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Management 3.0 - An Introduction
- 1. The Happiness of Workers © Happy Melly ♦ version 1.01 ♦ management30.com ニュースペリング ステファン
- 3. How do we get workers to be more productive? How can we help people be happier in their jobs?
- 4. § よりよい職場 § 最高の会社 § 輝く顧客 Founder & CEO ofStefan Nüsperling Management 3.0の 日本唯一の認定ファシリテーター Professional Scrum Master Certification Happy Melly Member
- 5. Agenda § Introduction to Management 3.0 § Exercise „Moving Motivators“ § Q&A § 近くの居酒屋で議論を続ける
- 8. しかし、なぜ？
- 9. The misery of workers worldwide (managers included) is personified by the fic;onal character of Melly Shum, who has hated her job for more than 25 years. © 2013 FaceMePLS, Creative Commons 2.0 https://www.flickr.com/photos/faceme/8345123691
- 10. Sadly, employee wellbeing level at work is low in Japan 参考: 2016年度Edenred-Ipsos Barometer調査の結果 https://www.edenred.jp/about-barclay-vouchers/press-release.aspx プレスリリース2016年5月27日 56%44% 日本における職場でのウェルビーイング（満足度）
- 12. 1. 自分の仕事に対しての評価 2. 同僚との良好な関係 3. ワーク・ライフ・バランス 4. 上司との良好な関係 … 8. 給料 … 人達の好む仕事は？ (Job Preferences of 200,000 Job Seekers) 参考: TED Video, Rainer Strack, The surprising workforce crisis of 2030 http://bit.ly/1BqEXea
- 13. Sadly, employee engagement levels is low in Japan 参考: Gallup, “Worldwide, 13% of Employees Are Engaged at Work” hOp://bit.ly/1PBuaDn Actively Engaged Actively Disengaged 24%7% 69% Not Engaged 日本における職場でのエンゲージメント
- 14. エンゲージメントとは？ ≠ 幸福� ≠ やる気�
- 16. Management 1.0 人が機械のように使用され § 監視するべき § 直すべき § 部品が交換できる 「マネジメントとしては 間違ったことをしている」
- 17. It was engineers who developed scientific management, the command-and-control style of leadership that was quite successful in the 20th century.
- 18. Engineers developed most management frameworks with upfront design, top-‐ down planning and command-‐and-‐control structures and processes. § 集権 § ヒエラルキー § マイクロ･マネジメント
- 19. Frameworks work well with predictable, repeatable tasks (by machines). They don’t work with crea7vity, innova7on and problem-‐solving (by humans).
- 20. Command-‐oriented, low-‐freedom management is common because it’s profitable, it requires less effort, and most managers are terrified of the alterna<ve. -‐ Laszlo Bock, Work Rules!
- 22. Do you know examples of Management 1.0?
- 23. The misery of workers worldwide (managers included) is personified by the fic;onal character of Melly Shum, who has hated her job for more than 25 years. © 2013 FaceMePLS, Creative Commons 2.0 https://www.flickr.com/photos/faceme/8345123691
- 24. Fortunately, many managers have realized that the greater challenge is working with people, not with machines.
- 27. Do you know examples of Management 2.0?
- 28. Some people think of an organiza;on 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. 組織は都市のようなもの
- 29. In a community or city, everyone is (partly) responsible for contribu;ng to its success and a few are responsible for the whole. マネジメントの責任が分散される
- 30. Management is about human beings. Its task is to make people capable of joint performance […]. Management is the cri;cal, determining factor. マネジメントは人に関すること。� マネジメントの権限は強力はパフォーマンス […]。 � そいうわけマネジメントは人の要素です。 -‐ Peter Drucker, Management Rev. Edi<on
- 31. Management of the work is a crucial activity, but this could be done with or without dedicated managers. In fact, a business can do a lot of management with almost no managers!
- 33. 9700 Nurses in 850 independent Teams of 12 people maximum, responsible for: § Clients § Nurses § Planning § Financing § Basically everything Buurtzorg Community Health Care
- 34. Do you know examples of Management 3.0?
- 35. Management 3.0 is not yet another framework. It is a mindset, combined with an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a way of looking at work systems. Management 3.0は フレーム・ワークではなく、 システムの見方
- 37. Of course, this is easier said than done!
- 38. What do you need to know to implement Management 3.0 at your organization?
- 40. Brains, bacteria, immune systems, the Internet, countries, gardens, ci;es, beehives… They are all complex adap7ve systems.
- 41. An organiza;on is a complex adap7ve system (CAS), because it consists of parts (people) that form a system (organiza;on), which shows complex behavior while it keeps adap7ng to a changing environment.
- 42. I think the next century will be the century of complexity. – Stephen Hawking, San Jose Mercury News, 23 January 2000
- 43. 行動 （予測できない） 仕組み （理解しにくい） 複雑性がある 混乱 単純 複雑 秩序
- 44. 複雑性があるものはコントロールできないが、 そのシステムに影響を与えるため さまざまな工夫がある You cannot control a complex system, but you have many options for guiding it.
- 45. 1. Address complexity with complexity 2. Use a diversity of perspec;ves 3. Assume subjec;vity and coevolu;on 4. Steal and tweak 5. Expect dependence on context 6. An;cipate, explore, adapt 7. Shorten the feedback cycle 8. Keep your op;ons open Our Complexity Thinking Guidelines
- 46. The Management 3.0 model 1. Energize People 2. Empower Teams 3. Align Constraints 4. Develop Competence 5. Grow Structure 6. Improve Everything
- 47. Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management. 2 委任とエンパワメント
- 48. The bond between a boss and the subordinate oLen makes for an unhealthy parent-‐child rela<onship. -‐ Frédéric Laloux, Reinven<ng Organiza<ons
- 49. Giving and Taking Control Quite ojen, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
- 50. A manager should make it perfectly clear what the person’s or team’s level of control is in a certain area.
- 51. Delega;on is not a binary thing. There are more op;ons than being a dictator or an anarchist. The art of management is in finding the right balance.
- 52. The Seven Levels of Delegation
- 54. Align Constraints: Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources and to give people a clear purpose and defined goals. 3 価値観と文化の共有
- 55. How do we grow a great organiza7onal culture? How do we create a work environment people will be proud of?
- 56. Volkswagen had these values on their website: Did that work for them?
- 57. Culture eats strategy everything for breakfast.
- 58. OK, how do we define values and give people a purpose, and get better behaviors and results?
- 59. Well, not by planning the culture You don’t create a culture. It happens. This is why new companies don’t have a culture. Culture is the by-‐product of consistent behavior. -‐ Jason Fried, ReWork
- 60. The trick is to invite and/or discourage certain behaviors. You cannot change an organiza;on's culture. What you can change is the guideposts, transparency, and boundaries.
- 61. Handbooks / Culture Books In some companies, employees document espoused values and culture with a book or video. Values Values
- 62. source: © 2014 Zappos, “2014 Culture Book” hXp://www.zapposinsights.com/culture-‐book Zappos
- 63. Work Expo
- 64. Work Expo at Wooga (Game Design Company Berlin)
- 65. Develop Competence: Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 4 学ぶ、能力を養う
- 66. What makes teams competent? Team communi-‐ ca7on Team competence structure Crea7ve tension Individual competence Helping each other
- 67. What levels of competence are required? Appren;ce Journeyman Master
- 68. T-‐Skilled people (Generalizing specialists) Journeyman Journeyman Master
- 69. Team Competence Matrix 3 1 3 1 1 1 0 3 1 1 It systems Accoun;ng Barista Hardware Cooking Hugo Emma Carl Mary Judy
- 71. 1. Lead by example 2. Encourage and enable self-‐study 3. Training and cer;fica;on 4. Coaching 5. Learning from failure / experiments Individual competence development
- 72. Grow Structure: Many teams operate within the context of a complex organiza;on, and thus it is important to consider structures that enhance communica;on. 5 スケールアップ
- 73. What is the best organiza7onal structure? How do we scale the business in an agile way?
- 74. Conway’s Law Organiza<ons which design systems are constrained to produce designs which are copies of the communica<on structures of these organiza<ons. – Melvin Conway
- 75. Hierarchies Specializa;on Efficiency Centraliza;on Exploita;on Networks Generaliza;on Effec;vity Decentraliza;on Explora;on balance (ambidexterity)
- 76. Exercise Play the Meddlers Game!
- 77. Meddlers Game
- 78. Improve Everything: People, teams, and organizations need to improve continuously to defer failure for as long as possible. 6 全体的な改善
- 79. How do we op7mize learning? Should we celebrate failure? I suggested that maybe we should have a big bell in the office, so that we could ring it whenever there was something to celebrate. source: #Workout, “Yay! Ques;ons & Celebra;on Grids” hOp://m30.me/workout
- 80. Create a safe-‐to-‐fail environment. The three essen<al steps are: to try new things, in the expecta<on that some will fail; to make failure survivable, because it will be common; and to make sure that you know when you’ve failed. -‐ Tim Harford, Adapt
- 81. Don’t change things; run experiments. Label your next new idea an experiment, and let everyone know that you are just tes<ng it out. -‐ David & Tom Kelley, Crea<ve Confidence
- 82. Run more experiments, faster, and cheaper. What you want to do as a company is maximize the number of experiments you can do per unit of <me. -‐ Jeff Bezos, Harvard Business Review
- 83. § Which behaviors were a success? (mistakes, experiments, prac;ces) § Which behaviors were a failure? (mistakes, experiments, prac;ces) § Which experiments could we try next ;me? Celebra7on Grids A visual exercise, useful to compare behaviour with outcome.
- 85. Energize People: People are the most important parts of an organiza;on and managers must do all they can to keep people ac;ve, crea;ve, and mo;vated. 1 エンゲージメント
- 86. How do we mo7vate people? How can we improve engagement?
- 87. Is employee engagement about intrinsic or extrinsic mo7va7on? Does an author write books because she loves the wri;ng process? Or because she loves the support and encouragement from readers? Maybe a bit of both?
- 88. The CHAMPFROGS model deals specifically with mo7va7on in the context of work-‐life. It consists of ten mo;vators that are either intrinsic, extrinsic, or a bit of both.
- 89. The CHAMPFROGS model is influenced by several other models of human mo7va7on. • Two-‐Factor Theory, Frederick Herzberg • The Hierarchy of Needs, Abraham Maslow • Theory of Self-‐Determina<on, Edward L. Deci and Richard M. Ryan • 16 Basic Desires Theory, Steven Reiss
- 91. Case Study 1: Team Communication is not good
- 92. Case Study 2: Job Interview
- 93. Case Study 3: New Team or New Project
- 94. And how do we give rewards?
- 95. Kudos
- 96. Kudo Box
- 97. Bonusly creates workplace happiness through 360 degree microbonuses
- 98. … 4.0 ?
- 99. Text: Jurgen Appelo ♦ Illustra;ons: Chad Geran ♦ Design: Muuks m30@nuworks.jp management30.com management30.doorkeeper.jp