viernes, 12 de julio de 2019

De la visualización al método Kanban

He visto durante estos últimos años, los mismos fallos con Kanban que con Scrum. Se cometen de la manera más inocente, al igual que en Scrum cambiando ceremonias, no realizándolas, quedándose en los superfluo y no llegando al potencial de Scrum, como proceso para estimular un cambio de mindset y de forma de hacer las cosas, así como para estresar un área, departamento o compañía para propagar o iniciar un cambio de modelo productivo.

Con Kanban está sucediendo lo mismo en muchos escenarios. Se ven muchos paneles de visualización y no es Kanban, ni tan siquiera es Proto-Kanban.

Recordemos que un panel de visualización es eso, solo un panel donde podemos visualizar nuestros problemas, nuestro trabajo. No se toman decisiones, ni mejoras, simplemente se queda en visualizar.

Entre ese proceso inicial de visualización y el método Kanban, existe o puede existir un estado de transición intermedio : Proto-Kanban.

Proto-Kanban se considera a paneles cuya misión es estresar el sistema para usar sistemas Kanban y permitir el cambio evolutivo.

Si solo se persigue visualizar el trabajo no estamos ni en Proto-Kanban, estamos en visualización.

Con un sistema Proto-Kanban se intenta estresar el sistema mediante:
 - la toma de decisiones en el panel de visualización.
-  empezar a medir para tomar decisiones con datos.
-  comenzar con el cambio de mentalidad pull (empieza a parar, deja de empezar o comienza a terminar, termina de empezar).
- tener conversaciones en torno al panel para la toma de decisiones incluyendo feedback loops.

Un gran cambio de visualización, o Proto-Kanban a método Kanban es la existencia o no de una columna llamada doing o in progress. Si nos damos cuenta doing o in progress no aporta valor final al producto, no es un estado de valor, es un estado de transición.

El método Kanban persigue la entrega de valor, cada estado, ha de ser mirado o revisado con ese punto de vista, la entrega de valor al cliente final siempre.

El método Kanban se persigue mediante la implantación de una serie de prácticas:

- Visualización completa del sistema : Muchas veces no se visualiza el sistema completo porque no se quieren ver los puntos de dolor, cuellos de botella, etc que hacen daño.

- Limitar el WIP : Sólo limitando el trabajo en curso se comenzará a terminar las cosas mejor, con más calidad y más rápido. Se le implantará coherencia al sistema que se está creando.

- Tener flujo Pull completo : Comenzar a tirar del sistema y no a vernos absorvidos por la vorágine de todo es importante.

- Establecer políticas y puntos de compromiso: Creando commitment point fortalecemos nuestro compromiso con el cliente y el sistema, pasando a tener acuerdos de entrega o compromisos asumidos. Establecemos políticas para los tipos de trabajo en el sistema, para los cambios de estado, de esta manera mejoramos la calidad del trabajo. Establecemos clases de servicio que facilitan los acuerdos de entrega y servicio al cliente.

- Feedback loops: Son ceremonias a realizar que van desde una reunión de coordinación diaria (Standup Meeting), una reunión para administrar la entrada del sistema pull (replenishment o Commitment Meeting), una reunión para hacer foco en como se realiza el delivery (Delivery Planning Meeting), una revisión de la forma de entrega (Service Delivery Review), riesgos (Risk Review), Operaciones (Operations Review) y Estrategia (Strategy Review), estas últimas 3 cuando hay sistemas Kanban extendidos, enlazados y escalados en otros niveles de la empresa.

- Evolución de mejora: Es una evolución como vemos, en un sistema que hay que inspeccionar y adaptar continuamente para mejorar, implantando la cultura de mejora continua.

Existe un modo de ver si de verdad se está implantando correctamente el método Kanban, porque no es simplemente unas prácticas y un tablero, es una cultura de mejora y es un cambio en las relaciones con los implicados, se denomina Litmus Test y verifica si se ha cambiado el modo de hacer las cosas de verdad :

- ¿Los managers han cambiado su comportamiento? El modo en que se relacionan y cooperan.
- ¿Ha cambiado la entrada del cliente? El cliente ha cambiado los mecanismos de solicitud.
- ¿Ha cambiado su contrato el cliente? Al cambiar el sistema y mejorar la negociación con el cliente en los nuevos acuerdos y marcos de trabajo de entrega han de cambiar.
- ¿Ha cambiado el service delivery del cliente? El modo de entrega, la calidad, velocidad, compromiso, etc ha tenido que cambiar y ser percibido por el cliente.

VISUALIZACIÓN:


PROTO-KANBAN:


KANBAN:


jueves, 21 de febrero de 2019

From visualization to Kanban Method

I have seen during these last years, the same faults with Kanban as with Scrum. They are committed in the most innocent way, as in Scrum changing ceremonies, not performing them, staying in the superfluous and not reaching the potential of Scrum, as a process to stimulate a change of mindset and way of doing things, as well as to Stress an area, department or company to propagate or initiate a change of productive model.

With Kanban the same thing is happening in many situations. You see many display panels and it's not Kanban, it's not even Proto-Kanban.

Remember that a visualization panel is that, just a panel where we can visualize our problems, our work. No decisions are made, no improvements, simply stay in visualize.

Between that initial visualization process and the Kanban method, an intermediate transition state exists or may exist: Proto-Kanban.

Proto-Kanban is considered to panels whose mission is to stress the system to use Kanban systems and allow evolutionary change.

If you only want to visualize the work we are not even in Proto-Kanban, we are in visualization.

With a Proto-Kanban system, we try to stress the system by:
 - decision making in the display panel.
- start measuring to make decisions with data.
- start with the pull mentality change (it starts to stop, it stops starting or it starts to end, it starts to start).
- have conversations around the panel for decision making including feedback loops.

A big change of visualization, or Proto-Kanban to Kanban method is the existence or not of a column called doing or in progress. If we realize doing or in progress, it does not contribute final value to the product, it is not a state of value, it is a state of transition.

The Kanban method pursues the delivery of value, each state, has to be looked at or revised with that point of view, the delivery of value to the final customer always.

The Kanban method is pursued through the implementation of a series of practices:

- Complete visualization of the system: Many times the whole system is not visualized because you do not want to see the points of pain, bottlenecks, etc that hurt.

- Limit the WIP: Only limiting the work in progress will begin to finish things better, with more quality and faster. The system that is being created will be coherent.

- Having full Pull flow: Start pulling the system and not to be absorbed by the whirlwind of everything is important.

- Establish policies and commitment points: Creating commitment point we strengthen our commitment to the client and the system, having delivery agreements or commitments assumed. We establish policies for the types of work in the system, for changes of state, in this way we improve the quality of work. We establish service classes that facilitate delivery agreements and customer service.

- Feedback loops: These are ceremonies to be performed, ranging from a daily coordination meeting (Standup Meeting), a meeting to manage the input of the pull system (replenishment or Commitment Meeting), a meeting to focus on how the delivery is performed (Delivery Planning Meeting), a review of the delivery method (Service Delivery Review), risks (Risk Review), Operations (Operations Review) and Strategy (Strategy Review), the latter 3 when there are extended Kanban systems, linked and scaled at other levels of the company.

- Evolution of improvement: It is an evolution as we see, in a system that must be continually inspected and adapted to improve, implementing the culture of continuous improvement.

There is a way to see if the Kanban method is really being implemented correctly, because it is not just a practice and a board, it is a culture of improvement and it is a change in relations with those involved, it is called Litmus Test and it verifies if it is The way of doing things really has changed:

- Have managers changed their behavior? The way they relate and cooperate.
- Has the customer's entry changed? The client has changed the request mechanisms.
- Has the client changed his contract? Changing the system and improving negotiation with the client in the new agreements and delivery work frameworks have to change.
- Has the customer's service delivery changed? The delivery mode, quality, speed, commitment, etc. has had to change and be perceived by the customer.

VISUALIZATION:


PROTO-KANBAN:


KANBAN:

jueves, 13 de septiembre de 2018

Appraisals & feedback

I ran once into my line manager, who was looking stressed and overloaded. When I asked, ‘What’s going on?’ the answer was ‘Appraisals phase! I still have 10 to go!’.
At the company I used to work for, one thing was a fact about the performance appraisals: everybody was happy when they were over. Specially in cases where not always in the office, or working for different projects, or even geographically distributed, it was quite a challenge for the line manager to come up with a fair performance appraisal.




It is already clear to most of the companies that yearly employee’s evaluation and goal setting is not the best approach to motivate creative workers. It is about high performing employees giving their best in order to achieve outstanding outcome for the company they are working for. Performance appraisals are not only useless towards the expected behaviour, they actually damage the intrinsic motivation. Furthermore, in a world when we seek leadership in our managers, the performance appraisals still support the top-down approach manager-employee, which we are challenging with the technology enterprises of the XXI century.


The question which arise now is, if we don’t apply performance appraisals, what do we do now?
Jürgen Appelo in his book ‘Managing for happiness’ introduces the concept of Feedback Wrap.


Feedback Wrap is based on the assumption that knowledge workers require regular, honest feedback to grow and improve, not once a year, but in regular intervals. Due to de fact that nowadays there are a lot of knowledge workers working remote, face-to-face communication is difficult to keep up. So Jurgen Appelo created a way to set up written feedback which can be sent per mail whenever required, if possible regularly.


Five are the steps to create a feedback wrap:
  • define the context you are writing from,
  • describe the facts (the facts and not your assumptions!),
  • express your feelings about the situation,
  • list what is important to you,
  • and end up offering some suggestions how to improve.


LEARNING

Yearly performance appraisals are not what knowledge workers need to grow and improve. Feedback Wraps are a welcome alternative for written, frequent feedback in the situations where face-to-face communication is not possible due to geographical distribution.




miércoles, 12 de septiembre de 2018

Delegation Poker

I discovered this dynamic a long time ago, as Jurgen Appelo says:

 "delegation is not easy. Managers often fear a loss of control when considering to allow teams to self-organize, and creative networkers sometimes don’t know how to self-organize. A delegation board enables management to clarify delegation and to foster empowerment for both management and workers."


The dynamic are explained bellow: https://management30.com/product/delegation-poker/

I consider it completely indispensable when you start any kind of transformation in a client or company. In this way people will know their levels of delegation, it is a self-knowledge and self-learning.

I always follow the dynamic to the letter, because it has a lot of potential. Initially we read the 7 levels of delegation and explain its context, why it applies and what is the motivation of each level of delegation. This dynamic is very indicated for medium-high levels so that they themselves know themselves at their level of delegation.

Here is a series of case studies and their level of delegation, we open a small debate about what they think of these conclusions or scores.






 Latter we distribute the decks of cards and explain the complete dynamics.




Finally we added a Delegation Board on a blackboard to add scores. We detail bellow: https://management30.com/practice/delegation-board/

Later we work on a series of examples that we detail bellow:





- Create the architecture, a professional development team will build, monitor and regulate traffic with traffic lights in a new development of 10.000 inhabitants. What level of authority would you give the team?

- Choose a new CRM tool for the company, the existing one has reached its limit and does not satisfy the needs anymore, a team will direct the study of the tool that best adapts, impact and its implementation. What level of delegation would you give to the team?

- Organize an event, we have been ordered to create a team of employees to fill a night of games for all employees in the office, ther is a fixed budget. What level of delegation would you give the team?

 So during 10 situations that arise!



Following the steps of the dynamic, each members eads a case, them chooses the level of delegation that he considers appropiate, and the letters selectd by each one are shared.




Everyone earns a point except the major or minor minority (the extreme cards that have come out in a unique way), between the major and minor cards the conclusions are discussed and put in common. The scores obtained are added to the Delegation Board that we finally share.

LEARNING:

The level of learning is absolutely beautiful and very great!
People know themselves at their levels of delegation! Said statements such as:
"I never thought i would have this level of delegation".
"I never imagined i would delegate so much".
"I have a lot to work on in order to be agile because i did not think i had this level of control".

They generate synergies, beatuiful discussions of the root cause of their level of delegation, they compare themselves with the rest of people and establish ties to face future situations!

What makes out a great team?




This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises that individuals can not face the complexity of todays business anymore: different perspectives are required to seek solutions to complex challenges, and this is the reality in the XXI century. Nowadays it is a fact, that most of the work done in many organizations, is done collaboratively by teams.

So what makes up a good team? Google was also dealing with this question, so they launched the project Aristotle, and 2016 came out with the result of their investigation (published in New York Times ).

Project Aristotle’s research team identified 180 teams to study (115 project teams in engineering and 65 pods in sales) which included a mix of high- and low-performing teams. The study tested how both team composition (e.g., personality traits, sales skills, demographics on the team) and team dynamics (e.g., what it was like to work with teammates) impact team effectiveness. Ideas were pulled from existing research as well as Google’s own experience with what makes an effective team (ReWork google).

The results of this investigation are impressing. A great team neither heavily depends on the skills and knowledge of their members (that is, six Harvard graduates together do not necessary create a good team), nor play the size of a team a big role.

The researchers found that what really mattered was less about who is on the team, and more about how the team worked together.

Our goal when creating effective, self-organized, mature, energized, great teams is to look for ways to increase the collaboration and communication within the team members, and so introducing room for creativity.

LEARNING:
One tool I very much like is personal maps (more about personal maps): it is a fantastic exercise when it comes to better understand the people within the team. It is simple, no materials required (a piece of paper), simple to explain, and still powerful!
However, before introducing a personal map exercise in a team, we ought to make sure there is a safe environment in place though, as different cultures might have different reactions.
I have observed that the cultural background of the country you are working in, plays a decisive role when it comes to personal maps: not everybody likes talking about private aspects, and in some culture is not usual to talk about yourself at work.
Just keep this experience in mind when you apply personal maps with your teams!

martes, 24 de julio de 2018

The Meddlers

I guess the Meddlers game is nothing new to most of the followers of Management 3.0. I actually found out about this game some years ago, but it was this year, when participating in a course from Angel Medinilla (Improvement21) that I became fully aware of the power and significance the Meddlers game can reach!
Concerning organizational structures, through our working experience in traditional enterprises most of us have a legacy background, which for the most part implies a hierarchical layout. 

Next they have the link Meddlers, of the original dynamics with its explanation: https://management30.com/product/meddlers/



The awesome thing about the Meddlers game is that it brings the participants to look at organizational structure from a completely different perspective: instead of hierarchical frameworks, we apply fractal principles!
Fractals (from chaos theory) have the same properties at all scales.That also means the same communication overhead at all scales!
That’s why organization experts aim for organizational designs following fractal principles: by applying fractal patterns we are able to scale our organizations without being bogged down by bureaucracy.
When playing the Meddlers game, it is important to differentiate between participants with IT background or the ones coming from different sectors. This is the reason that Management 3.0 has created two different versions of the Meddlers game: you might play the earlier version with clearly defined IT and Agile roles…




…or you might take the new one, where the roles (represented by hats) ought to be defined by the players, depending on the working area they would like to simulate (services, finances, HR…).
We always begin the exercise with a simple scenario: the players should define a business unit with 10 people in the team for 1 client and 1 project. Here we concentrate mainly on the development team setup.
In a second step, we increase the complexity, asking the participants to grow the business unit up to 18 people but this time for 2 projects in the same client. Now the connexion of tiles begins playing a central role!




The big challenge comes up when we ask the participants to adapt the business unit to manage five projects at the same time, for three clients, with the same amount of people.
Now tiles and hats are moving around, and it is fascinating to observe the interactions and discussion coming out of the participants!
Whenever time is available, maybe the participants want to try something completely different, like designing with the Meddlers the digital web department of a retail fashion company!


 
LEARNING:

The Meddlers game is probably one of the most effective ways to simulate the emergence of new business units, supporting the players to adopt a different perspective, away from hierarchical structures, more into fractal patterns.
I personally bring Meddlers with me when I coach companies which are seeking an Agile transformation. It is amazing to observe what comes out when you apply the Meddlers in the context of a Business Agility consultancy!






lunes, 16 de julio de 2018

rewards


When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software company was facing considerable problems regarding the size of the user stories. After some consultancy with the teams affected, what came out was shocking: in order to increase the performance of the Scrum teams, the company’s management had attached a bonus to each sprint goal. 

The effect on the teams was terrible, as the Scrum teams focused on getting the reward, and not on meeting the sprint goal! Because of this bonus system,  at sprint planning only small, cristal-clear user stories with detailed requirements were accepted by the Scrum teams…


A lot has been written on extrinsic and intrinsic motivation. But at some point we all realized, that the subject is far too complex, so that there is no easy rule of thumb you can apply in your company to nurture intrinsic motivation: surely knowledge workers like money as anybody else!
However, what really stroke me by reading ‘Drive’ from D. Pink , is the fact that intrinsic motivation is ‘new’. It was 1949 at the University of Wisconsin, when Harlow and Deci, testing the behaviour of monkeys, mentioned for the first time what amounted to be the third drive (D. Pink, ‘Drive’). That is, over thousands of years, the human mankind was not aware that intrinsic motivation even exists!
When it comes to monetary rewards or bonuses, it is crucial to making sure that the subject ‘money’ is out of the table, so that people can concentrate on doing a great job. I normally recommend the companies I work with to pay their employees their market value: this way, money is not an issue anymore.
 
 Jürgen Appelo defined 6 excellent rules for rewards, and, even if I take stock in all of them, especially the last one, Reward peers, not subordinates, gives a very different perspective to this subject. 

More information about Rewards : https://management30.com/modules/rewards-incentives/

For the ones who don’t know it yet, it is worth to take a close look to the tool Bonusly: applying the concepts of ‘merit money’ you can distribute some self-defined currency units among your peers, with a short description why. Each and every company has the possibility to define how those units are converted into real money, all within a transparent process! Apple, Amazon, Nike.. are some of the enterprises were Bonusly is being successfully applies.
LEARNING

My personal advice to any enterprise seeking to get the best out of their knowledge workers is, avoid monetary rewards by integrating the yearly bonus in the regular salary. After that, make sure your employees’ salary matches their market value, so that money is not an issue anymore. Last but not least, be bold and give Bonusy a try…who knows, you might get a pleasant surprise!

Skills Matrix Team

I discovered the  Competency Matrix a few years ago, and I have used it to unlock situations of low knowledge within the teams about their own skills.

As well detailed in the technique Competency Matrix in this link: 
https://management30.com/practice/competency-matrix/ 

The idea is to know and deepen the knowledge of the team, as well as their motivations to learn or deepen in more global knowledge to improve the whole.

In order to become aware of the team and project an evolution, as well as an internal knowledge of each person and team, we often perform the dynamics of the skills matrix but adjusted to the context.

In a first round, each person posts the list of technical knowledge they possess in post-its.

Once this first round is made, for each member of the team, the rest of the team can increase the list of knowledge of each member. If for example the team considers that John is knowledgeable about Z technology always with John's consensus that post-it is added to his list of knowledge.


 


In a third round, the team analyzes all the knowledge contributed by the team, looking for possible knowledge currently demanded and that does not exist in the team, to add to the list of knowledge.


 
We have allowed ourselves to broaden the spectrum of responses (colors) to obtain a greater depth with sentimental affinity about their interest or not in knowledge. It is an annex of ours, with free admission by the teams, as long as it gives the more value to this dynamic for the teams.

With all the resulting list of knowledge, each member of the team evaluates himself in:

- What I do not like. (Red).

- I like it and I can also work to make you feel comfortable. (green)

- I want to learn / improve. I have no knowledge or have any knowledge, but I would like to develop skills in that field. (yellow)

- I feel indifferent. I do not have passion but I will not have problems to learn about that subject if necessary. (green with +)

- I do not stand in my place. At this time, it is not among my priorities. (White)

The idea is to perform with unknown teams and with new members in the team that they evaluate as apprentices, practitioners or experts.

If the members of the team have worked with each other before, or have been working together for a while, the idea is to expand their knowledge in depth with the scale listed above.


In this way, when a new need arises in the area, it is quickly known that people are more favorable to this type of initiative, such as preparing future training plans, such as helping people establish a path of continuous improvement in the area. , look for your own purpose in the company. Identify what problems exist and create contingency plans to alleviate these problems.

It is a step 0 to create a complete Kaizen area. It always works, and it is considered something so obvious that it is rarely done, providing much information and value to the team.

The result:
.

LEARNING:

All the team members get to know each other by creating stronger informal relationships to help each other acquire more knowledge, create mentoring programs, continuous improvement programs (kaizen).
It allows them to have a global vision to get ahead in knowledge based on the annual roadmap of projects, skills and knowledge demanded. It allows them to see a global map of their knowledge and their weaknesses to work as a team in a future.

Great team




With the teams annually, through the combination of personal maps  we promote the creation of teams 
with real awareness of the team.
This technique is completely based on the personal maps detailed in the following link: https://management30.com/practice/personal-maps/ In the first part through empathy maps, for each member of the team 3 bubbles are created, one for personal use, another for team purpose and a third for team purpose in the client or company.
Each member of the team works on its 3 bubbles, placing a minimum of 3 personal characteristics of personal purpose that it wants to contribute to the team, 3 characteristics of purpose of the team that wants to contribute or believes that the team should contribute, and finally 3 other characteristics of the purpose of the team. team that wants to contribute as a team for the client or the company.  


 Once this first round has been made, the previous results grouped 
by similarity are placed in 3 columns and each member of the team using vote-points selects 3 at most 
in each of the 3. 

The final recount is made and an awareness of "help" is established for the achievement of the individual objectives in the team, a "common" for the achievement of the team's objectives and a "transcendence" to help achieve participation in the team. Learning: As Jurgen Appelo explains, in this chapter of Jurgen Appelo's Managing for Happiness, people have to connect
with other people's work in order to get to know each other much better, epmathize and help each other
creating synergies that make them improve as a team.
The lessons learned are based on people, a team conscience is created, all being reflected in the learning
offered, constituting a collective conscience, and being able to help each other to achieve their purposes
that are for the good of the team, the companyand the clients.
Creating happy consciences on which to lean to establish an evolution in the teams.









creating a purpose


This dynamic emerged from the idea of helping to create a purpose in the company.

We have based this on the Meaning and Purpose module of the Jurgen Appelo Management 3.0 book: http://management30.com/modules/meaning-and-purpose

On the other hand, to achieve the purpose we also briefly use the Moving Motivators technique to look for the initial motivations of the people: http://management30.com/practice/moving-motivators

We  held a first  session so that each one could identify their purposes in the current work they are doing.

On the other hand, we ask about their purpose in the work so they can see if they are aligned with their current global purpose or not. If any of your motivations are not in the Moving Motivators cards we have them written in their post-its.




In a second round we make a selection of purpose / s as a team or group / department within the company. Looking for what purpose they have as a team or what purpose the team has, if it agrees with their vision or if they have lost part of their purpose / s as an individual.




Finally he asks about the purpose of the company, or what is the purpose that they see or understand that their company has. This part can be useful if there are management or top level members to check the alignment or vision in all the layers; allowing taking actions to improve the transparency and transmission of the organizational vision.







 But the session does not end here, it ends when they themselves are moved to a higher level with the question:

What purpose or purposes would transcend the company? Change!

In this part we align on the basis of all the purposes that have been emerging to create a purpose that endeavors to work, commit and generate a unique vision (aligned or not with the current vision of the company) but that will help to move - align - generate a new culture of values ​​around the purpose generated.

 


The exercise in this part may undergo a modification indicating the overall purpose of the company by the C-level and finally without members of that level to establish how aligned are the previous purposes with the corporate, how easy / difficult they seem to achieve or that should change to get the alignment company and purpose of transcendence.


 Trascendence & Purpose:


Learning:
The lessons learned are based on people, a team conscience is created, everything is reflected in the offered learning, it is constituted in a collective conscience and they can help each other
to achieve their purposes that are for the good of the team, the company and the clients. Create happy consciences on which to rely to estalish an evolution in the teams. 

It allows creating a "manifesto" or internal motivations in the company that will serve to facilitate job interviews, in order to see potencial candidates more or less aligned with the culture of the company.

This dynamic serves as a basics for conducting job interviews with the detailed moving motivators in the dynamic "moving motivators in job interview". 


evolution and involution in management

This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company.

When i learned the technique of happiness steps, with Angel Medinilla this year, i wanted to apply it immediately, here is detailed: https://management30.com/practice/happiness-steps/

In every company there are different profiles, from younger people to more adults or with many more years of experience. If young people "have had the luck" of joining the company as a first job, they may not know other sources of management or types of people management in companes.

In order to try to alleviate this existing gap and as a result of the definition of the management types of Jurgen Appelo, this fine dynamic is emerging.

In the first part,  a differentiation dynamics of management types 1.0, 2.0 and 3.0 is performed and toxic environment at work.





After explaining the types and differences, we establish a round of cases that have suffered people in their professional experiences of management types 1.0, 2.0 and 3.0 trying to add that steps of the 12 happiness steps have been achieved in each type of management.

Then we carry out a negotiation of all the types of examples that have contributed value and that have not given them value of all the examples. Creating synergies of empathy among all to know if they have gone through a similar situation them.






 
In another round they list the unwanted things in each of the management, what things you would change to turn that situation into a higher level of management from 1.0 to 2.0 and finally from 2.0 to 3.0.

Later to close we do the exercise in reverse, which would be removed from management 3.0 to convert it to 2.0 and it would be removed from 2.0 to convert it to 1.0 and what feelings this involution causes in management on the 12 steps to happiness.


Learning:
The conclusions are always very positive, everyone ends up learning something new about the types of existing management, regardless of having suffered them throughout their professional life or not.

It generates a collective awareness of which practices are considered suitable and which practics are not considered appropiate for the context, to understand why a client behaves in one way or another, even as trying to help in the management of change management in necessary moments.

This dynamic is very important to achieve happy teams, in suitable clients with the deployment of the greatest possible potencial!

Happy motivators

A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/practice/moving-motivators/).

For this we try to determine the degree of satisfaction in certain projects for the staff of a company.






First, the list of current and past projects is listed, and in 3 areas it is established with the arms of startfish:

1) what projects make you very happy and why.

2) what projects make you unhappy and why.

3) what projects not have problems.


After a round of sharing and sharing the emotions generated in these projects, we look for a second grouping based on the Moving Motivators to indicate:



- What do you think makes you feel unhappy or frustrated?

- What do you think helped you make you happy?




Then a final round is made indicating that it would change to reverse the situation and map those actions with motivators in motion necessary to increase the climate of satisfaction of the teams and a final reflection on whether they can be achieved in the short - medium - long term. 



 

LEARNING:

Learning is powerful feedback, is received, first hand seeing first that potencial candidates can or can not go back to a client, even a feedback of problems or recurring positive aspects between different clients.

In a relaxed atmosphere, people express themselves more easily, being able to freely express their opinion about their work, their project and their client without feeling observed, since it a dynamic of continuous improvement, experimentation and learning.