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Who is the one? - A story about shared responsibility and decision making

A64aa22451bb30e6fe3cfd5de6f462b3?s=47 Stefan Rudnitzki
September 21, 2017

Who is the one? - A story about shared responsibility and decision making

For more than 8 years teams at Europace were working with agile methods like scrum and kanban as our development processes of choice. Within these years we learned a lot and evolved an understanding and mindset of "agile".

In 2015 we started looking for the next steps in agile. Therefore we adapted aspects of Holacracy and began to do experiments. The experiences we made were challenged by our understanding of a vision of self-organization. As a result we started an ongoing iterative integration of the insights of the experiences.

This talk shares the insights, experiences and failures we encountered so far. This talks aims to start an exchange of knowledge between everybody that has made similar experiences or experiments. Therefore this talk contains practical examples how responsibility and decision making were re-thought. Not only in a technical way like architecture, tools and prioritisation but also when it comes to recruiting, employer branding and salary.

German version: https://speakerdeck.com/strud/who-is-the-one-deutsch

A64aa22451bb30e6fe3cfd5de6f462b3?s=128

Stefan Rudnitzki

September 21, 2017
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Transcript

  1. WHO IS THE ONE? STEFAN RUDNITZKI @STEFZKI

  2. Photo by Jordan Whitfield on Unsplash

  3. Photo by Jordan Whitfield on Unsplash SERIOUSLY?

  4. Photo by Ian Schneider on Unsplash

  5. ME ▸ co-organizer MongoDB usergroup Berlin @mugberlin ▸ co-organizer Async

    Cat Herding Berlin @achneeberlin ▸ co-founder of FOSS Backstage 2018 @fossbckstg ▸ lead developer at Europace (B2B2C platform, mortgage, loans)
  6. ME ▸ co-organizer MongoDB usergroup Berlin @mugberlin ▸ co-organizer Async

    Cat Herding Berlin @achneeberlin ▸ co-founder of FOSS Backstage 2018 @fossbckstg ▸ lead developer at Europace (B2B2C platform, mortgage, loans) deprecated
  7. EUROPACE - 3YRS AGO ▸ hierarchies ▸ steering boards ▸

    executive managers ▸ roles like head-architects Photo by Annie Spratt on Unsplash
  8. EUROPACE - 3YRS AGO ▸ salaries Photo by LoboStudio Hamburg

    on Unsplash
  9. EUROPACE - TODAY ▸ 4 units ▸ holacracy, sociocracy, teal

    ▸ custom flavors of self-organization Photo by Sharon Pittaway on Unsplash
  10. EUROPACE - TODAY responsibility decisions

  11. EUROPACE - CIRCLES ▸ people that feel responsible for something

    ▸ people that feel the outcome ▸ circle decides ▸ accountability ▸ consent vs consensus Photo by Nik MacMillan on Unsplash
  12. EUROPACE - CIRCLES ▸ focus on organization topics ▸ pendulum

    swings back ▸ lead link Photo by Andrew Neel on Unsplash
  13. GROWTH & RECRUITING ▸ first: „naive“ approach Photo by Aaron

    Burden on Unsplash
  14. GROWTH & RECRUITING ▸ recruiting can be challenging ▸ get

    support by good hr people and learn ▸ integration of the team helps a lot Photo by Marcus Neto on Unsplash
  15. TWO SIDES OF RESPONSIBILITY ▸ I can decide! Photo by

    Brooke Lark on Unsplash
  16. TWO SIDES OF RESPONSIBILITY ▸ Who is accountable? ▸ What

    about „uncomfortable“ decisions? ▸ Who has the skills? Photo by Leky Ybanez on Unsplash
  17. GROUP DYNAMICS ▸ Is the whole team accountable for its

    decisions? ▸ one observes sth. vs. many don’t ▸ Who decides when everybody is affected? ▸ Most/all need to decide! ▸ observed fallback: consensus Photo by Samuel Zeller on Unsplash
  18. FEEDBACK ▸ feedback rules ▸ strengthen strengths ▸ peer feedbacks

    ▸ 360° feedbacks ▸ „gossiping in the presence of the person concerned“ Photo by Lesly B. Juarez on Unsplash
  19. THAT WAS THE TEAM STUFF - HOW DO YOU „MANAGE“

    PRECISELY?
  20. DECISIONS ▸ circles ▸ hierarchy of circles ▸ Integrative Decision

    Making ▸ Consent Decision Making Photo by Pablo Garcia Saldaña on Unsplash
  21. LEADERSHIP FACETS ▸ disciplinary leadership ▸ confidant ▸ coaching ▸

    technical and functional leadership Photo by Patrick Tomasso on Unsplash
  22. DISCIPLINARY LEADERSHIP ▸ circle ▸ focuses on contract topics ▸

    you choose a person you trust ▸ consent of the team (salary transparency) ▸ your representative in the circle ▸ can change Photo by Fabian Blank on Unsplash
  23. DISCIPLINARY LEADERSHIP ▸ circle ▸ focuses on contract topics ▸

    you choose a person you trust ▸ consent of the team (salary transparency) ▸ your representative in the circle ▸ can change Photo by Nathan Dumlao on Unsplash
  24. DISCIPLINARY LEADERSHIP - PRINCIPLES 1. fair to the inside 2.

    fair to the outside 3. disclosable at any time
  25. CONFIDANT ▸ circle ▸ focuses on the people ▸ you

    choose at least one person you trust ▸ bilateral agreement ▸ can change Photo by Mitchel Lensink on Unsplash
  26. CONFIDANT - MISSION 1. take care 2. listen 3. feedback

  27. COACHING ▸ based on demand ▸ personality development ▸ external

    Photo by Jamie Street on Unsplash
  28. TECHNICAL AND FUNCTIONAL LEADERSHIP ▸ everybody in the team ▸

    pitch your ideas ▸ get challenged and improve ▸ do it Photo by Kristopher Roller on Unsplash
  29. WHAT IS THE MOST VALUABLE LEARNING?

  30. Photo by Jonathan Simcoe on Unsplash

  31. LOTS OF THEM! Photo by Jonathan Simcoe on Unsplash

  32. AND LISTEN! LOTS OF THEM! Photo by Jonathan Simcoe on

    Unsplash
  33. WHAT IS THE GREATEST ISSUE YOU ENCOUNTERED?

  34. CHANGE!

  35. The Oatmeal - Believe http://theoatmeal.com/comics/believe

  36. http://theoatmeal.com/comics/believe

  37. http://theoatmeal.com/comics/believe

  38. http://theoatmeal.com/comics/believe IMPOSTER SYNDROME CORE BELIEFS DESIRE FOR THE PAST BACKFIRE

    EFFECT
  39. http://theoatmeal.com/comics/believe ASSUMPTIONS IMPOSTER SYNDROME CORE BELIEFS DESIRE FOR THE PAST

    IMPLICIT EXPECTATIONS EXPLICIT EXPECTATIONS BACKFIRE EFFECT
  40. http://theoatmeal.com/comics/believe ASSUMPTIONS IMPOSTER SYNDROME CORE BELIEFS DESIRE FOR THE PAST

    IMPLICIT EXPECTATIONS EXPLICIT EXPECTATIONS TEAM CULTURE ORGANIZATION CULTURE THEORY X-Y BACKFIRE EFFECT SYSTEMIC STRUCTURE
  41. TRUST TAKEAWAY

  42. TRANSPARENCY TAKEAWAY

  43. EXPECT MISTAKES, FOCUS ON INSPECT AND ADAPT TAKEAWAY

  44. CLEAR VISION AND MISSION OF SELF- ORGANIZATION TAKEAWAY

  45. ASK FOR SUPPORT IF YOU STRUGGLE TAKEAWAY

  46. WHY SHOULD YOU DO IT? TAKEAWAY

  47. FOCUSES ON THE PEOPLE TAKEAWAY

  48. TAKEAWAY Who is the one? Photo by Daria Nepriakhina on

    Unsplash
  49. TAKEAWAY This is a story about four people named Everybody,

    Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody's job. Everybody thought Anybody could do it but Nobody realized that Everybody wouldn't do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done. http://www.columbia.edu/~sss31/rainbow/whose.job
  50. QUESTIONS? @STEFZKI Photo by Emily Morter on Unsplash further information

    http://tech.europace.de/soziokratie-zur-staerkung-der-selbstorganisation-und-autonomie-ein-erfahrungsbericht/ http://www.self-managementinstitute.org/misperceptions-of-self-management Reinventing Organization - Frederic Laloux (http://www.reinventingorganizations.com) Organisation für Komplexität: Wie Arbeit wieder lebendig wird - und Höchstleistung entsteht - Niels Pfläging The Impostor Syndrome - Gitte Klitgaard (https://www.youtube.com/watch?v=vLpqq0ljawE)