sincerity Tolerance

The Big Value List… pick your favorites! Page 2

Handbooks / Culture Books

In some companies, employees document espoused values and culture with a bookor video.

Values

source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book

Zappos

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Identity Symbols

• The team defines its own identity

• Name, logo, mascotte, website, etc.• Generates team work / team spirit

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Objective Key-Results

Developed at Intel

Used by Google, LinkedIn, Spotify, Zynga and many more

Example of an OKR

Objective

• “Launch an awesome MVP”

Key Results

• “40% of users come back 2 times in

one week”

• “100+ recommendations”

• “15% conversion”

OKRs Example

“40% of users come back 2 times” 75%

“100+ recommendations” 20%

“15% conversion” 67%

Objective Avg()

“Launch an awesome MVP” 54%

Develop Competence:Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.

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Exploration Days

• Everyone spends one day of learning

• Try to deliver something within 24 hrs• Demo the results to colleagues, what

did you learn?

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Grow Structure:Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

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Business Guilds

• Let people organize around certain topics

• Such as specific technologies or disciplines• Have them form virtual communities

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Game: Meddlers

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Game: Meddlers

BusinessAnalyst

DatabaseAdministrator

Line Manager

Network Administrator

Product Owner

Project Manager

Quality AssuranceManager

Software Architect

Software Developer

Scrum Master

Software Tester

User Experience Designer

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Improve Everything:People, teams, and organizations need to improve continuously to defer failure for as long as possible.

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Change Management 3.0

An organization is implementing 360-degree feedback; the system only allows a manager to know who gave which feedback not the individual. How do you find this practice?

Good, it secures confidentiality

Bad, it blocks transparency

Good, it gives management control on Information

Game: Change Agent

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Want to learn more?

• Go to Management30.com and read all about it on the website

• Buy the Management 3.0 book

• Download the #Workout book for free (yes for free but you can also buy a hardcopy of course)

• New book Managing for Happiness, Summer 2016

• Attend workshop or training

• Or contact me

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ContactRalph van Roosmalen

+31 650 816 425

ralph@agilestrides.com

www.agilestrides.com

Agile Strides - Coaching & Consultancy

Zandstraat 27a

5391 AL Nuland

The Netherlands

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