When we talk about delegation then it says that either I do it or you do it. But in delegation poker there are seven levels of the game. In all these levels, we identify that who is responsible for what and what is the level of that person. Employee engagement is encouraged in this method through clarified value, controlled self-organization and decision making.
How to play
There are some common rules of playing this game but each team play the game differently, all you have to do is to follow the common rules and then play the game on your conditions. It is about how your team is looking at the self-organization and delegation.
You will have to start by the situations and pre-defined case on what you want to establish who has what influence and create a delegation policy. You have the agile development team or authority that is hiring the new members.
If you have a pre-defined case then here are the steps to play the game:
- One of all the people, will read the situation to all of them or he can create his own story.
- The cards are then chosen privately by the team members, the selection of the cards will represent that how they delegate that situation.
- When all the players have selected their card, they will then reveal them.
- They will explain their reason for the selection of that card, points will be granted accordingly.
- A delegation board needs to be created so that the results can be recorded there.
- There must be a person who has the 7 number then if he is alone then no points will be awarded, but if more than one person is having the 7 number then each of them will be awarded with 7 points.
This is mostly used in agile management 3.0 training but people these days use them to train their management teams as well, because it is handy to use; the delegation style and different approaches can be known by using this.
It is a game about team collaboration that how will they collaborate with each other afterwards.
— Slimane Zouggari
Well, if we are talking about Honne & Tatemae then we are clearly talking about the Japanese culture and they say that these words describe the difference between the desires and true feelings of a person, the opinions and behaviour shown by that person in the community.
Now, if we see that the true feelings and the behaviour shown in public have a clear difference in accordance with the circumstances and position of that person in personal or public. He usually tries to keep the true feelings hidden and shows then only to the people who are close to him, this is called as Honne.
Now, Tatemae is something that the society expects from the person to behave in public or with the random people. Most of the people hide the true feelings and desires (Honne) and some of people show them in public as well.
People tend to lie in front of random people because they do not want to expose their real self in front of public.
Honne & Tatemae is having a chief importance in Japanese culture and according to some analysis it is considered as a cultural necessity. They think that it is of importance in order to avoid the conflicts that can occur in everyday life.
They say that the person is having two faces and they call it outside face and inside face of the person and these two faces are the main reason for the conflicts to occur.
Other people view this perspective that the person is hypocrite but the Japanese people say that this is not a negative thing and they consider it normal. They say that this is the social etiquettes of a person that he shoes them in personal life and public life.
In agile development and change management people are not able to freely express their feelings to the bosses. All the information they have is not shared by the person due to some insecurities that his idea may get rejected or he may not hurt the feelings of others.
— Slimane Zouggari
What is Ringi
Ringi is a Japanese management style which is used throughout the country. Some of the people who use Agile Software Management (IT) have started to adopt this method of managing as well. Ringi is a very immersive method of management since it basically starts at the bottom levels of a company.
Essentially a Ringi is a sheet of paper which consists of a question which needs to be answered along with it comes all the data the person could find when they initially framed the question. This paper then is passed up the chain of command and signed by all the higher ups until it reaches the top.
This method is a great tool for management since it allows all the people in the chain of command to read the question then understand it and add their points and then approve it. This method makes sure that everyone in the company from the lowest ranked employee to the head of the company reads the issue and agrees with it.
Ringi has been making waves in management styles since it is one of the very few methods that actually makes sure that every segment of the company or organization gets to read the Ringi.
Of course, writing a Ringi is no easy task making it is an art and the person who frames it initially must frame the question in the right words and then condense all the data into one single large page. In America companies who have adapted this method into their management techniques make new employees take lessons so as to frame the perfect Ringi so that the higher ups don’t have any problems reading and understanding it. At its essence, the Ringi incorporates three important features Reporting, Informing and Collaboration which allows a company to thrive.
— Slimane Zouggari
Liberating Structures are a collection of 33 different structures which can be used to facilitate meetings and conversations. Liberating Structures tells us when to use which structure on which kind of member, at what time and how to get the wanted result. There are many members to an organization and each member has different personality; some are easy to blend with while some are stone-faced and do no participate in conversations but using Liberating Structures, every member of the organization can be included into the easiness of the work, participate in the work and the organization can get lean and fit results.
How does it work?
The main Conventional Microstructure such as Presentations or Brainstorming have defects such as either they are too forceful or too loose and they do not include the participation of each and every member of the organization but in Liberating Structures, every member is given equal control over the conversation or discussion and all the members of the organization can decide the next step together.
The benefit of the Liberating Structures would be that everyone will get to participate and all the members of the organization would be satisfied. The Liberating Structures cannot be understood unless one experiences it; the book of Liberating Structures cannot be easily understood neither the website is simple, the only possible way would be to understand and later use it for good is to join a workshop and experience what the 33 structures are like and then experiment with them.
The Liberating Structures is more efficient and agile as compared to the Conventional Microstructure. The variety of 33 structures is very helpful; since there are various situations while running an organization which cannot be easily managed unless one has enough number of solutions available at hand and the Liberating Structure provides you exactly that.
— Slimane Zouggari
Hierarchy of Needs is a psychological theory which was presented by Abraham Maslow 1943, he was the famous Humanistic psychologist of 20 century. It describes the common five motivational needs of human being.
Maslow divided these needs into five groups:
Physiological needs are the bodily necessities for human existence. Sleep, water, air, food, shelter and clothing are basic physiological needs. By these needs human body can work properly, if these physiological needs are not met, body will eventually fail in its performance. These are very important and basic needs of human body, without them the other needs do not fulfil the requirements. These needs are at the top of this Maslow pyramid. Same as this in any system it is very necessary to provide the workers bonuses regarding their services and increasing their salaries with the passage of time in agile development process.
When your physiological needs are being met then then your safety needs will come next. Self-safety, health safety and economical safety are included in these needs. Every person wants to feel safe in all aspects of life. In the working environment, the workers also need the safety of their assets and comfortable environment.
Social needs are actually the needs of belongingness and affection. These needs belong to family, friends, social interactions and other relations. Same as this it is very necessary to provide them such relaxing environment to celebrate their achievements.
Self Esteem are described as ego and self-respect. Every person wants to need to be respected and received appreciation form others. Inferiority complexes may destroy the personal life of the person. In any agile development system, it is important that make your workers sure about their work and abilities that how are they important for this system.
Self-actualization is a drive which is present in every person. It is the state where any person realizes his own abilities and potential and wants to other people that they should realize too. Provide the opportunities for taking hold and leading any project for their self-actualization of the team members in agile development.
— Slimane Zouggari
The user stories is the most imperative part of agile development and when we see the user stories more closely then it has three imperative aspects. These aspects are known as three C’s provided by Ron Jeffries as a good user story creation framework. They are known as Card, Conversation and confirmation respectively.
Why is it useful?
It is a known fact of that user stories are having a currency value in the agile development process as they provide focus of the estimation, team activities, sprint planning and ensure that the team is actually delivering the product customer wants.
These give us the complete framework, abstract ideas that we can discuss it with the team in order to get better results. These stories ought to be constructed in a manner that they can be executed and improved as per demands with time.
Let us have a deep look on this three C’s of user stories that how these are going to help in agile development.
- First C of this series is for Card, as the stories are written on the cards and there is a lot of room to write more information according to the requirement. But, there is no need to fill up the whole card rather the main idea is written which will reflect the cost and priority.
- Second C is for Conversation, now when the team is going to work on this story, they will have to read the card and get the idea and then they go for conversation with the owner so that they can communicate everything needed.
- The third and last C is for Confirmation, the team needs to confirm in the end that of the story that whatever needed to work is attained or not.
This was all about the three C’s and their importance.
— Slimane Zouggari
Around the year 2000 a new method of getting things done fast and easy was produced it was called Agile software management(IT). This was used to make groups of individuals make fast and quick decisions while continuously learning and adapting at the same time due to this method many businesses and organizations quickly adapted this approach and implemented it within their respective regimes.
However even though this was initially a success certain problems started to boil to the surface. Many teams would get stumped on certain problems and the team management would break down this occurred due to the lack of proper management and a very strict chain of command the higher ups would let the managers make all the rulers and the workers who actually had to do the job would getting fumbled and the smooth machine of a working industry would break down for this very reason a smart individual decided that change had to be brought into the works and hence he came up with POPCORN flow.
How does it work?
Popcorn flow essentially works like a fast-acting virus where teams adapt to the nature of the business and evolve along the way the concept is a small team will evolve and adapt far quicker than a huge team. Essentially popcorn flow is based on three principles. They are that one must adapt quickly, everyone must share their opinion so that the common opinion becomes fact and then they must learn as fast as well. A typical team will look at problems, find the possible options, experiment with those options commit to one then work with it review the answers and move on two the next issue. This quick and fast-moving process is how popcorn flow works. It is a fast-adaptive method that gets things done efficiently and on time.
— Slimane Zouggari
When Agile software management (IT) took off, it was a success why? Because it grouped individual thinkers into teams. These teams learned as they worked and evolved according to the needs of the customers. Agile systems became famous and was taken on by many organizations.
Management 3.0 is a workshop under the umbrella term of Agile which helps individuals to understand what leadership is and how to manage a proper cohesive team under this specific software management. It is based on principles and ideas so that the working man can get a fair transparent salary and actually be proud of what they are doing.
How does it work
Essentially Management 3.0 makes workers happy makes them care about the work they are doing and when they feel a sense of pride in their work they will want to better it and perfect there work in turn they will make the customer happy. Management 3.0 is a workshop where it teaches individuals to be happy about their job to benefit the customer. This work shop not only teaches the workers how to be better at their jobs but also makes the leader a better boss. When a leader becomes efficient at their job they will have all the time in the world to have fun since the people working for the leader will know how to act efficiently without the constant input from the boss. The Management 3.0 workshop instils in a leader a sense of management and how they can delegate tasks to make everyone’s lives easier. It is a method to make the leader or the boss motivate the team so that they can perform at optimum capacity. This creates an atmosphere were competence is valued and the ultimate performing team can learn as they work which will bring success instead of failure.
— Slimane Zouggari
What is meant by it?
Wise crowds are an organizational structure that can help a group of people in engaging together to solve a problem and help each other. The participants will be either called ‘clients’ or ‘consultants.’ Clients are those people who will be sharing their challenges with the consultant and asking them for help. The consultant will be focusing on the story and give recommendations in return.
How is it done?
Wise crowds can be carried out by asking the participants to become clients and consultants. The clients will be sharing their challenges to their consultants and asking for help to learn how to solve those challenges. Consultants should be focusing on their client’s story and keep asking questions to help the client share their experience in a better way. Consultants will also have to give advice and recommendations to their clients.
What is its purpose?
Wise crowds are an agile way of generating good results that can help people in succeeding their challenges. They will be able to improve their skills when it comes to asking, giving and receiving help. They will also learn how to liberate their creativity and intelligence. Mutual trust will be built between the clients and consultants.
What are its Tips and Traps?
Make sure that you not only invite experts but also invite the general public. Participants should critique themselves and not jump to action before they have clarified their problems. Participants should stay focused on their client’s experience, and the clients should not be hesitant to answer any question.
Examples – Where can it be used?
Wise crowds are a liberating structure that can be used in the following circumstances:
- For research groups to leach from each other.
- For sharing progress in group projects.
- It can be used instead of reviews and presentations.
- For solving different problems.
- For improving your relationship by getting advice from someone.
- The salesperson can use it for keeping new customers.
— Slimane Zouggari
Those who are working in agile community they have had come across this new new product development game a lot of times. This white paper was published in 1986 and it is still valid and it does helps the businesses. Having a look, we see that there are six key principles of this paper which are connected to each other.
When we see the traditional approach while developing a product then it will move like a relay- race as the baton is passed from group to group. Now, when we see the new new product development game then it will be like rugby, where the team is having the ball and they pass it to each other and take it to the desired place. The most used framework scrum is also inspired by it.
Six key Principles
Let us take a look on the key principles of new new product development game:
- People are quite possessive about the business or work plan in the traditional approach, and they control and monitor day to day activities for others. But, this new new product development approach themselves. While talking about scrum, the race is an agreement between the development team and management. Product owner and the others will decide how to work and where the flexibility is needed.
- Project teams which are self-organizing if exhibit these three conditions will be ideal. The conditions are autonomy, self-transcendence and cross fertilization.
- Overlapping the development phases, that will enable the team to absorb the noise or vibration generated throughout the development process.
- Multi-learning, now this is said that it is a two-dimensional learning i.e. 1) Multi-learning across multiple functions. 2) across multiple levels. Are we clear with the vision? Is the right product selected or being built? In scrum there is a learning opportunity as the team working on the product interacts with each other and learn from the market trends.
- If we say that a person has both “control through peer pressure” and “self-control” then we can say that he is having subtle control. The sprint goal should be inspected by the development team so that they can adapt the sprint backlog in accordance.
- The transfer of learning should be done on organizational level, spring and scrum should make it sure that the team members share knowledge with each other.
— Slimane Zouggari