management 3.0 : les mérites

www.management30.comCARA Night Lyon 2013

version 1.00

http://www.management30.com/

CARA Night Lyon 20132

Alexandre Cuva

• Agile Transition Coach, Scrum Master, Product Owner

• Management 3.0 & Certified Scrum Developer Trainer

• Event speaker

• Hermes Swiss Project Team Professional

• ITIL V3

“I coach teams and organization to become highly productive.”

E mail : [email protected]

http://www.slideshare.net/GToronto

Agile Transition Coach


http://www.slideshare.net/GToronto

Is this possible?

shareholders /

owners

customers /

users

suppliers / partnerscommunities / society

employees / workers


Source from Ken LumCARA Night Lyon 20135

Hue, ancient Vietnam imperial palace : http://www.travelloops.com

For thousand years, we were ruled from a Central Authority


http://www.travelloops.com/

Self organization is the

default behaviorin complex adaptive systems


Ho Chi Minh City is a is a complex adaptive system (CAS), because it consists of parts (people) that form a system (city), which shows complex behavior while it

keeps adapting to a changing environment.


A team is a Complex Adaptive System (CAD)

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/CARA Night Lyon 2013

9

http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside the nescafe plan in vietnam/

Managers are ordinary people with special power


http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/

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

The Seven Levels of Authority

13CARA Night Lyon 2013

Managers are like leaders, they defines constraints, the employees defines the rules


Managers need to share their objectives


Teams need to have an identity to identify their self


Managers need to found way so they employees learn


Management

3.0

19

Le management est trop important pour être laissé uniquement aux Managers


Dynamiser les personnes par le MERITES

© Jurgen Appelo version 2.00 management30.com

Dynamiser les personnes

Les personnes sont les plus importantes parties d’une organisation et les gestionnaires doivent faire tout leur possible pour garder les individus actifs, créatifs et motivés.


Motivation Extrinsèque


24

2001 ENRON ....Et il y en a eu d’autre après


it may come as a shock to many to learn that a large and growing body of evidence suggests that in many circumstances, paying for results can actually make people perform badly, and that the more you pay, the worse they perform.

NIC Fleming “The bonus Myth”


Motivation Intrinsèque


Maslow Model (1950)

Abraham Maslow


Revenues

Payer le travail d’une personne sans la démotiver est la tâche la plus ardu d’un manager


Revenues =Salaire + ExtraLa question est comment

savoir le vrai revenue d’un employé?


Le Système des bonus


Bonus ?


Les 6 règles des primes

32

Ne pas promettre une prime à l’avance

(Pink, Drive)

1

De petit bonus quand ils sont anticipé

(Flemming)

2

Des primes en continu(Mc Crimmon,

Celebrating Success)


Les 6 règles des primes

33

Des bonus sur le comportement pas sur le résultat

(Fleming)

5

Des primes par les pairs, et non pas par les supérieures

(Tynan, Reward Employees)

6

Récompenser en public pas en privé

(Alberg, Celebrate Success)


Kudo Box


Money is only advised as a reward when you need to motivate people to do an uninteresting or repetitive job. And even in the case of creative work it’s ok for rewards to cost a little bit of money, as long as you don’t overdo it.

Pink, Drive


Un Système aux mérites


Les 6 règles des primes• Ne pas promettre une prime à l’avance

• De petit bonus quand ils sont anticipé

• Des primes en continu

• Récompenser en public

• Des bonus sur le comportement pas sur le résultat

• Des primes par les pairs, et non pas par les supérieures


Et demain

1. Créer d’abord un environnement propice à ce changement.

2. Définissez la part du revenue impliqué

3. Choisissez le jeux, les pièces…

4. Ayez l’aval de vos supérieures et faites le avec des volontaires

5. Evaluez la période de test avec vos supérieures avant de l’appliquer en vrai


Référence

• Ariely, Dan. predictably irrational: the Hidden Forces that Shape our Decisions. new york: Harper perennial, 2010. print.

• Bogsnes, Bjarte. implementing Beyond Budgeting: unlocking the performance potential. Hoboken, n.J: John Wiley & Sons, 2009. print.

• Bomann, nikolaj. “Bonus Schemes Should Be Handled with care” <http://bit.ly/roavfl> pointbeing.net, 27 June 2009. Web 3 January 2013.

• Boyd, e.D. “at ign, employees use a “Viral pay” System to Determine each other’s Bonuses” <http://bit.ly/11q83g7> Fast company, 16 December 2011. Web 3 January 2013.

• Fleming, nic. “the Bonus myth: How paying for results can Backfire” <http://bit.ly/fk7uXJ> newScientist, 12 april 2011. Web 3 January 2013.

• Haidt, Jonathan. the Happiness Hypothesis: Finding modern truth in ancient Wisdom. new york: Basic Books, 2006. print.

• Kohn, alfie. punished by rewards: the trouble with gold Stars, incentive plans, a’s, praise, and other Bribes. Boston, mass: Houghton mifflin co, 1999. print.

• Markowitz, eric. “3 Weird, game changing Ways to make employees Happy” <http://bit.ly/Jqa1fj> inc.com, 11 may 2012. Web 3 January 2013.

• Pink, Daniel. Drive: the Surprising truth about What motivates us. new york, ny: riverhead Books, 2009. print.

• Spolsky, Joel. “incentive pay considered Harmful” <http://bit.ly/11q4czh> Joel on Software, 3 april 2000. Web 3 January 2013.


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