Встречайте новый пост из серии «Впечатления от Management 3.0». Мы еще больше углубимся в предмет и рассмотрим цитаты, в большей мере относящиеся к роли менеджера в Agile командах и к самоорганизации команд.
Еще раз о том, что из себя представляет модель «Management 3.0»:
The human brain is wired to assume that every event has an identifiable causD e. This is called causality and is useful for prediction and planning. However, quite often things are more complex than they seem. Complexity science teaches us that applying linear thinking to complex problems can lead to painful mistakes. Although reductionism (understanding a system by understanding its parts) has been successful in science, it is now generally accepted that reductionism can be taken too far. For understanding many complex problems, a more holistic view is needed, which is the goal of the study of social complexity. It offers a holistic view on whatever happens with groups of people. Management 3.0 is a model for Agile management, which applies complexity thinking to Agile software development teams.
В прошлой статье были похожие цитаты, которые обьясняли, что линейного мышления для работы с комплексными системами недостаточно. Здесь тоже об этом. Вообще, Юрген говорит три первых главы. Они читаются не легко, благодаря погружению в теорию комплексных систем, но строят нужный базис для осознания того, что простых и однозначных решений в управлении софтверными командами не бывает.
Далее я выписал множество цитат, связаных с темой «Motivation & Emporwement». Именно этот контент вдохновил меня на доклад для Kharkiv PM Day:
О чем я там говорю?
О том, кто такие хорошие менеджеры:
Managers should not boss team members around or try to discuss everything team members do. The best managers are like wizards in fantasy stories: They help heroes overcoming tough challenges, but they never do the work for them.
Managers must do everything they can to eliminate disrespectful, condescending, and rude behavior in their organization. In setting a good example, a good manager does not intimidate, condescend, demean, act arrogant, withhold praise, slam doors, pound tables, swear, behave rudely, belittle people in front of others, give mostly negative feedback, yell at people, tell lies or “half-truths,” act above the rules, enjoy making people sweat, act superior to or smarter than everyone else, act sexist, act bigoted, withhold critical information, use inappropriate humor, blow up in meetings, steal credit or the spotlight from others, block career moves, show favoritism, humiliate or embarrass others, overuse sarcasm, deliberately ignore or isolate people, set impossible goals or deadlines, let others take blame for their mistakes, undermine authority, show lack of caring for people, betray confidence, gossip or spread rumors, act as if others are stupid, use fear as a motivator, show revenge, interrupt constantly, fail to listen, demand perfection, or break promises.
And these are, of course, just a few examples of things you should not do
Привожу забавную, но правдивую метафору: Managers and software development teams are pretty much like this: gardeners and garden
— Living systems grow fast in the beginning and then reach a level of maturity. Mature systems don’t need to be looked after as often as the young systems. Mature teams don’t need to be looked after that much either. They are experienced enough to fix most of their own problems. An occasional checkup is sufficient to keep things running smoothly.
— When a garden is not managed, it will simply keep growing but in another direction than what was intended. It’s the same with software systems and teams. If you don’t manage them, they will grow in a direction that was never planned. And the result might not be as pretty as you had hoped for.
— Many growing systems have a certain life expectancy. They have a tendency to wither away and die. There’s nothing wrong with that. It is part of nature. When living systems get old, more and more time and energy are needed to sustain them. Gardeners know that there comes a time to replace the old with the new, by digging out the old, roots and all, throwing it on the compost heap, and making room for new seeds to grow.
The primary focus of any manager should be to energize people, to make sure that they actually want to do all that stuff. And doing all that stuff requires motivation.
Like a gardener looking after his plants in the garden, a manager looks after the employees on his teams. To fully support his people’s capabilities for knowledge, creativity, and control, a manager must keep his people motivated.
I would be the first to admit that I’ve done my share of bossing people around. “You, go sit over there! You there, finish this project! And you, make me a caffè latte, and go clean my desk!” This kind of management is easy. And the sense of power can be addictive. But smart managers understand that they create motivational debt by being bossy. Because people don’t want to be told what to do. They want to be asked.I frequently remind managers (and myself ) that people must be asked to do a job. When people have not agreed to do something, you don’t have their commitment. And when you don’t have their commitment, you have a motivational problem on your hands. Telling people to do something they don’t want is a sure-fire way to build up motivational debt.
Some managers don’t like the idea of empowering people. They fear a loss of authority, power, and control. They also fear competition when subordinates become more knowledgeable than their own managers. And finally, after empowering their subordinates, managers fear there is nothing left for them to do, which makes them feel redundant. (This is particularly a problem in an economical downturn when organizations need to cut jobs, and top management is looking for dispensable people.) When managers feel insecure about their jobs, they hang on harder to their power and position, reluctant to share it with (what they perceive as) competitors.
Here’s an important message for these managers: Giving power to your people does not diminish your own status. Quite the reverse. It is more likely to increase it.
The status you have in an organization is a function of the power of the people you are leading. Consider this: What sounds more interesting to you? Leading a team of industry veterans who are building a high-quality system that knocks people off their feet? Or leading a group of interns, fresh from school and wet behind the ears, building a system so bad it knocks your brain out? I’m quite sure that being the manager of the celebrity team means you have a much higher status in the eyes of many. The better your team, the bigger your power. And to make your team better, you empower them.
An empowered team will increase a manager’s status because his team will (ultimately) perform better than other teams, which reflects on the manager. The manager can refer to three maturity levels and seven authority levels to determine how to delegate work to his team.
People who feel good about themselves produce good results.