Objectives of the trainingAt the end of this agility and management oriented training, the participant will be able to use techniques that promote the commitment and efficiency of his team.
Targeted audienceManager, agile coach, team lead, scrum master
Associations and Partners Companies
- 1.0 : Taylorism or the era of "do as you are told
- 2.0: the era of realizing that employees have needs... but managers are mismanaging them
- 3.0: finally, take advantage of collective intelligence and think of the team as a community.
The role of the manager with self-organized teams: using systems thinking to better understand the team and the organization in which everyone works.
- Energizing people
- Empowering teams to make decisions
- Aligning constraints
- Develop people's skills
- Grow the structure
- Improve the whole
- Involve vs. command and control
- The obstacles to this beautiful process
Manage complex day-to-day problems
Experiment with your team in a more structured way to create a learning culture and accelerate the implementation of continuous improvement.
- Change, uncertainty... deal with complexity
- Embracing the complex adaptive system... human dynamics vs. framework
- 8 approaches to deal with complexity in a constructive way
o Complexity vs. complexity
o More perspectives
o Subjectivity and coevolution
o Copy and improve
o Hail to the skeptic
o Anticipate, explore, adapt
o Long live short cycles
o Stay open to options
Or how management 3.0 promotes active, creative and motivated teams...
- The key factors :
- Social contact
- Practical application: mobile motivators to better understand what intrinsically motivates the members of your team.
Use a delegation chart to better delegate and increase the commitment of your team members.
- Empowerment, authorization and trust
- Empowerment or distributed control
- Accountable vs. responsible
- Levels of delegation - the right balance
Agile management is also about creating a common goal with your team in order to create a stronger collective commitment to change.
- Values espoused vs. promulgated
- Corporate culture, where does it come from
- Changing the culture... or behaviors
- Creating reference points and transparency
Develop competencies, at the individual AND team level, to facilitate the achievement of goals.
- What makes the team competent
- What skills do they need?
- What are the required skill levels
- Build a competency matrix for the team
- Avenues for individual skill development
- Diversity in harmony
- Roles in the creative team
Agility and management go well together.
- Hierarchies vs. networks
- Specialization vs. generalization
- Centralization vs. decentralization
- T-shaped people
- Units of value
- Small, semi-stable teams
- Community of practice
- Open assignment and dual linkage
Mix of theory, conversations and time to practice the different tools presented. Participants are also invited to share some of the challenges they are facing in their current work context.