Making decisions when there are no bosses

With decentralized decision-making we move authority to the information and enable those that feel the sense of urgency to take initiative. This creates an environment where management and leadership isn’t concentrated with few individuals, but made accessible to everyone - allowing each person to lead in situations when they have the most competence, and to follow in situations when others are better equipped to do so. This avoids decision bottlenecks and allows for decisions being made quickly where they are needed. You will learn which mechanisms we use when and why, as well as those we avoid and why.

Transcript

1. Making decisions when there are no bosses Manuel Küblböck Agile By Example 23rd Oct 2018
2. 1. Context 2. What we avoid 3. What we practice 4. Speed 5. Principles Making decisions when there are no bosses
3. 1. Context Theory Y self-motivated, trustworthy individuals Intrinsic Motivation autonomy + mastery + purpose + belonging Beta Codex market-pulled autonomous teams sources: The human side of enterprise Drive Organize for complexity
4. 2. What we avoid Coercion little buy-in, low motivation Majority Vote winners & losers, us-against-them mentality Consensus frequent deadlocks, watered down decisions Representatives stifles exploration of new options
5. 3. What we practice - 7 levels of delegation (1) Tell I will tell you. No discussions. (2) Sell I will explain to you why. (3) Consult I will consult you and consider your advice before deciding. (4) Agree We will find agreement as a group. (5) Advise I will advise you, but then you decide. (6) Inquire I will ask you after you decided. (7) Delegate I don’t want to hear about this again. Up to you. Me You We ❗ (❓❗) ❓ ❗ ❗ ❓ ❗ ❗ ❓ ❓ ❗ Mirrors above from different perspective Coercion source: Management 3.0
6. 3. What we practice (2) Sell Mandate of one of my roles (3) Consult Advice Process in big groups or if we can’t agree (4) Agree Consent in small teams up to 10 people (❓❗) ❓ ❗ ❗ ❓ (2) Sell Safe-to-fail reversible or inconsequential ❗ ❓ 9% 1% Distribution Practice Decider 60% 30% Escalate Escalate Escalate
7. 4. Speed Sell Consult Behavior change Behavior change Intent to make a decision Decision is made quickly Behavior change happens slowly time Intent to make a decision Decision making takes longer Behavior change happens quicker
8. 5. Principles behind the practices People who have to carry out a decision, make the decision 1 2 People who are impacted by a decision can give input for it
9. Distributed decision-making: simple - not easy Simple 2 principles 4 practices Not easy empathy nonviolent communication conflict resolution mediation leadership responsibility accountability personal time mgmt
10. Thank you If you want to find out more, come talk to me afterwards. No, really, come talk to me! Please. Manuel Küblböck We are hiring! Read more in our handbook at handbook.gini.net and on our blog at blog.gini.net