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Learning & Democratic Workplaces,[object Object],Daniel Debow,[object Object],co-founder + co-CEO | Rypple,[object Object]
Education is a human right with immense power to transform. On its foundation rest the cornerstones of freedom, democracy and sustainable human development.,[object Object],2,[object Object],Kofi Annan,[object Object]
Four ideas,[object Object],3,[object Object]
1,[object Object],Democratic workplaces must belearning workplaces,[object Object],4,[object Object]
Learning workplaces are highly motivational,[object Object],5,[object Object],“Meaning is the new money.” ,[object Object],– Daniel Pink ,[object Object]
6,[object Object],Recognition: the new way to motivate,[object Object],More effective ✓,[object Object],Used less often ✗,[object Object],Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors,[object Object]
7,[object Object]
2,[object Object],Learning organizations are inherently lean,[object Object],8,[object Object]
Lean in Manufacturing (c. 1948) ,[object Object],9,[object Object],“Develop human ability to its fullest capacity tobest enhance creativity and fruitfulness ,[object Object],Utilize facilities and machines well,[object Object],Eliminate all waste”,[object Object],* Taiichi Ono,[object Object]
10,[object Object],Old way,[object Object],Store at lots & dealers,[object Object],Forecast demand,[object Object],+ Build inventory,[object Object],Customer buys,[object Object],+ “old” designs,[object Object],+ Fire-sales,[object Object],vs.,[object Object],Lean way,[object Object],Build Car,[object Object],Build Car,[object Object],Market feedback,[object Object],Market feedback,[object Object],Build Car,[object Object],learn,[object Object],learn,[object Object],learn,[object Object]
Lean in Software Development (c. 2001),[object Object],11,[object Object],“Empower teams,[object Object],Amplify learning,[object Object],Eliminate waste,[object Object],Above all, create Value!”,[object Object],* Mary Poppendieck,[object Object]
12,[object Object],Old way,[object Object],Big Build,[object Object],Paper Specs/Plans,[object Object],Major Launch,[object Object],vs.,[object Object],Lean way (customer discovery),[object Object],Minor,[object Object],Release,[object Object],Minor,[object Object],Release,[object Object],Minor,[object Object],Release,[object Object],feedback,[object Object],feedback,[object Object],learn,[object Object],learn,[object Object],learn,[object Object]
13,[object Object],The Agile Manifesto (c. 2001),[object Object],We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:,[object Object],[object Object]
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a planWhile there is value in the items on the right,,[object Object],we value the items on the left more.,[object Object]
Lean in Startups (c. 2009),[object Object],14,[object Object],“A startup is a human institution designed to create a new product under conditions of extreme uncertainty.,[object Object],The speed at which a startup can learnis its competitive advantage and the defining factor in its success.”,[object Object],* Eric Ries, startuplessonslearned.com,[object Object]
15,[object Object],Old way,[object Object],Business Plans + Models ,[object Object],+ forecast,[object Object],Public Launch,[object Object],Stealth mode build,[object Object],vs.,[object Object],Lean way,[object Object],Minimal Product,[object Object],Minimal Product,[object Object],user,[object Object],feedback,[object Object],user,[object Object],feedback,[object Object],Minimal Product,[object Object],learn,[object Object],learn,[object Object],learn,[object Object]
A common pattern emerges,[object Object],16,[object Object],Only value-add activitiesEliminate waste,[object Object],Act in small increments                    Iterative Feedback/Learning,[object Object]
Real learning & lasting change happens in small increments with frequent feedback & followup,[object Object],17,[object Object]
Behavioural change comes from frequent followup,[object Object],18,[object Object],Dr. Marshall Goldsmith,[object Object],No followup,[object Object],Some followup,[object Object],Consistent followup,[object Object],* M. Goldsmith & H. Morgan, Leadership is a contact sport,[object Object]
3,[object Object],Traditional performance reviews don’t help us motivate or learn,[object Object],19,[object Object]
20,[object Object],“Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the bottom line.” ,[object Object]
21,[object Object], “Now is as good a time as any to think about giving up this bankrupt process.”,[object Object]
22,[object Object],Performance management today,[object Object],Employee activities (build up inventory),[object Object],Once a year:,[object Object],Review activities,[object Object],+ fill forms,[object Object],At Year End:,[object Object],Give feedback,[object Object]
Once or twice a year, Companies stop…,[object Object],23,[object Object],“focal period”,[object Object]
24,[object Object],Fill out hundreds of complex forms…,[object Object]
…evaluate people onabstract skills & competencies…,[object Object],25,[object Object]
26,[object Object],…& give lots of feedback. In one instance.,[object Object],“Here’s all the feedback. Now change.*”,[object Object],* “By the way, here’s your raise, your bonus…”,[object Object]
27,[object Object],Time for a rethink,[object Object]
4,[object Object],A better way to learn @work,[object Object],28,[object Object]
29,[object Object],What would an agile ,[object Object],people process look like?,[object Object]
30,[object Object],“Find the bright spots”*,[object Object],Observations:,[object Object],3 key ongoing social feedback loops,[object Object],at successful democratic companies,[object Object],* Chip & Dan Heath, Switch: How to change things when change is hard,[object Object]
31,[object Object],Rypple’s mission,[object Object],Make these vital social feedback loops easy & ubiquitous,[object Object]
32,[object Object],Why?,[object Object],Better managers ,[object Object],More learning ,[object Object],Improve results,[object Object]
33,[object Object],1,[object Object],Publicly recognize achievements,[object Object],Motivates & amplifies learning,[object Object],“One tool that can satisfy the thirst for,[object Object],guidance with minimal resourcesis microfeedback.,[object Object],Think of it as performance assessment for Twitterholics—succinct and nearly real time.”,[object Object]
34,[object Object],Jay, her manager, publicly recognizes her achievement,[object Object],Alanah completes a difficult project,[object Object],Others learn what works & what’s going on,[object Object]
35,[object Object],2,[object Object],Easy to get and give safe, honest, continuous feedback,[object Object],Difficult answers are the best insights,[object Object],“Time and again, one variable emerged as central to the achievement of positive long-term change: ,[object Object],participants’ ongoing interaction and follow-up with colleagues.”,[object Object],Dr. Marshall Goldsmith,[object Object]
36,[object Object],Asks for advice from co-workers & managers.,[object Object],George wants to be a helpful teammate.,[object Object],Gets some incredibly honest feedback,[object Object],Commits to improving,[object Object]
37,[object Object],3,[object Object],1:1 Manager/Employee sessions,[object Object],Employees want frequent ongoing coaching,[object Object],“The performance review should be replaced by daily ongoing contact with managers who know the work and who can become coaches.”,[object Object]
38,[object Object],Easy, ongoing coaching,[object Object]
39,[object Object],The social feedback loops in action,[object Object],Daily activities,[object Object],Feedback,[object Object],Daily activities,[object Object],Feedback,[object Object],Daily activities,[object Object],Feedback,[object Object],Daily activities,[object Object],“Work on how you respond to questions from Executives”,[object Object],“Great work on fixing the webinar slides so quickly!”,[object Object],“Focus on fewer but higher value projects”,[object Object],“What do you really think about our new strategy?”,[object Object]
40,[object Object],The traditional way,[object Object],Once a year:,[object Object],Review activities,[object Object],+ fill forms,[object Object],Employee activities,[object Object],At Year End:,[object Object],Give feedback,[object Object],The agile way,[object Object],Daily activities,[object Object],Daily activities,[object Object],Daily activities,[object Object],Daily activities,[object Object],feedback,[object Object],feedback,[object Object],feedback,[object Object],learn,[object Object],learn,[object Object],learn,[object Object],learn,[object Object]
41,[object Object],3,[object Object],Projects we’re working on,[object Object]
42,[object Object],1,[object Object],The Rypple service,[object Object],Loved by democratic companies like you,[object Object]
43,[object Object],2,[object Object],The Make Work Meaningful community,[object Object],People passionate about making work meaningful,[object Object],John Foster,[object Object],Marshall Goldsmith,[object Object],Beth Steinberg,[object Object],Dave Ulrich,[object Object],Stephen Miles,[object Object],Mike Beltzner,[object Object]
44,[object Object],And…,[object Object],It’s time for a manifesto,[object Object]
45,[object Object],3,[object Object],The Agile People Manifesto,[object Object],Seeds of a revolution in managing for performance,[object Object],NEW,[object Object]
46,[object Object],An open collaboration ,[object Object],among democratic companies ,[object Object],to lay down few principles of,[object Object],The Agile People revolution,[object Object]
47,[object Object],And we need your help ,[object Object],to change the world.,[object Object]

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Learning & Democratic Workplaces

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  • 14. Working software over comprehensive documentation
  • 15. Customer collaboration over contract negotiation
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Hinweis der Redaktion

  1. Similarly…
  2. Good News #1Demands are motivational
  3. Similarly…
  4. The first three things lead to creating value
  5. Finding the right balance requires an understanding of the fundamental feedback loop that powers all startups.“The speed at which a startup can learn is its competitive advantage and the defining factor in its success.” - Eric Ries
  6. Learn continuously with iterative feedback loops
  7. We do thisWe build social software for thisIt works
  8. Make people better managersImprove results
  9. Make people better managersImprove results
  10. Meet 1:1