we invented management, we can re invent it!
Post on 19-Mar-2017
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Reaktor Mannerheimintie 2 00100, Helsinki Finland
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We invented management, we can re-invent it!
Hermanni Hyytiälä
@hemppah
“Traditionally we have learned to manage an organization by managing its separate pieces (sales, marketing, production, logistics, service etc.). Managing in this way always causes sub-optimization, parts achieve their goals at the expense of the whole.”
—John Seddon
Source: http://www.limebridge.com.au/page/Learning_Centre/Cartoons/
—Peter Drucker
“Most of our assumptions about business, technology and organization are at least 50 years old, they have outlived their time.”
Industrial and General Administration (1910s)
Human Relations (1930s)
Strategic Management (1970s)
Theory of Bureaucracy (1940s)
Systems Theory (1950s)
Contingency Theory (1960s)Scientific Management (1910s)
Organizational Culture (1980s)
Theory of Innovation (1990s) Theory of Power (1950s)
— W. Edwards Deming
“Does experience help? NO! Not if we are doing the wrong things.”
—Russell Ackoff
“All of our problems arise out of doing the wrong thing righter.”
—John .M. Keynes
“The difficulty lies not so much in developing new ideas as in escaping from old ones.”
System
Performance
Doing better things
Doing things better
Thinking
Processes Governance
Measures
Funding schemes
Targets
Incentive, salary and bonus schemes
Recruitment and out sourcing strategy
Tooling and technology
Project or service delivery model
IT systems
Structure of organisation and its operating units
Capacity allocation
Workflow scheme
Service design
Training scheme
Office and building locations
Partner contracts
Co-operation practices
Meeting routines
Communication policy Budgeting
schemeRoles & Responsibilites
Functional work design
Organizational chart
Employee and profession organizing model
Decicion making policy
Change management
model
Work design perspective
Acting on the system to change performance is single loop learning. Changing thinking before acting on the system is double loop learning.
"Companies die because experience is favoured over learning."
—Sally Bibb
“The illiterate of the 21st century will not be those who cannot read or write, but those who cannot learn, unlearn and relearn.”
—Alvin Toffler
—Gary Hamel
“Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.”
Thinking - System - Performance Theories - Methods - Results Assumptions - Actions - Consequences
“The system disables performance. For most managers this is hard to see. What they see is people 'behaving badly'.”
—John Seddon
"It's axiomatic in organizations the greatest influence on behavior will be the way work is designed and managed."
—John Seddon
“The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?”
—Douglas McGregor
“If we value cooperation, why have we designed so many structures that reward people for competing more than cooperating?”
—Douglas McGregor
"Do rewards motivate people? Absolutely. They motivate people to get rewards."
—Alfie Kohn
“Tell me how you measure me, and I will tell you how I will behave.”
—Eliyahu M. Goldratt
“The key to job enrichment is nurture of a client relationship rather than a functional or hierarchical relationship.”
—Frederick Herzberg
Traditional assumptions New assumptions
Top-down, hierarchy Perspective Outside in, system
Functional specialism Design of work Demand, Value, Flow
Separated from work Decision making Integrated with work
Outputs, targets, standards: Relate to budget
Measurement Capability and variation: Relate to purpose
Make #’ s & manage people Role of management Act on the system
Control Ethos Learning
Reactive, projects, by plan Change Adaptive, integral, emergent
Extrinsic Motivation Intrinsic
—John Seddon
“Command-and-control managers like to buy change by training and projects, unaware that change really requires changing the system and unaware that that means first being prepared to change the way they think about the design and management of work.”
“It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so.”
—Mark Twain
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