How to Build a Meaningful and Innovative Organization
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Keynote: Managing for Happiness from Jurgen Appelo as presented in Agile Greece Summit 2016
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How to Build a Meaningful and Innovative Organization
- 3. Most managers have no clue how to work with people
- 4. Managers drive the business like a machine
- 11. Photo credits, with permission: Jurgen Appelo
- 17. Run experiments
- 27. Run experiments
- 31. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
- 32. Core Competencies, ROI, bla bla bla, etc. • Build for meaning • Innovate management • Accelerate learning • Run experiments • Embrace playfulness • Nurture happiness • Manage the system (something going up)
- 45. The word management is derived from the Italian word maneggiare, which means handling horses.
- 46. Giving and Taking Control Quite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
- 47. Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in finding the right balance.
- 48. 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
- 49. 2. Sell You make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
- 50. 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
- 51. 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
- 52. 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
- 53. 6. Inquire You first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
- 54. 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
- 55. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
- 56. A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.
- 60. Photos: © 2015 Jürgen Dittmar
- 67. Handbooks / Culture Books In some companies, employees document espoused values and culture with a book or video. Values
- 68. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
- 69. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
- 70. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
- 71. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
- 72. Comparing documented values with stories of actual behaviors helps you reinforce and redefine the culture, iteratively.
- 73. Many organizations hold a yearly company-wide values day where everybody is invited […] to revisit the organization’s purpose, values, and ground rules and inquire how they […] live up to them. - Frédéric Laloux, Reinventing Organizations Values Day
- 74. The culture of any organization is shaped by the worst behavior the leader is willing to tolerate. - Gruenter and Whitaker (source unknown)
- 75. The culture of any organization is shaped by the best behavior the leader is willing to amplify.
- 78. A
- 79. A B
- 80. A B C
- 81. 100 100 100 100
- 85. 75 90 125 110
- 86. 200 195 235 170
- 87. 320 315 305 260
- 91. 320 315 305 260 € 787 € 650 € 763 € 800
- 94. When is it payout time?
- 95. Yay!
- 98. Should we celebrate failure? Or should we celebrate success?
- 99. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 100. Good practices usually lead to success. That’s why we have them. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 101. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE Though sometimes, good practices can fail.
- 102. We avoid mistakes (bad practices) because they often lead to failure. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 103. Though sometimes, mistakes surprise us with unexpected success. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 104. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE We run experiments when we don’t know if we will succeed.
- 105. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE With all experiments, there is a good chance of failing.
- 106. Learning is optimal when we have a 50/50 chance of succeeding. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 107. We don’t learn anything when we just repeat good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 108. We also don’t learn anything when we repeat the same mistakes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 109. We do learn when good practices fail, though it doesn’t happen often. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 110. And we learn when mistakes are successful, which is also rare. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 111. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 112. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 113. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 114. Networks are great at running experiments and exploring opportunities. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 115. Hierarchies are good at repeating practices and exploiting successes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 116. Hierarchies are also good at repeating the same mistakes. ;-) MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 117. Healthy organizations make use of both networks and hierarchies. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 118. They use networks for creativity, innovation and effectivity. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 119. They use hierarchies for quality, predictability and efficiency. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 120. It is important to celebrate successes, with a focus on good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 121. And it is important to celebrate learning, in safe environments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 127. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
- 128. m30.me/happiness
- 130. m30.me/happiness