6. We spent 1/3 of our lives at work
Same time as sleeping, but more than leisure activities
7. Simple math: We should enjoy the
work if we want to enjoy our life
8. But job satisfaction is decreasing over the time
Satisfied with their jobs
80,00%
60,00%
40,00%
20,00%
0,00%
1987 2009
Decrease among all age groups and all income levels
Source: The Conference Board of Canada:
Job Satisfaction Continues to Whither. 2009
9. and we are not Gallup research: work engagement in USA:
50% not engaged at work
engaged at work More then 20% do not care at all
McKinsey & Company: What
Matters: Ten Questions That
Will Shape Our Future
Actively engaged only 2-3%
of employees worldwide
11. Running IT
consumes
2/3 of IT
budgets
Low productivity and quality
of traditional approaches
12. Human nature is not respected
and psychology is misused
Typology used to
manipulate people to be
more productive, not to
find what they are good at
13. Current practice in IT projects and Services:
Why? People/teams considered as replaceable
components
Not achievable/unrealistic goals set every quarter
Micro-management (we are told what and how to do)
Great specialists nominated to management
positions
Virtual quality improvement programs
Stressful environment (incidents, too many
requirements to manage)
14. Why?
Assumptions for 19th and 20th century jobs:
(1) People are lazy, they need direct control at work and
external motivation
(2) People do not know how to proceed with their tasks,
they need to be told how to do it
Note: Both are manager’s role
17. Our behavior depends on context
(environment), e.g.
Milgram (1974): Obedience to Authority.
Harpercollins
Zimbardo (1971): Stanford prison
experiment
Wilson, Kelling (1982): Broken Windows,
The Atlantic
George Kelling and Catherine Coles.
Fixing Broken Windows: Restoring Order
and Reducing Crime in Our Communities
Darley, Baston (1973): From Jerusalem to
Jericho: The study of situational and
dispositional variables in helping
behavior, Journal of Personality and Social
Psychology, vol. 27, pp 100-119
Gladwell (2002): The Tipping Point
Ariely (2010): Predictably Irrational
18. What does science and experience say also?
Touch intrinsic motivation
(not by money), e.g.
Ryan and Deci: Self-determination
Theory and the Facilitation of Intrinsic
motivation, Social Development and
Well-Being, American Psychologist 55
(Jan 2000): 68
Deci and Ryan: Facilitating Optimal
Motivation and Psychological
Well_being Across Life’s Domains,
Canadian Psychology 49 (Feb 2008): 14
Csikszentmihalyi: Beyond Boredom and
Anxiety: Experiencing Flow in Work and
Play, 25th anniversary edition, Jossey-
Bass, 2000
19. New assumptions for 21st century creative jobs
(1) People are good by default, context forms us
(2) People are motivated to work
by default if they do what they
are good at and feel the purpose
20.
21. Thus we need to set the right environment…
(1) helping us to deal with complexity
Way of working ensuring learning and feedback
Change is small Kaizen steps to overcome
amygdala reaction
Simple mechanism for immediate stop and root
cause identification to fix quality issues
(2) boosting intrinsic motivation
Autonomy
Mastery
Purpose
22. (1) Dealing with complexity I.
Incremental adoption of
Agile/Lean/other practices to avoid
change resistance
Small Kaizen steps implemented towards
ideal solution to overcome amygdala
warning reaction, e.g.
short pair work intervals
regular attempt to write source code
documentation
help others twice per day (leaving our
comfort zone)
Organizational change covering company,
team but also personal vision
(manager’s role is to ensure this)
23. (1) Dealing with complexity II.
Simple mechanism for immediate stop and
root cause identification to fix quality
issues
E.g. pair work or 5 whys
Automation as key support to learning new
practices
E.g. Continuous integration, Test driven
development, pair work
Learning and feedback mechanism to
achieve mastery
E.g. retrospective, rotation, slack space
24. Resources Mary and Tom Popendieck: Leading
Lean Software Development,
Addison-Wesley, 2009
Mary and Tom Popendieck:
Implementing Lean Software
Development, Addison-Wesley, 2006
Liker: The Toyota Way,
Deming: Out of Crisis,
Senge: Fifth discipline,
Random House Business,
McGraw-Hill, 2003
MIT Press, 2000
2006
25. (2) boosting intrinsic motivation: autonomy
choosing what to do, when, how and with whom
being fully responsible for it
Atlassian’s FedEx days
Google, 3M: 20% of working time
for people’s projects
Gore Associates: choosing own
manager and team
Semco Brasil (Ricardo Semler): 7
day weekend working environment
26. (2) boosting
intrinsic
motivation:
mastery
Mastery
Learn new things in broader area
Feel the “flow” (Csikszentmihalyi)
10.000 hours to master
27. (2) boosting intrinsic
motivation: purpose
Purpose
Higher productivity and
motivation if purpose is
bigger than me
Boom of non-profit work
Profit as donation strategy
for many companies
28. Finally: from command &
control manager …
… to servant leader
creating better
environment
29. Proof: job satisfaction surveys
Preferences for staying in current job:
Professional development Mastery
Ability to work from home Autonomy
Additional week of vacation
Flexible work schedule Autonomy
Source: Salary.com: Employee Job
Satisfaction & Retention Survey. 2007/08
30.
31. Summary
People are different
Context forms our behavior and
reactions
Constant learning and feedback
Take small steps to create a habit
Autonomy, mastery, purpose
From management to leadership
33. • Agile and Lean coach at Tieto
• 11 years in IT (developer, support, project manager, mentor & coach)
• Also teaching and researching at University of Ostrava
• Presenting at international conferences
• E.g. ISD, Lean IT Summit, ICGSE
• Blogs and free IT e-books at www.differ.cz (in Czech and English)
• You can contact me at jarek@differ.cz
• Linked in: http://cz.linkedin.com/pub/jaroslav-proch%C3%A1zka/4/5b1/6a6/
34. This topic is also covered in our book
Prochazka, Klimes: Operate your IT differently:
Agile and Lean operations, support and
maintenance of information systems and IT
services. Grada Publishing, 2011, 288 p. [in
Czech]
