What limits autonomy and engagement? - an organisational model for deliberate change.
When we think about change, we often get stuck focusing on how we will do agile and the frameworks we will use to do it. This often focused on how we prioritise the work, how escalate issues, how will we structure our teams, but often we lose sight of the people who are doing the work and how important it is for them to feel engaged about the work they are doing.
To truly create an amazing workplace, not only do we want people to feel engaged about working in new ways, but to deeply care about the company itself and what it is trying to do.
During this session I'll introduce the model I use to help leaders at Campaign Monitor think about making deliberate change to how alongside supportive investments in engaging people towards our goals.
Using the model I will explore some of the common designs that companies use and how they impact autonomy and engagement.
This session will help you think about how to deliberately create engagement and an autonomous environment and some of the basic factors needed for its success.
Outline/structure of the Session
Common approach to helping teams become agile
What makes a great team
2) What do people do now?
Introduce 5 different examples of culture codes and how they've been implemented
3) Introduce a system model for How and Who.
4) Discuss the part of the system that is How we work
Discuss the 4 parts of the model and they types of tools used in this space.
Discuss the different strategies you should use when designing how you work.
5) Discuss the part of the system that is focused on Who does the work
Discuss the 3 parts of the model and what we currently used to create a great working environment for our staff.
Discuss the different strategies you should use when designing the environment for who does the work.
6) Highlight the existing gap in how purpose - autonomy - mastery are connected
Discuss how these 3 factors can be connected and the typical tools I use to do so.
7) Interactive survey and realtime results of the audience's perspective on whether how they work limits the autonomy their teams have, and their environment supporting their team limits engagement.
8) Provide an example how to use this model in your current working environment
9) Summarise 4 high level consideration when designing your organisation.
Attendees will have learnt a conceptual model for a 50000ft view of an organisation which will help them make deliberate choices about the changes to how they work, but also the environment they have created for their teams as a whole.
Anyone that feels we focus too much on how we do agile, and not enough on people engagement
Have a passion at designing and changing the wider organisational structures we have in place the limit autonomy and engagement.