the leader-follower spectrum empowerment is not enough · 2. rather than simply assign workers to...
TRANSCRIPT
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The Leader-Follower SpectrumEmpowerment is not enough
Global Scrum Gathering San Diego 2017
Alan Dayley, Senior Agile Coach
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Where do I fit?
Self-Organization is challenging for managers• If I’m not controlling
activities, what is my value?
• I enjoy being in charge.
• How can I be held accountable if I don’t control what happens?
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YourRecentChallengesNew
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ABriefHistoryofBusinessLeadership
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IndustrialRevolution
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MilitaryModel
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FrederickWinslowTaylor• 1911- ThePrinciplesofScientificManagement
• Becameknownas“Taylorism”
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“Itisonlythroughenforcedstandardizationofmethods,enforcedadoptionofthebestimplementsandworkingconditions,andenforcedcooperationthatthisfasterworkcanbeassured.Andthedutyofenforcingtheadoptionofstandardsandenforcingthiscooperationrestswithmanagementalone.”
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“Icansay,withouttheslightesthesitation,thatthescienceofhandlingpig-ironissogreatthatthemanwhois...physicallyabletohandlepig-ironandissufficientlyphlegmaticandstupidtochoosethisforhisoccupationisrarelyabletocomprehendthescienceofhandlingpig-iron.”
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Hedidsomegoodthingsforhistime• HisideasDIDincreaseproduction
• Heintroducedideaslikeregularbreaksandlongerlunchperiods.
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PrinciplesofScientificManagement“Taylorism”
1. Replaceworkingby"ruleofthumb,"orsimplehabitandcommonsense,andinsteadusethescientificmethodtostudyworkanddeterminethemostefficientwaytoperformspecifictasks.
2. Ratherthansimplyassignworkerstojustanyjob,matchworkerstotheirjobsbasedoncapabilityandmotivation,andtrainthemtoworkatmaximumefficiency.
3. Monitorworkerperformance,andprovideinstructionsandsupervisiontoensurethatthey'reusingthemostefficientwaysofworking.
4. Allocatetheworkbetweenmanagersandworkerssothatthemanagersspendtheirtimeplanningandtraining,allowingtheworkerstoperformtheirtasksefficiently.
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HierarchyandRigidSpecialization
13Imageattribution:CoreyCoyle
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Moore’sLaw
“Thenumberoftransistorsincorporatedinachipwillapproximatelydoubleevery24months”
GordonMoore,1975
Manifesto for Agile Software Development
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more
Kent BeckMike Beedle
Arie van BennekumAlistair CockburnWard Cunningham
Martin Fowler
James GrenningJim HighsmithAndrew HuntRon JeffriesJon Kern
Brian Marick
Robert C. MartinSteve Mellor
Ken SchwaberJeff SutherlandDave Thomas
© 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.
12CoreAgilePrinciples
Source:AgileManifesto:2001
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That’snice,but…
wheredoIfit?!
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TheLeader-FollowerSpectrum
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Iampower
Ilackpower
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Igrantpower
Igetpower
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Isharepower
Iusepower
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Wearepower
Wearepower
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StewardandCatalystActions
• CreateSpace• ProtectBoundaries• Connect• Invite• Initiate• Co-participate
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PracticeTheShiftNew
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Results
Actions
Beliefs
Experiences
Culture
Manage
Lead
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© 2013 BigVisible Solutions, Inc.. All Rights Reserved
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