Create Great Management

If the Scrum Team (PO, SM, Developers) is “self-managing, meaning they internally decide who does what, when, and how (Schwaber & Sutherland, 2020. p. 4), what are some management behaviors a team can use to be better at self management?

Q. Which management behavior best supports how the team
and/or organization works best within an adaptive
environment?

Transcript

2. Premise of Discourse If the Scrum Team (PO, SM, Developers) is “self-managing, meaning they internally decide who does what, when, and how (Schwaber & Sutherland, 2020. p. 4), what are some agile management behaviors a team can use to be better at self-management? Q. Which management behavior best supports how the team and/or organization works best within an adaptive environment? Understanding and Enacting an Empirical Approach for Complex Work
3. Understanding and Enacting an Empirical Approach for Complex Work
4. Theory X & Y Understanding and Enacting an Empirical Approach for Complex Work
5. Theory X “Carrot and Stick” Theory of Motivation Understanding and Enacting an Empirical Approach for Complex Work
6. Theory X & Y Analysis Understanding and Enacting an Empirical Approach for Complex Work But the “carrot and stick” theory does not work at all once man has reached an adequate subsistence level and is motivated primarily by higher needs. Management cannot provide a man with self-respect or with the respect of his fellows, or with the satisfaction of needs for self- fulfillment. We can create conditions such that he/she is encouraged and enabled to seek such satisfactions for him or herself, or we can thwart by failing to create those conditions. Theory X offers management an easy rationalization for ineffective organizational performance: It is due to the nature of the human resources with which we must work. Theory Y places the problems squarely in the lap of management. If employees are lazy, indifferent, unwilling to take responsibility, intransigent, uncreative, uncooperative, Theory Y implies that the causes lie in management’s methods of organization and control.
7. Jurgen Appelo: Management 3.0 Understanding and Enacting an Empirical Approach for Complex Work
8. Designed Three Hierarchies of Management: Management 1.0, 2.0, 3.0 Understanding and Enacting an Empirical Approach for Complex Work
9. Kurt Lewin’s Equation on Behavior Understanding and Enacting an Empirical Approach for Complex Work B = f (P, E) Behavior is a function of the Person in the Environment
10. Team CLD Exercise: Applying "Theory X" Mindset to the Scrum Framework Understanding and Enacting an Empirical Approach for Complex Work https://miro.com/app/board/o9J_lCqfDFE=/
11. Principles that create great management and build healthy organizational cultures (J. Rathman) 1. Clarify purpose—for you, the team, and the organization. Why does your organization exist? What customers does it serve? What problems does it solve? 2. Build empathy with the people who do the work. Examine your policies and procedures—do they help people do the work or hinder the people? 3. Build a safe environment. People work better when they can trust you, their colleagues, and the organization-as-a-whole. How safe are you to exercise your integrity, disagree with others, prioritize the work, and more? Do you clarify why and when you make decisions and what to do when people disagree? 4. Seek outcomes by optimizing for an overarching goal. When managers work in flow efficiency, they optimize for the organization, not their department or themselves. 5. Encourage experiments and learning. The more innovation you want, the more everyone will need to experiment and learn. 6. Catch people succeeding. Create small-world networks where people can offer each other reinforcing feedback and learn together. 7. Exercise value-based integrity as a model for the people you lead and serve. When the managers and the organization’s policies work with integrity, people notice. They will make more decisions that you want and fewer decisions you don’t want. Understanding and Enacting an Empirical Approach for Complex Work
12. If you can exercise these principles, you will gain these effects: RESPECT—FOR YOURSELF, FOR THE TEAM, AND FOR THE PURPOSE OF THE ORGANIZATION. TRUST—POSSIBLY WITH BOUNDARIES —TO ENCOURAGE THE BEHAVIORS AND OUTCOMES YOU WANT TEAM-BASED APPROACHES TO WORKING AT ALL LEVELS OF THE ORGANIZATION.S Understanding and Enacting an Empirical Approach for Complex Work
13. Questions?? • What is our Current State of Team Management? • What is our Desired Future State of Team Management? • How do we get to that Desired Future State? Understanding and Enacting an Empirical Approach for Complex Work
14. References • Appelo, J. (2011). Management 3.0: leading Agile developers, developing Agile leaders. Pearson Education. • Appelo, J. (2014). Workout: Games, Tools Et Practices to Engage People, Improve Work, and Delight Clients. Happy Melly Express. • Lewin, K. (2013). Principles of topological psychology. Read Books Ltd • Schwaber, K., & Sutherland, J., (2020). Scrum Guide: The Definitive Guide to Scrum: The Rules of the Game. • McGregor, D., & Cutcher-Gershenfeld, J. (1960). The Human Side of Enterprise. New York: McGraw-Hill • Rothman, J. (2020). Practical Ways to Lead an Innovative Organization: Modern Management Made Easy, Book 3. Pragmatic Bookshelf. • Theory X and Theory Y Understanding People's Motivations. https://www.mindtools.com/pages/article/newLDR_74.htm