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AOEconf17: Management 3.0 - the secret to happy, performing and motivated self-organized teams

  1. © Happy Melly, Christof Braun  The Secret to Happy, Performing and Motivated Self-Organized Teams: Don't Just Leave Them Alone
  2. 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.
  3. Engineers developed most management frameworks with upfront design, top- down planning and command-and-control structures and processes.
  4. Frameworks work well with predictable, repeatable tasks (by machines). They don’t work with creativity, innovation and problem-solving (by humans).
  5. Command-oriented, low-freedom management is common because […], it requires less effort, and most managers are terrified of the alternative. - Laszlo Bock, Work Rules!
  6. Fortunately, many managers have realized that the greater challenge is working with people, not with machines.
  7. 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.
  8. 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.
  9. In a community or city, everyone is (partly) responsible for contributing to its success and a few are responsible for the whole.
  10. Most creative workers don’t realize that they are also responsible for management stuff. Management is too important to leave to the managers.
  11. We can only improve worker happiness when everyone feels responsible for management and when managers learn to manage the system instead of the people.
  12. Of course, this is easier said than done!
  13. Management 3.0 is not yet another framework. It is a mindset, combined with an ever-changing collection of tools, games, exercises and practices to help any worker to manage the organization. It is a way of looking at work systems.
  14. Management 3.0 = Managing the system, not the people.
  15. Management 3.0 = Better management with fewer managers.
  16. How can we get people to self-organize? How do we delegate responsibilities?
  17. To Control or Not to Control Central control of a complex system doesn’t work, because the central node of a network cannot possibly contain all information that is needed to make good decisions everywhere.
  18. Each worker has only an incomplete mental model of all the work. And the same goes for the manager! That is why it’s best to distribute control among everyone.
  19. What scientists call distributed control is usually called empowerment by management experts.
  20. Empowerment requires delegating decisions Managers often fear a loss of control when teams take over decision-making. And creative workers sometimes have no idea how to take responsibility. ?
  21. 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.
  22. The Seven Levels of Delegation
  23. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
  24. Delegation levels are applied to key decision areas. The “right” level of delegation is a balancing act. It depends on a team’s maturity level and the impact of its decisions. Delegation is context-dependent.
  25. A delegation board enables management to clarify delegation and foster empowerment for both management and workers.
  26. Delegation increases status, power, and control. A system with distributed control has a better chance of survival than a system with centralized control.
  27. As a manager, I don’t manage people, I manage the system. And I don’t empower our workers, I empower the organization.
  28. For empowerment to work, a high level of trust must be established among all parties.
  29. Trust means to assume vulnerability with optimistic expectation of someone else.
  30. What can we do to increase trust in a relationship?
  31. The Wheel of Trust (in six C’s) fff Competence Consistency Integrity Predictability Contribution Results
  32. Support the emergence of a trust culture in your organization. Use the six C’s to help people trust each other. If in doubt, advance trust rather than wait for it to be earned.
  33. How can we help people be happier in their jobs? And how does this affect their productivity?
  34. Here’s a puzzle: Does success lead to happiness, or does happiness lead to success?
  35. Probably both… We now know that happiness is the precursor to success, not merely the result. - Shawn Achor, The Happiness Advantage Does employee satisfaction lead to high performance? Probably, but [...] the reverse effect is stronger. - Phil Rosenzweig, The Halo Effect
  36. Also, happiness is a mindset, not just a result The very good news is there is quite a number of internal circumstances […] under your voluntary control. If you decide to change them [...] your level of happiness is likely to increase lastingly. - Martin Seligman, Authentic Happiness
  37. Happiness is a path, not a destination We can call this “the progress principle”: Pleasure comes more from making progress toward goals than from achieving them. - Jonathan Haidt, The Happiness Hypothesis
  38. Despite the complexity, a simple fact is… Happy workers do more and achieve more source: ScienceDaily, “We Work Harder When We Are Happy, New Study Shows”
  39. 12 Steps to Happiness (all backed by science) Thank Give Help Eat Well Exercise Rest Experience Hike Meditate Socialize Aim Smile
  40. Thank You!

Hinweis der Redaktion

  1. © 2016 Happy Melly One BV, Rotterdam, The Netherlands. This material is distributed only to licensed Management 3.0 facilitators of Happy Melly One BV. It is not permitted to use this material in training or workshops without reporting this to Happy Melly One BV and signing the license agreement. It is not permitted to redistribute the original files of this material, with exception of PDF files which can be distributed to class attendees and workshop participants. It is not permitted to reuse parts of this material in your own presentations or publications without permission. If you wish to license this material, please contact the Management 3.0 team at Happy Melly:
  2. It is good to come up with some examples of this style of management. For example, traditional performance appraisals are all about improving the individual people. And recruitment processes often focus on the talents of a person in isolation of the rest of the company.
  3. For social systems, we need insights from psychology, sociolocy, behavioral economics, and much more.
  4. Understanding human beings takes a lot more effort than understanding machines. It’s easier to assume that people are like machines.
  5. An example of this is Situational Leadership (which only delegates down, not up) Another example of this is seeing managers as everyone’s coaches, as if managers always know quite well how to do everyone’s jobs.
  6. The metaphor of a city is the best one so far.
  7. Management is like the glue in the system. It’s not the job of *managers* that is crucial. It’s the work of *management* that is crucial. I often compare it to testers versus testing. You may not need testers (as a job) but you sure do need testing (as an activity). Even after so many years, Peter Drucker is still one of the best sources for managers.
  8. Everyone is involved in management activities. Some simply do more of it than others (similar to testing). And maybe some even specialize in this activity (and then we call them managers).
  9. It is important to stress that there is no framework. There is not one set of best management practices.
  10. You can come up with plenty of examples of complex systems here that are not controlled from a central authority.
  11. Everyone should make decisions where they have the best (local) information available.
  12. You can refer to “learned helplessness” here. When people are not familiar with taking initiative at work (or when they were punished for that in the past), you may have to teach them how to self-organize.
  13. I find this very important to point out. The 7 levels of delegation were adapted from the Situational Leadership model, which only has 4 levels, and it only allows delegation down, not up. Our model is horizontal and symmetrical.
  14. There can be names of people on the board or team names. Basically, you can adapt the idea in any way you like.
  15. I actually increased my power at the organization where I was CIO because I delegated a lot, things were going well, and I increased my span of control (received responsibility for more departments).
  16. These are two typical questions that I get regularly.
  17. Again, you can ask people to raise their hands or vote or have a brief discussion. The answer is again: It’s probably a bit of both.
  18. Here’s the real business case: happy people are more productive. Period.
  19. With each of these 12 items, the focus should be on what management can do to increase happiness among all workers. For example, it’s not about the managers exercising and meditating, but about creating room or opportunities for employees to exercise and meditate.