THE INNER GAME OF WORK _ Enhancing Learning, Experience, and Productivity

Transcript

1. EXAMINING THE INNER GAME OF WORK BUILDING CAPABILITY IN THE WORKPLACE (BASED ON THE WORKS BY TIM GALLWEY) The Systems Thinker – The Inner Game of Work: Building Capability in the Workplace - The Systems Thinker
2. Agenda Part I: The Inner Game of Work: “The Work Triangle” Productivity, Learning, Experience Part II: Enhancing Productivity: “Lean” Value Steam Mapping Exercise: “Distinguish Waste from Value” Part III: Enhancing The Work Experience: “The Four Temperaments” Part IV: Enhancing The Learning Experience A. Evidence-Based Management B. Simplifying the Process: “Agile and All That Jazz” C. Agile Project Scope Management EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
3. PART I: The Inner Game approach… EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
4. PART I: The Inner Game approach… Unlearning the personal and cultural habits that interfere with our ability to learn and perform The goal is simple, if not easy: to give ourselves and our team’s greater access to our innate abilities. The approach can be summarized in a simple formula: EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
5. Performance = Potential – Interference “Potential” includes all of our capabilities— actualized or latent—as well as our ability to learn “Interference” represents the ways that we undermine the fulfillment or expression of our own capacities. EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
6. Performance = Potential – Interference EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE Question??? What are some examples of “Performance Interference” you experience at work?
7. The Work Triangle EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
8. The Work Triangle The “Experience” side of the triangle reminds me that I can’t afford to neglect personal fulfillment during my working hours in the hope of enjoying myself only during vacation time or on weekends. I can never replace the hours of my life I spend at work, so I need to make the most of them. The “Learning” side of the triangle reminds me that my future work prospects depend on the growth in my capabilities. Even if I’m fired from my present job, I take with me what I have learned, which I can leverage into productive and valued performance elsewhere EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
9. Balancing the Work Triangle The general rule for distinguishing between learning and performance goals is that learning can be viewed as a change that takes place within an individual, while performance takes place on the outside. Learning is an increased capacity to perform; performance is the evidence that the capacity exists. EXAMINING THE INNER GAME OF WORK: BUILDING CAPABILITY IN THE WORKPLACE
10. PART II: Lean Enhancing Productivity: Value Stream Mapping Value Stream: All of the activities required to transform a customer request into a good or service Enhancing Productivity: Martin, K., & Osterling, M. (2014). Value stream mapping: how to visualize work and align leadership for organizational transformation. New York: McGraw-Hill
11. Enhancing Productivity: Why Value Stream Mapping?? Helps Define Work: Degrees of Granularity Enhancing Productivity: Martin, K., & Osterling, M. (2014). Value stream mapping: how to visualize work and align leadership for organizational transformation. New York: McGraw-Hill
12. Enhancing Productivity: Why Value Stream Mapping?? Enables Systems Thinking Enhancing Productivity: Martin, K., & Osterling, M. (2014). Value stream mapping: how to visualize work and align leadership for organizational transformation. New York: McGraw-Hill
13. Enhancing Productivity: Why Value Stream Mapping?? Enhancing Productivity: Value Stream Mapping, et.al
14. Enhancing Productivity: Why Value Stream Mapping?? Enhancing Productivity: Value Stream Mapping, et al
15. Enhancing Productivity: Value Stream Mapping Benefits Enhancing Productivity: Value Stream Mapping
16. Enhancing Productivity: Value Stream Mapping Components (Information Flow, Workflow, Timeline) Enhancing Productivity: Value Stream Mapping
17. Value Stream Mapping Key Metrics: Time Enhancing Productivity: Value Stream Mapping
18. Value Stream Mapping Key Metrics: Time Enhancing Productivity: Value Stream Mapping
19. Process time vs. Lead Time across the Value Stream ✓ Process time reflects human effort (and, sometimes, equipment time) and, in the current state, consists of both value-adding and non-value-adding efforts. ✓ Value-adding effort is work that your external customer values and is willing to pay for-or that's a requirement of doing business with the customer. ✓ All other expenses and effort are non-value-adding. ✓ However, there are two types of non-value-adding work: necessary and unnecessary. • Necessary non-value-adding work includes activities that an organization believes it must presently do to have a viable business. This can be referred to as value-enabling. In other words if the work wasn't performed, the organization would be hard pressed to deliver value. • Unnecessary non-value work is true waste: the customer doesn’t value it and the business doesn't have to do it to remain a viable enterprise. ✓ Lead Time: throughput time, response time, and turnaround time-is the elapsed time from the moment work is made available to an individual, work team, or department until it is made available to the next person or team in the value stream. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
20. Value Stream Mapping Key Metrics: Time Enhancing Productivity: Value Stream Mapping • The goal of the value stream transformation is to deliver greater value to one’s customers. • One means for achieving greater value is to eliminate non-value-adding work or, in the case of necessary non-value-adding work, reduce it so that in consumes fewer resources. • Value stream mapping helps us identify how to achieve this goal.
21. Value Stream Mapping Key Metrics: Quality Enhancing Productivity: Value Stream Mapping
22. Enhancing Productivity: Value Stream Mapping Summary Metrics Example Enhancing Productivity: Value Stream Mapping
23. Enhancing Productivity Value Stream Mapping Summary Metrics: Time Enhancing Productivity: Value Stream Mapping
24. Enhancing Productivity Value Stream Mapping Summary Metrics: Quality Enhancing Productivity: Value Stream Mapping
25. Enhancing Productivity: Value Stream Mapping Charter Enhancing Productivity: Value Stream Mapping
26. Enhancing Productivity: Value Stream Transformation Plan Enhancing Productivity: Value Stream Mapping
27. Part III: Enhancing the Work Experience The Four Temperaments
28. Enhancing the Work Experience Four Primary Temperaments: The What Enhancing the Work Experience: The Four Temperaments personality system attempts to describe a person's overall attitude towards problems, other people, and life in general in a very broad way.
29. Enhancing the Work Experience Four Primary Temperaments: The What Enhancing the Work Experience: Temperament is a set of genetically determined psychic qualities a person possesses, which are determined by many factors, including brain chemistry and the central nervous system. It is an innate property of the psyche that a person can’t change. However, a person is often able to successfully conceal certain qualities of their temperament, while honing others. Nevertheless, in stressful situations, it is more likely that the innate qualities will appear and not the acquired ones. https://temperamenttest.org/en-us/temperament/
30. Enhancing the Work Experience Four Primary Temperaments: The What Enhancing the Work Experience: Temperament and character These are different concepts. Temperament is biologically conditioned and unchanged. The character can change during life, although it depends partly on the structure of the person’s nervous system. The person may be able to influence it, but at the same time, developing or eliminating a certain trait takes a lot of time and effort. https://temperamenttest.org/en-us/temperament/
31. Enhancing the Work Experience Four Primary Temperaments: The What Enhancing the Work Experience: Temperament (T) does not “program” character (C) but there is a mutual connection between these psycho- properties: • T determines the dynamics, degree and method of expression of C. Both cholerics and melancholics can be hardworking, but each of them will express this property in different ways • T affects what features of C are more likely to appear, and which will most likely not arise or reach a high level of development • Different types of T require individual approaches and incentives for the formation of some trait of C; • Certain properties of C help to control or even permanently suppress the characteristics of the innate T. https://temperamenttest.org/en-us/temperament/
32. Enhancing the Work Experience Four Primary Temperaments: Purpose Enhancing the Work Experience: • They aren't meant to describe every detail of a person, such as their favorite flavor of ice cream or their mother's maiden name; rather, they just describe a person's overall attitude. • The temperaments are a way of classifying peoples' emotional attitudes, the foundations of their personality. They apply in a very broad strokes way - that is, they are vague rather than specific and detailed - and make no attempt to identify every detail of a person's personality.
33. Enhancing the Work Experience Four Primary Temperaments: Why? Enhancing the Work Experience: Some people oppose and reject personality systems because: -they feel that they cheapen individuality -everyone's far too special to be categorized in this way Having a vague understanding of personality types can be extremely useful in one’s interactions with others, not to mention that one will learn more about oneself and how others may see you, or why you do the things that you do. Different temperaments react to things in different ways Understanding how to interact with others in a way that they are receptive to is the key to having a good relationship with them and making them happy.
34. Enhancing the Work Experience Four Primary Temperaments: Example • For example, choleric people expect to prove themselves by being challenged, and they challenge others rather confrontationally because of this. • Other cholerics will respond well, and friendships may form as the two cholerics come to respect each others' strength. • However, phlegmatics respond very poorly to being challenged as they've absolutely no desire to 'prove themselves'. They prefer nice, gentle friendliness, and get along best with people who do not threaten them. • If the choleric person was to approach a phlegmatic in the way he'd like to be approached - by challenging them - they'd just get upset and scared, and he'd end up frustrated because he didn't know what he did wrong. • If however he approached them with gentle kindness, approaching them on *their* terms, then they'd be much more likely to respond positively. Enhancing the Work Experience:
35. • In a nutshell... Choleric people are the proud, extroverted 'alphas' of our species. • Dominant Cholerics people are leaders and directors. They seek to be in control of situations, to be on top, to be the best. • They use imperative, commanding language, wording things as orders rather than requests. Compare "get me a drink" to "can I have a drink?". They probably use phrases like 'deal with it', 'get over yourself', 'stop being such a wimp', etc, or may start sentences with "look", or maybe "look, buddy" or "listen, pal" or things like that. • They word things with confidence and certainty. Compare "X is this way" to "maybe X is this way, or something?". • They are firm and forceful in their approach to problems. They believe in 'tough love' and try to 'help' others by challenging them to prove themselves, as they themselves would. • They're more likely to tell someone who they are trying to 'help' that they're pathetic, expecting the person to say 'no, I'm not pathetic, I'll show you!', as indeed a choleric would in response to such a thing. Enhancing the Work Experience Four Primary Temperaments: Choleric Four Primary Temperaments https://temperaments.fighunter.com/
36. Enhancing the Work Experience Four Primary Temperaments: Sanguine • In a nutshell... Sanguine people are boisterous, bubbly, chatty, openly emotional, social extroverts • Social Sanguines find social interactions with faces both familiar and unfamiliar invigorating. This is how they recharge, and time alone - while sometimes desirable - can bore them quickly. • Expressive They are talkative, and speak in a friendly, energetic, playful kind of way; they're often charismatic, and when interacting with them, you can feel like you've known them all your life. They are very emotional, and their emotions can be extreme but fleeting. They are the sorts who will be screaming "I HATE YOU I HATE YOU!!" one day, then mere hours later, they'll be profusely apologizing about it, then expecting everything to all be water under the bridge after that. Four Primary Temperaments https://temperaments.fighunter.com/
37. Enhancing the Work Experience Four Primary Temperaments: Melancholic • In a nutshell... Melancholic people are emotionally sensitive, perfectionistic introverts. • Perfectionistic • The defining feature of a melancholic attitude is perfectionism. They are idealists who wish for things to be a certain way, and they get distressed when they are not. • They hold themselves and others to unrealistically high standards and get distressed when these standards are not met. This leads to them being self-deprecating - because they do not meet their own standards - and critical of others - because those others do not meet their standards • Many melancholics wish to learn and to understand, to know the details of every little thing, because to be ignorant is to stray from perfection. They are not content to just accept things the way that they are. They are inquisitive and ask specific questions in order to come to a clearer understanding. Four Primary Temperaments https://temperaments.fighunter.com/
38. Enhancing the Work Experience Four Primary Temperaments: Phlegmatic • In a nutshell... Phlegmatic people are meek, submissive introverts who live to please others. • Submissive Phlegmatics do not act as if they are better than others. They are eager to please, and quick to give in to others rather than asserting their own desires as if they're the most important. • They take the path of least resistance whenever possible. They so desperately wish for peace, for everyone to get along, and to avoid conflict at all costs. • Conflict terrifies them. They do not start it (except perhaps in extreme circumstances), or provoke it, and try to defuse it when it comes up. When forced into an argument, they get very upset and distressed, seeking escape rather than victory. Four Primary Temperaments https://temperaments.fighunter.com/
39. Four Primary Temperaments: Joys and Woes of Compatibility • There are ten possible combinations of the main temperaments of two people in partnership, and descriptions of these permutations can only be approximate. • Remember that we all have secondary temperaments, and that these must also be taken into consideration. And don’t forget, either, that each individual's personality plays a very important role as well, not to mention their general health, upbringing and education. • The following matchings will serve as a reminder of your own temperamental characteristics. You may not be able to change your temperament, but at least you should be able to learn how to handle it. This is bound to lead to greater and more profound self-knowledge, and that simply cannot be bad. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
40. Joys and Woes of Compatibility: Choleric/choleric – an explosive mixture • Choleric/choleric – an explosive mixture • Imagine two volcanoes, at varying stages of quiescence since the last eruption, and you have a fairly clear picture of the general situation, if a somewhat exaggerated one. • There is always activity under the surface of typical cholerics, and as they can be very touchy, their ‘temperature’ must always be watched for the usual danger signs. • Their being true extroverts, and divergent in their thinking, we have two strong characters between whom there will always be some degree of tension. • If two such people have a similar outlook on life – and this applies to everyone, irrespective of their temperament – this is invariably a strongly mitigating influence; in fact, it can be a very powerful bonding factor, and often is. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
41. Joys and Woes of Compatibility: Choleric/sanguine – hot air • Choleric/sanguine – hot air • Choleric people like to plan for tomorrow, and although keen to get on with the job, they like to be masters of the situation, and are prepared to wait – for a short while. • As for sanguines: everything has got to be done – yesterday! Again we have a potentially explosive combination; but the choleric partner will have the edge, because sanguines, with their notorious lack of stickability, will tend to lose interest in whatever plans are afoot if they have to wait. • However, eager and ambitious as choleric people are, the endless flow of ideas proceeding from the lightning-like sanguine mind will be much appreciated. • Sanguine people can weigh up a situation with the speed of light, and the accuracy of their instant judgements, and the rapidity with which they are arrived at, can be impressive. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
42. Joys and Woes of Compatibility: Choleric/phlegmatic – fire and water • Choleric/phlegmatic – fire and water • This match seems at first sight to be a sorry one, and doomed from the start, yet this is far from being the case. • In the choleric we have an unstable extrovert with divergent ways of approaching everything, and in the phlegmatic we have the complete opposite in every respect, namely a stable introvert with convergent attributes. The scenario is roughly this: either the fire will heat the water to produce steam and energy, or the water will put the fire out. • A little reflection will show that this may be no bad thing, provided of course that the situation is appropriate to the action! Now and again, when the choleric partner gets, shall we say overheated, then a cooling shower in the shape of typical phlegmatic restraint and caution would not be out of place. • The excitability and impulsiveness of the one could with benefit be tempered by the methodical, systematic propensities of the other. Here we have an example of how opposites complement each other, and how well things could work. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
43. Joys and Woes of Compatibility: Choleric/melancholic – irresistible force meets immovable object • Choleric/melancholic – irresistible force meets immovable object • Here we probably have two parties who love to hate each other. Both parties are unstable, but whereas one is an extrovert and divergent, the other is introvert and convergent; but that is not all. • Both have inflated egos, and both are determined to get their own way and assert themselves, the one by sheer force of character and the other by subtle manipulation and other kinds of chicanery. • Both will say that they are merely defending themselves from the real or imagined injustices they habitually suffer at the hands of their partner – but it's all a bit of a sham to friends and observers, who most likely consider them to be a pair of sillies. Why did they ever pair up in the first place? will be their question! Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
44. Joys and Woes of Compatibility Sanguine/sanguine – What's new, Pussycat? • Sanguine/sanguine – What's new, Pussycat? • What else but the term ‘airy-fairy’ could come to mind in view of this relationship? We have already mentioned that theirs is the element of Air, and so a vision of two butterflies cavorting amongst the flowers presents itself. After all, they both have ‘butterfly minds’, and are borne on the wings of the wind and flit unceasingly from idea to idea – and airy- fairy ones for the most part, need I add! So everything has got to be all sweetness and light, has it not? • Well, er – no, not exactly. Nothing is perfect in this world, though many a sanguine person may harbour the cosy notion that maybe – only maybe, of course – they are just that little bit more perfect than anyone else. • Tom is domineering and over-bearing; Dick's interests extend no further than creature comforts and working out what and when the next meal is; Harry is a bag of misery and sulks all the time, so that leaves me – good- looking, charming, lively, witty, sociable, carefree. • So if you have two of us, by the laws of arithmetic that means a doubling of all these super qualities, and heaven too. Right? Well, er – no, not exactly. • Don’t you ever get a teeny-weeny bit bored with – dare I say it – each other's company sometimes? You don’t wish to discuss that? Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
45. Joys and Woes of Compatibility: Sanguine/phlegmatic – bubbles • Sanguine/phlegmatic – bubbles • It might be an exaggeration to claim that this pair will spend most of their time blowing “pretty bubbles in the air”, but nevertheless we have the potential for a very compatible partnership here. • They are both stable in their basic structure and conformation: the sanguines in that their very instability is a constant factor, and the phlegmatics are more stable in every way, in terms of temperament, than any other category. • In other respects they are polar opposites: sanguines are extroverted and divergent, whereas phlegmatics are introverted and convergent. • Furthermore, they are very much concerned with what is going on in the present in terms of time: sanguine people are concerned rather with considerations of a psychological or mental nature, whereas phlegmatic people involve themselves rather with what is solid and material. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
46. Joys and Woes of Compatibility: Sanguine/melancholic – chalk and cheese • Sanguine/melancholic – chalk and cheese • Here we have an association of opposites in practically every respect. Sanguine extraversion and divergent ways of looking at things is ranged alongside – but in many ways against, of course – melancholic introversion and convergent habits of thinking. However lacking in associative characteristics, this pair have much to gain from their very polarities. • The flighty, capricious, whimsical sanguine could certainly find balance in the steady, serious, reserved melancholic, and here again the nature of the secondary temperaments of both is of paramount importance. • Problems would certainly arise if, say, the melancholic partner stubbornly refused to be torn away from the book he or she was halfway through, simply because the sanguine's favourite group happened to be performing in the next town. • The latter flounces out in a fit of pique, and after thoroughly enjoying the concert in spite of their tiff, skitters into the house at almost midnight, bursting with enthusiasm and excitement and brimming over with goodwill, simply unable to wait for a second to tell the former all about it – only to find the living room empty, and the bedroom door locked. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
47. Phlegmatic/phlegmatic – Tweedledum and Tweedledee: a rare pair • Phlegmatic/phlegmatic – Tweedledum and Tweedledee: a rare pair • The formula for this merger is: because according to the laws of nature like can only beget like! • They are both stable, introverted and convergent, and so exhibit a certain lack of balance in some respects, although, as mentioned elsewhere (start of Chapter 5) they possess the compensating attribute of being able to find their own level, as fluids do. • This probably accounts for the terms people apply to phlegmatics in general: even-tempered, level- headed, flat-footed, perhaps – but never ‘flat spin’! • This partnership promises to be the most stable one conceivable; and two such individuals would make excellent subjects for a real ‘still life’ picture. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
48. Joys and Woes of Compatibility: Phlegmatic/melancholic – “There's a hole in my bucket • Phlegmatic/melancholic – “There's a hole in my bucket • This is another unlikely match: stable introvert and unstable introvert, the first indifferent and unconcerned, and the second egotistical and pessimistic. Prospects are not very favorable, so I intend to make short work of this particular scenario. • Neither knows the meaning of excitement, enthusiasm and sociability; what they do know is their own private world which they keep hidden from each other as well as everyone else, unless they have private reasons for not so doing. • It is very likely that an unequal struggle will ensue, perhaps not so much at the conscious level as the unconscious. • The self-centered, demanding, and self-seeking melancholic will set about taking over the easy-going, patient and self- effacing phlegmatic by stealth, and make a slave of him or her. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
49. Joys and Woes of Compatibility: Melancholic/melancholic – blue moons • Melancholic/melancholic – blue moons • Of all combinations in terms of compatibility, this is certainly one of the most interesting. Here we have two basically introverted, convergent, unstable characters, who will almost certainly experience much in the way of personal difficulties. • Inevitably, these will manifest as inter-personal complications, and the closer the relationship the greater these are likely to be because each harbours similar notions; that he or she suffers afflictions more keenly than anyone else could possibly realize or understand. • Melancholics are as a result more sensitive, more sympathetic, more compassionate and more tender towards others than are people possessing other temperaments. Deep down in their hearts and souls melancholics know this. • Unfortunately, however, difficulties arise when they also expect everyone else to possess such qualities, and extend these virtues to them, and they are sadly disappointed when their expectations are not met. Review “The Inner Game of Work”, Work Triangle: Productivity, Learning, Experience
50. Part: IV-A Enhancing Learning Evident-Based Management Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62. Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
51. Enhancing Learning Evident-Based Management: What is it? Is the conscientious, explicit, and judicious use of current best evidence in making decisions
52. • A new way of thinking impacting the medical establishment • The idea that decisions in the medical care should be based on the latest and best knowledge of what works. • Evidence Based Medicine: Is the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patients (Sackett). Enhancing Learning Evident-Based Management: In Medicine Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
53. Enhancing Learning Evident-Based Management: In Medicine • Use Case: Sackett and his colleagues and a growing number of physicians joined the movement committing to identifying, disseminating, and most importantly, applying the research that is soundly conducted and clinically relevant. • Sound very laughable, after all, what else besides evidence would guide medical decisions? • Then you are woefully native about how doctors have traditionally plied their trade Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
54. Enhancing Learning Evident-Based Management: In Medicine • Recent studies show that about 15% of their decisions are evidence based. For the most part, here's what doctors rely on: ✓Obsolete knowledge gained from school ✓Long-standing but never proven traditions ✓Patterns gleaned from experience ✓The methods they believe in and are most skilled in applying ✓Information from hordes of vendors with products and services to sell Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
55. Enhancing Learning Evident-Based Management: For Management • The same behavior holds true for managers looking to cure their organizational ills. • If doctors practiced medicine like many companies practice management, there would be more unnecessary sick or dead patients and many more doctors in jail or suffering other penalties for malpractice.
56. Enhancing Learning Evident-Based Management: For Management • There needs to be an evidence-based movement in managers. • Almost anyone can (an often does) claim to be a management expert; and a bewildering array of sources, for example: • Shakespeare • Billy Graham • Jack Welch • Tony Soprano • fighter pilots • Santa Claus • Atila the Hun • ….are all used to generate management advice.
57. Managers seeking the best evidence also face a more vexing problem than physicians do: • Because companies vary so wildly in size, form, and age, compared with human beings, it is far riskier in business to presume that a proven "cure" developed in one place will be effective elsewhere. Enhancing Learning Evident-Based Management: Managers Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
58. Enhancing Learning Evident-Based Management: Managers Thus, there is the belief that managers (like doctors) can practice their craft more effectively if they are routinely guided by the best logic and evidence • And if they relentlessly seek new knowledge and insight, from both inside and outside their companies, to keep updating their assumptions, knowledge, and skills • The managers and companies that come closest already enjoy a pronounced competitive advantage. Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
59. Enhancing Learning Evident-Based Management: What Passes for Wisdom? • If a doctor or a manager makes a decision that is not based on the current best evidence of what may work, then what is to blame? • Stupidity, Laziness, downright deceit, but the real answer is more benign • Hype and marketing • Vendors • Dogma and Belief Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
60. Enhancing Learning Evident-Based Management: What Makes it Hard to be Evidence Based? Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62. There's too much evidence There's not enough good evidence The evidence doesn't quite apply People are trying to mislead you You are trying to mislead you The side effects outweigh the cure: •Sometimes, evidence points clearly to a cure, but the effects of the cure are too narrowly considered. Stories are more persuasive, anyway. •It is clear the often-good storytelling often carries the day, and the carrying the notion only qualitative data should qualify as evidence. •Rather, when used correctly, both stories and case are powerful tools for building management knowledge.
61. Enhancing Learning Evident-Based Management: Becoming a Company of Evidence Based Management • Managers are like physicians who face one decision after another: They can't possibly make the right choice all the time • Begin to nurture an evidence-base approach immediately by doing a few simple things that reflect that mindset: • Ask for evidence of efficacy every time a change is proposed, people will sit up and take notice • If you take the time to parse the logic behind that evidence, people will become more disciplined in their own thinking • If you treat the organization like an unfinished prototype and encourage trial programs, pilot studies, and experimentation-and reward learning from these activities, even when something new fails-your organization will begin to develop its own evidence base. • If you keep learning while acting on the best knowledge you have and expect your people to do the same-if you have what has been called "the attitude of wisdom"-then your company can profit from evidence-based management as you benefit from "enlightened trail and error" and the learning that occurs as a consequence
62. Enhancing Learning Evident-Based Management: Are You Part of the Problem? Perhaps, the greatest barrier to evidence-based management is that today's prevailing standards for assessing management knowledge are flawed. We propose six standards for producing, evaluating, selling, and applying business knowledge: 1. Stop treating old ideas as if they were brand-new. ▪ People you spread ideas ought to acknowledge key sources and encourage writers and managers to build from and blend with what's come before. 2. Be suspicious of "breakthrough" ideas and studies 3. Celebrate and develop collective brilliance 4. Emphasize drawbacks as well as virtues 5. Use success (and failure) stories to illustrate sound practices, but not in place of a valid research method 6. Adopt a neutral stance toward ideologies and theories Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
63. • Leaders who are committed to practicing evidence-based management also need to brace themselves for a nasty side effect: • When it is done right, it will undermine their power and prestige, which may prove unsettling to those who enjoy wielding influence. Enhancing Learning Evident-Based Management: Will It Make a Difference? Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
64. Enhancing Learning Evident-Based Management: Will It Make a Difference? • Evidence-based practice changes power dynamics, replacing formal authority, reputation, and intuition with data. • This means that senior leaders- often venerated for their wisdom and decisiveness-may lose some stature as their intuitions are replaced, at least at times, by judgements based on data available to virtually any educated person. Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
65. Enhancing Learning Evident-Based Management: Will It Make a Difference? • The implication is that leaders need to make a fundamental decision: • Do they want to be told they are always right, or do they want to lead organization that perform well. Enhancing Learning: Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard business review, 84(1), 62.
66. Part IV-B: Simplifying the Process: Agile and “All That Jazz” • In the late 50’s and 60’s, there were many changes happening throughout the U.S., not only culturally, but in the music scene. • Prior to the sixties, jazz music and styles throughout mid-and-eastern U.S., were predominantly swing jazz which emphasis on bebop jazz. • The bebop style could be considered highly complex in quantity of notes played and speed of execution, perhaps trying to get a higher harmonic/rhythmic effect utilizing a scalar approach, e.g., Bebop scale. Enhancing Learning Simplifying the Process: Jazz Music is Agile
67. Simplifying the Process: Agile and All That Jazz • While on the West Coast, around 1959, a new style emerged in contrast to the fast bebop style which reached out to new non-jazz audiences. • That new style was called the “Cool Jazz” lead by Miles Davis and the recording of “Kind of Blue”. • “Cool Jazz” was in-contrast to Bebop and how one placed the notes were prioritized over quantity of notes or scales to simplify both the harmonic and rhythmic structures resulting in a difference feel for the music. • The silence in-between the notes expressed and perhaps enhanced harmonic and rhythmic meaning. Enhancing Learning Simplifying the Process: Jazz Music is Agile
68. Simplifying the Process: Agile and “All That Jazz” Now, (1) Listen to the recording of “So What” from the Kind of Blue album and listen to how Miles Davis plays his solo utilizing less notes (2) Continue to listen to the next soloist and listen to how the notes are placed. (3) Do you hear the differences in style? (4) Because Davis places the notes, the placement introduces silence which adds to the musically experience (5) Other players play the notes which results in higher quantity of notes. Enhancing Learning Simplifying the Process: Jazz Music is Agile
69. Simplifying the Process: Agile and All That Jazz • The practice of “Cool Jazz” is very similar to the Agile practices we are currently adopting. • Like “Cool Jazz” which: • utilizes less notes to reduce complexity allowing for better note prioritization • introduces silence to optimize the listening experience • Agile practices strives to simplify the work effort by reducing complexity through batching and time-boxing work; prioritizing the work effort resulting in an optimized user product experience. • Too much complexity can exacerbate the experience you are trying to achieve, rather simplicity can become “music to our ears”. Enhancing Learning: AGILE PROJECT SCOPE MANAGEMENT
70. Part IV-C: AGILE PROJECT SCOPE MANAGEMENT • Project Scope Management includes the processes required to ensure that the project includes all and only the work required to complete the project successfully • Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. Enhancing Learning: AGILE PROJECT SCOPE MANAGEMENT
71. AGILE PROJECT SCOPE MANAGEMENT: KEY CONCEPTS FOR PROJECT SCOPE MANAGEMENT In the project context, the term “scope” can refer to: ✓Product scope. The features and functions that characterize a product, service, or result. ✓Project scope. The work performed to deliver a product, service, or result with the specified features and functions. The term “project scope” is sometimes viewed as including product scope. Enhancing Learning: PROJECT SCOPE MANAGEMENT
72. Agile PROJECT SCOPE MANAGEMENT: Project life cycles • Range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other • In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. • In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins. • Projects with adaptive life cycles are intended to respond to high levels of change and require ongoing stakeholder engagement. • The overall scope of an adaptive project will be decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog Enhancing Learning: AGILE PROJECT SCOPE MANAGEMENT
73. Agile PROJECT SCOPE MANAGEMENT: Project life cycles Enhancing Learning: AGILE PROJECT SCOPE MANAGEMENT At the beginning of an iteration, the team will work to determine how many of the highest priority items on the backlog list can be delivered within the next iteration. (Sprint Planning) On the contrary, in a predictive project, these processes are performed toward the beginning of the project and updated as necessary, using the integrated change control process In an adaptive or agile life cycle, the sponsor and customer representatives should be continuously engaged with the project to provide feedback on deliverables as they are created and to ensure that the product backlog reflects their current needs. (Sprint Review)
74. Agile PROJECT SCOPE MANAGEMENT: CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS Enhancing Learning: AGILE PROJECT SCOPE MANAGEMENT 1 In projects with evolving requirements, high risk, or significant uncertainty, the scope is often not understood at the beginning of the project or it evolves during the project. 2 Agile methods deliberately spend less time trying to define and agree on scope in the early stage of the project and spend more time establishing the process for its ongoing discovery and refinement. 3 Many environments with emerging requirements find that there is often a gap between the real business requirements and the business requirements that were originally stated. 4 Therefore, agile methods purposefully build and review prototypes and release versions in order to refine the requirements. As a result, scope is defined and redefined throughout the project. 5 In agile approaches, the requirements constitute the backlog