Preventing the 5 Deadly Diseases of Management
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The document discusses an interview with W. Edwards Deming about preventing the "5 Deadly Diseases of Management". It summarizes Deming as saying the main diseases are a lack of purpose, management by numbers, short-term thinking, annual performance ratings, and high mobility of management. The interview then provides suggestions for curing these diseases such as defining purpose, aligning business to purpose, optimizing the whole system, developing leaders from within, and letting peers rate each other. The discussion emphasizes continuous improvement, empowering employees, and focusing on craftsmanship, customer satisfaction, and multiple perspectives.
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Preventing the 5 Deadly Diseases of Management
- 1. Preventing the 5 Deadly Diseases of Management Interview with W. Edwards Deming Agile Cure by Mischa Ramseyer Presented @ GOTO Zürich, 10.04.2013
- 2. Agile Coach & Trainer Management Coach & Trainer Mischa Ramseyer @ramsyman hJp://www.management30.com
- 3. W. Edwards Deming (1900 – 1993) Mischa Ramseyer The Interview
- 4. Lack of Purpose Mgmt Short by Term numbers Thinking Annual Mobility RaSng of of Mgmt Perform.
- 5. Mission Our rus! p the Vi Sto
- 6. Good to know our Mission! What now?
- 7. Build awareness! I cannot fight, what I don‘t see!
- 8. OK, we are aware... What now?
- 9. Lack of Purpose Short Mgmt by Term numbers Thinking Annual Mobility RaSng of of Mgmt Perform.
- 10. But where? What‘s the most important thing?
- 11. Lack of Purpose Mgmt Short by Term numbers Thinking Annual Mobility RaSng of of Mgmt Perform.
- 12. Define Purpose! Why are you here? hJp://www.scoJwhitelaw.com/gallery/
- 16. spir ing Be in
- 17. Define your Mission, or ... We’re always creating. To provide Organize the world’s information the best and make it universally customer accessible and useful. service possible.
- 18. ... a Manifesto hJp://www.liip.ch/staSc/manifesto/index.html 10.04.13 From Vision to Backlog 18
- 19. Align Business to Purpuse
- 20. Do you mean strategy alignment?
- 21. If the strategy isn‘t the foundation, what is it then?
- 23. To provide the best customer service possible. Values: hJp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html Movement: hJp://www.deliveringhappiness.com
- 26. The set of guiding values, principles and beliefs we call ...
- 28. • How will we do it? Strategy • 1 - 5 years Alignment • What do we want? Vision • 5 - 10 years • Why do we exist? Mission • 10 – 20 years • Who are we? Values & Principles • Lifetime © 2012 – 2013 pragmaSc soluSons gmbh
- 34. KUDO hJp://www.management30.com/workout/kudo-‐box/ BOX 1 MANAGEMENT 3.0 WORKOUT © 2012 JURGEN APPELO MANAGEMENT30.COM/KUDOBOX
- 35. Rewards can work for your organization, and not against it, when you take the following six rules into account: hJp://www.management30.com/workout/kudo-‐box/ 6 These six rules for rewards in you the best chance at increasing rewards small. Don’t promise rewards give advance. Keep anticipated satisfies all six criteria. A well-aimed kiss, blown carefully across a Reward continuously, not once. people’s performance and enjoyment, while encouraging intrinsic conferencepeoplecan also donot look just once per (just kidding!) It’s Give rewards at unexpected moments, so Sometimes you cannot prevent table, an- Do wonders, I’ve noticed month or once per The Six Rules of Rewards motivation instead of destroying it. Notice thatticipating a potential reward. In such cases, year for something to celebrate. Every day that people don’t change their intentions an incidental com- not that difficult to implement rewards well. pliment addressed reward. When acknowled- accordingwellresearch, big rewards are likely can be a day to celebrate something. When and focus on the at a colleague in a meeting, for a job to done, gement of good work comes as a surprise, to decrease the performance of people. This people do useful work every day, every day research says intrinsic motivation will not might be because the stress of anticipation is an opportunity for a reward [McCrimmon, be undermined [Pink, Drive l:524]. will interfere with people’s working memory “Celebrating Success”]. [Fleming]. 1 Reward publicly, not privately. 2 Reward behavior, not outcome. 3 Reward peers, not subordinates. 7 Everyone should understand what is rewar- Outcomes can often be achieved through Rewards should not come just from the ma- ded and why. The goal of giving rewards is shortcuts, while behavior is about decent nager. Find a way for people to reward each to acknowledge good work, and have people work and effort. When you focus on good other, because peers often know better than enjoy it too. To achieve this, a regular public behavior, people learn how to behave. When managers which of their colleagues deserve reminder works better than an annual pri- you focus on desired outcomes, people may a compliment [Tynan, “Reward Employees”]. vate one [Alberg, “Celebrate Success”]. learn how to cheat [Fleming].
- 36. Develop Leaders from the inside!
- 38. craftsman development Shu tradiSonal wisdom, learning fundamentals appren)ce Ha detachment, breaking with tradiSon journeyman Ri transcendence, everything is natural master hJp://en.wikipedia.org/wiki/Shuhari hJp://en.wikipedia.org/wiki/Master_cra_sman hJp://www.management30.com/workout/business-‐guilds/
- 39. OK, we understood that craftsmanship is important, but where are the leaders?
- 40. 1. Commit to self-development Learn to live True North values through repeated learning cycles True North 4. Create Vision and Values 2. Coach and Align Goals Challenge Develop Others Create True North vision Kaizen See & challenge true & align goals vertically Go and See potential in others through and horizontally Teamwork self-development Respect for learning cycles Humanity 3. Support Daily Kaizen Build local capability throughout for daily management & kaizen
- 42. But how can we do this?
- 43. Ask the „Ultimate Question“
- 44. It‘s called the Net Promoter Score hJp://en.wikipedia.org/wiki/Net_Promoter
- 45. Is customer satisfaction the only KPI that measures?
- 46. Take different perspectives into account!
- 47. perspective 3. Organization 7. Community 1. Employee 4. Customer 5. Manager 6. Supplier 2. Team hJp://www.management30.com dimension 1. Time 2. Tools 3. People 4. Value 5. FuncSonality 6. Quality 7. Process It’s like a balanced scorecard, but 2-‐dimensional
- 48. Install a Management Cockpit
- 49. Tipp: Create company-wide goals!
- 50. Lack of Purpose Mgmt Short by Term numbers Thinking Annual Mobility RaSng of of Mgmt Perform.
- 51. Define Purpose Align OpSmize business the Whole Don‘t to purpuse fall back! Develop leaders Let peers from rate Inside
- 52. I‘m interested in your stories as well!
- 53. The'Pragma$c'Organisa$on' Culture' Strategy' Con$nuous'Innova$on' Context'&' Constraints' Organisa$on' Network'&'Empowerment' Delivery' Effec$veness' Products' Do'the'Right'Thing' 'Services' Efficiency' Do'the'Thing'Right' ©'2012'I'2013'pragma$c'solu$ons'gmbh'
- 54. is'deligh$ng'their' is'deligh$ng'their' clients'thru' employees'thru'long' con$nuous' $me'purpose' innova$on' The'' Pragma$c' Organisa$on' is'organized'' is'delivering'the'right' as'a'network'of' products'&'services'in' empowered'teams' the'right'quality' delivering'value' ©'2012'I'2013'pragma$c'solu$ons'gmbh'