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think sharp manoelp
3.0Management
Manoel Pimentel
Agile Coach – Elabor8
think sharp manoelpthink sharp manoelp
think sharp manoelp
manoelp
think sharp manoelp
3.0
think sharp manoelp
think sharp manoelp
2002
think sharp manoelp
think sharp manoelp
elabor8.com.au
think sharp manoelp
ESL
think sharp manoelp
think sharp manoelp
WTH
think sharp manoelp
Starting…
think sharp manoelp
What is Management?
think sharp manoelp
The English verb “to manage” was originally derived
from the Italian
maneggiare ….
think sharp manoelp
maneggiare
meaning to handle and train horses.
- Kurtz and Snowden, “Bramble Bushes in a Thicket”
http://www.researchgate.net/publication/237133296_Bramble_Bushes_in_a_Thicket_Narrative_and_the_intangibles_of_learning_networks
think sharp manoelp
What does
being a manager
mean?
think sharp manoelp
From a team perspective….
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The Dementor
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think sharp manoelp
The Barney
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The Gamer
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micromanagement
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think sharp manoelp
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3.0
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3.0? ?
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Management 1.0
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Like a machine
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The structure:
•Hierarchical
•Mechanical
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Main Thinking:
•Centralised
•Specialised
•Predictable
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Behaviours:
•Command and control
•Separation of
thinkers and doers
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Doers
Thinkers
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Doers
Thinkers
We decide
We predict
We command
and control
think sharp manoelp
Management 2.0
think sharp manoelp
Hey Houston?
think sharp manoelp
think sharp manoelp
Structure:
•Hierarchical
•Mechanical
think sharp manoelp
Behaviours:
•Command and control
•Separation of thinkers
and doers
think sharp manoelp
Main Thinking:
•Centralised
•Specialised
•Predictable
•Focused on local optimisation
think sharp manoelp
Doers
Thinkers
Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s
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The most common “solution”
think sharp manoelp
silos
consolidation of
think sharp manoelp
Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s
think sharp manoelp
Add-ons
+TQM
+6Sigma
+Balanced Scorecard
+5s
think sharp manoelp
Another example of Management 2.0
practice…
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How do we
MOTIVATE
workers in the 2.0
approach?
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Bonus o/
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think sharp manoelp
www.flickr.com/photos/davegray/6416285269
reward
and punishment
think sharp manoelp
CARROTS AND STICKS: The Seven Deadly
Flaws
• They can extinguish intrinsic
motivation.
• They can diminish performance.
• They can crush creativity.
• They can crowd out good behaviour.
• They can encourage cheating,
shortcuts, and unethical behaviour.
• They can become addictive.
• They can foster short-term thinking.
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Management 3.0
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As a organism
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Main Thinking:
Complexity
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think sharp manoelp
No matter how well planned or
how deeply understood the
method is, we will not avoid
some unexpected behaviour or
undetermined outcome
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SURPRISE!
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Complex
Adaptive
System
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An organisation is a complex adaptive
system (CAS), because it consists of
parts (people) that form a system
(organisation), which shows complex
behaviour while it keeps adapting to a
changing environment.
Jurgen Appelo
think sharp manoelp
Similar to:
Brains, bacteria, immune systems,
the Internet, countries, gardens,
cities, beehives…
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Structure:
•Networks
•Organisms
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Behaviour:
•Decentralisation of
the intelligence of
decision-making
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What does a
manager 3.0
do?
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think sharp manoelp
think sharp manoelp
What does a
manager 3.0
do?
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Works as a
Gardener
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a gardener does
not act directly
on the plant
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a gardener
acts on the
environment
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then
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a manager
acts on the
environment
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micromanagement
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Manage the System, not the People
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HOW?
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Have you
met
Martie?
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Hi, I’m
Martie.
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Why a monster?
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Who is the
monster?
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CAS
Complex
Adaptive	
System
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Energize People
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Empower
Teams
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Align
Constraints
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Develop
Competence
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Grow
Structure
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Improve
Everything
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tools
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Energize People
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Moving
Motivators
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MOTIVATION
Intrinsic Extrinsic
think sharp manoelp
MOTIVATION
Intrinsic Extrinsic
think sharp manoelp
MOTIVATION
Intrinsic
Values
Extrinsic
Environment
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# Goals
# Organisational structures
# Roles
# Process / Tools
# Facilities
# Money
# Other constraints
Extrinsic
Environment
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# Autonomy
# Mastery
# Purpose
Intrinsic
Values
think sharp manoelp
Each person has a different set of values
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You, as a manager,
cannot change the
values of others
Intrinsic
Values
Extrinsic
Environment
think sharp manoelp
But, as a manager,
you can change this!
Intrinsic
Values
Extrinsic
Environment
think sharp manoelp
think sharp manoelp
You, as a manager,
can learn from the
values of others
Intrinsic
Values
Extrinsic
environment
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connection
Intrinsic
Values
Extrinsic
Environment
think sharp manoelp
Moving
Motivators
It is a way to learn
from the values of
others
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awareness
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More important Less important
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More connected = J
Less connected = L
Howconnectedareyou
withtheenvironment
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C H A M P F R O G S
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Curiosity Honor Acceptance Mastery Power
Freedom Relatedness Order StatusGoal
think sharp manoelp
Take 10 minutes in your group to
create a definition for each value
think sharp manoelp
Curiosity Honour Acceptance Mastery Power
Freedom Relatedness Order StatusGoal
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bit.ly/motivators-brisbane
Virtual Moving Motivators (5 min)
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Attractors
and
Detractors
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Curiosity
+	Attractors	
(I’m	feeling	more	energised	when	I	have:)	
+	Detractors
(I’m	feeling	less	energised	when	I	have)	
Space	to	run	
experiments
think sharp manoelp
+	Attractors	
(I’m	feeling	more	energised	when	I	have:)	
+	Detractors
(I’m	feeling	less	energised	when	I	have)	
Space	to	run	
experiments	
Environment characteristics
think sharp manoelp
Take 5 minutes in your group to share a few
examples of attractors and detractors for any
value
think sharp manoelp
Empower
Teams
think sharp manoelp
Doers
Thinkers
The Intelligence
of Decision
think sharp manoelp
What’s the
problem?
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bottleneck effect
think sharp manoelp
Central control of a complex
system doesn’t work, because the
central node of a network cannot
possibly contain all information
that is needed to make good
decisions everywhere.
Jurgen Appelo
think sharp manoelp
Each worker has only an incomplete
mental model of all the work
think sharp manoelp
…the same goes for the manager!
think sharp manoelp
think sharp manoelp
That is why it’s best to distribute
control among everyone.
think sharp manoelp
Distributed Control == Empowerment
think sharp manoelp
Empowered people improve system
effectiveness and survival.
Empowered organizations are more
resilient and agile.
think sharp manoelp
self-organisation
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think sharp manoelp
but
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Align
Constraints
That’s the reason why we need to
think sharp manoelp
The Seven Levels of Delegation
think sharp manoelp
Delegation is not a binary thing.
The art of management is in
finding the right balance.
think sharp manoelp
1. Tell
You make a
decision for others
and you may
explain your
motivation. A
discussion about it
is neither desired
nor assumed.
think sharp manoelp
2. Sell
You make a
decision for others
but try to convince
them that you
made the right
choice, and you
help them feel
involved.
think sharp manoelp
3. Consult
You ask for input
first, which you
take into
consideration
before making a
decision that
respects people’s
opinions.
think sharp manoelp
4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus
about the decision.
think sharp manoelp
5. Advise
You will offer
others your
opinion and hope
they listen to your
wise words, but it
will be their
decision, not yours.
think sharp manoelp
6. Inquire
You first leave it to
the others to
decide, and
afterwards, you
ask them to
convince you of the
wisdom of their
decision.
think sharp manoelp
7. Delegate
You leave the
decision to them
and you don’t even
want to know
about details that
would just clutter
your brain.
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Virtual Delegation Board (5 minutes)
bit.ly/board-brisbane
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Debrief
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?
Sharing
Control
Taking
Control
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=
Better
Teams = Better
Organisations
think sharp manoelp
Thanks :-)
Manoel Pimentel
Agile Coach
manoel.pimentel@elabor8.com.au
think sharp manoelp
think sharp manoelp
think sharp manoelp
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About complexity….
extra:
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law of the excluded third
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law of the excluded third
True
False
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True
False
paradigm of
simplification
law of the excluded third
think sharp manoelp
True
False
paradigm of
simplification
law of the excluded third
Cause == Effect
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paradigm of
complexity
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paradigm of
complexity
law of the included third
think sharp manoelp
paradigm of
complexity
law of the included third
True
False
Maybe
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paradigm of
complexity
law of the included third
True
False
Maybe
Cause == ???
???== Effect
think sharp manoelp
organisation
True
False
Maybe
Order Disorder
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paradigm of
complexity
law of the excluded third
Cause == Effect
paradigm of
simplification
law of the included third
Cause == ???
???== Effect
1.0 3.0
think sharp manoelp
Thanks again J
Manoel Pimentel
Agile Coach
manoel.pimentel@elabor8.com.au

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