One challenge when training managers is how to get away from the same tired old messages about encouraging self-organization and collaboration without inducing synchronized eye-rolls in tandem with a harmony of groans. The words have lost their potency.
I stumbled upon a simple exercise that might work.
Suppose the goal is to develop your employees into self-organizing and accountable teams. Ask instead:
How can I get my employees to be completely dependent on me and irresponsible?
Have your managers generate a list. (Trust me, the ideas will flow). Then, have them re-phrase the list into the opposite of what’s on the list. Here is what it might look like.
Last month at the Paris Scrum Gathering, a colleague and I ran a workshop on designing an Agile organization using Lego. We have done this type of design modeling for several years now. We’ve learned a great deal about organizational dynamics by both going through this process ourselves, and facilitating organizational design with teams.
We licensed the method under Creative Commons and have made it available to everyone. We call it Whole-Team Dynamic Organizational Modeling. When teams engage in designing their own organizations, they are much more likely to accept the trade-offs they have to make in order to deliver their products and services to the market. No organization is perfect. Each model creates its own set of silos. Each model is tuned to be effective within a particular organizational culture. All solutions have a messiness that is unavoidable. The usual reason for re-designing an organization is improved throughput and higher value delivery to customers. Sometimes, the organizational design is crafted to achieve a specific outcome related to culture or product architecture. Goals vary, but the act of building and testing an organizational model reveals consistent insights.
You can find more information at wtdom.org, including a facilitation guide to help you plan and deliver your own modeling experience.
“Our vision is to become a firm that pays the very lowest wages possible, charges the highest prices the market will bear, and divides the spoils between stockholders and executives, mostly the latter.”
Does that get you excited about…
Coming to work?
Doing business with this company?
This sample, from John Kotter‘s Leading Change is a reminder that for a vision to work, it has to be seen as something that everyone can get excited about–all stakeholders. And it has to be bold enough to drive people out of their comfort zone, and provide enough focus and targets to make business as usual uncomfortably impossible.
A classic use of Kanban is in field support. Trouble tickets arrive on their own schedule. Team members take a Kanban course or read a book. The team puts up a board, sticky notes, and watches as the tickets flow across the workflow, pretty much as they did before. No real improvement except that the manager can now claim that her team is using Kanban and there is greater transparency. (Everyone is happy, and now the team can tick off their “Agile” box–done.)
Traffic slows to a crawl on the Monash Freeway in Melbourne, Australia through peak hour traffic. (Photo credit: Wikipedia)
Even when WIP limits are put in place, they are ignored. “This customer issue is too urgent so we have to exceed the WIP limit” is the logical and customer-focused rationale for the decision. A few weeks or months go by and the team has not stopped to examine why their activities do not flow faster. Kanban does not work. The flow data is not being parsed nor dissected to understand how to improve throughput. Does this sound familiar? Continue reading →
I recently read (and read again) a book by Charles Duhigg that got me thinking about the power of a single idea that can transform an entire business. The book is called The Power of Habit.
Here is a summary of one story in the book that made clear to me, the opportunity to lead powerful change.
On a blustery October day in 1987, a herd of prominent Wall Street investors and stock analysts gathered in the ballroom of a posh Manhattan hotel. They were there to meet the new CEO of the Aluminum Company of America–Alcoa. It was a company that for nearly a century had made foil wraps for Hershey kisses, the metal in Coca-Cola cans and the bolts that hold satellites together. Many in the audience had invested millions in this company. But in the past year, investors had started grumbling. Alcoa’s management had made misstep after misstep trying to expand their markets and customer while competitors stole them away.
There was relief when the board announced a new CEO, but that relief, at least today, was about to be turned on its head. Appointed to the post of CEO was a former government bureaucrat named Paul O’Neill. A few minutes before noon, O’Neill took the stage. He was 51 years old, trim, and dressed in grey pinstripes and a red power tie. His hair was white and his posture military straight. He looked dignified, solid, confident. Like a chief executive. Then he opened his mouth…
I had a conversation with my friend & colleague Catherine a few weeks ago that I want to share with you. She told me that her mother, Claire Louis, described cancer and heart-attacks not as events or as states, but as trends. She said, “You don’t have cancer but you are cancering. You have not had a heart-attack, but you are heart-attacking.”
I was struck by the power of this and then we started to think about it in terms of Waterfall and Agile. Are you Waterfall-ing or Agile-ing? Are you applying the values and principles of Agile, even if not perfectly, but enough to start to move you in the right direction? Can you build on that tomorrow? And the next day?
On my table lamp in my home office I have a sticky note that says, “Was I better today than yesterday?” Same idea. What small thing am I doing today that makes me better than I was yesterday? It accumulates.
Are we working toward building a healthy, profitable and fun place to work, or are we doing the same old thing as yesterday? A little bit every day? And building on that the next day?
There are no short-cuts, no sliver bullets, no magic processes or quick-fixes. It is all about doing that little bit each day that incrementally, almost imperceptibly, effects you and your friends, family, employees, organizations and your quality of life. You and they will see and feel the difference. But it takes time.
Shall we “ing” together?
Share your “ing” here on the blog. I’d love to hear from you.
Yesterday, Catherine Louis and I delivered our three-hour workshop on “Whole-Team Dynamic Organizational Modeling” at the opening of the conference. It was well-attended–standing room only. Our colleague, Neil Johnson wrote about in his AgileSOC blog here. InfoQ wrote an article about it here. Thanks to Shane Hastie of InfoQ for attending and sharing our work with everyone.