Skip to content
Greenvators
Search for:
Log in
Register
Menu
Close
1.1 Why a self-managed organization?
1.1.1 Efficiency remains important
1.1.2 Increased need for adaptability
1.1.3 More initiative is needed from employees
1.1.4 We need entrepreneurial employees
1.2 What is needed in detail?
1.2.1 Agile “ad hoc” working relationships
1.2.2 Principles of action depending on complexity
1.3 Classification of the self-managed organization
1.3.1 Classification according to the dynamics of the environment
1.3.2 Classification according to the complexity of the system
2.1 Changed image of man
2.2 Changed attitude
2.3 Changed procedure
2.1.1 Taylorist view
2.1.2 Systemic perspective
2.2.1 Constructive attitude
2.2.2 Value orientation
2.2.3 Personal responsibility
2.2.4 Balance between the individual and the community
2.2.5 Internal transparency
2.2.6 Professional systemic-integral attitude
2.2.1.1 Self-esteem
2.2.1.2 Language has a physical effect
2.2.1.3 Acting responsibly
Prerequisites
Who is responsible?
Levels of responsibility
Prioritize and sit out
The healthy balance
Attention
Information for decisions
Learning information
Understandable and useful information
Evolutionary with a revolutionary effect
Differences to traditional change processes
From problem to trial and error
3.1 The delegation matrix
3.2 The context bridge
3.3 The team board (the management monitor)
Definition
Overview
Areas of responsibility
Which areas of responsibility?
Responsible persons
Cooperation relationships
3.2.1 Definition
3.2.2 Bridge elements
3.2.3 What to look out for?
Allow (surrender)
Want (pick up)
Know (prepare)
Ability (bridging, trial and error)
Mastering (integrating)
More money for management tasks?
Supporting role: context bridge pilot
Identify status and progress
“Who” is more important than “how”
The Shu-Ha-Ri principle
Shu
Ha
Ri
Shu-Ha-Ri as a helpful guide
From knowledge to skills
3.3.1 Definition
3.3.2 What for
3.3.3 Basic principles
3.3.4 Aspects of configuration
3.3.5 Individual columns
3.3.6 Possible problems
3.3.7 Introduction of the team board
3.3.8 Moderation principles
Pull instead of push – the pull principle
Showing responsibility
Possibilities (Which ideas have enough power?) – What?
Get ready – Who?
Open
Develop – try?
Evaluate – assessable?
Planning integration – maintaining it?
Quit – appreciated?
Checklist
And where is the discussion taking place?
Common mistake: too big a concern
What to do if no one pulls the task?
Update from right to left
Regular meetings
Preparation with the support of the moderators
Situational moderation decisions
1.1 Why a self-managed organization?
1.1.1 Efficiency remains important
1.1.2 Increased need for adaptability
1.1.3 More initiative is needed from employees
1.1.4 We need entrepreneurial employees
1.2 What is needed in detail?
1.2.1 Agile “ad hoc” working relationships
1.2.2 Principles of action depending on complexity
1.3 Classification of the self-managed organization
1.3.1 Classification according to the dynamics of the environment
1.3.2 Classification according to the complexity of the system
2.1 Changed image of man
2.2 Changed attitude
2.3 Changed procedure
2.1.1 Taylorist view
2.1.2 Systemic perspective
2.2.1 Constructive attitude
2.2.2 Value orientation
2.2.3 Personal responsibility
2.2.4 Balance between the individual and the community
2.2.5 Internal transparency
2.2.6 Professional systemic-integral attitude
2.2.1.1 Self-esteem
2.2.1.2 Language has a physical effect
2.2.1.3 Acting responsibly
Prerequisites
Who is responsible?
Levels of responsibility
Prioritize and sit out
The healthy balance
Attention
Information for decisions
Learning information
Understandable and useful information
Evolutionary with a revolutionary effect
Differences to traditional change processes
From problem to trial and error
3.1 The delegation matrix
3.2 The context bridge
3.3 The team board (the management monitor)
Definition
Overview
Areas of responsibility
Which areas of responsibility?
Responsible persons
Cooperation relationships
3.2.1 Definition
3.2.2 Bridge elements
3.2.3 What to look out for?
Allow (surrender)
Want (pick up)
Know (prepare)
Ability (bridging, trial and error)
Mastering (integrating)
More money for management tasks?
Supporting role: context bridge pilot
Identify status and progress
“Who” is more important than “how”
The Shu-Ha-Ri principle
Shu
Ha
Ri
Shu-Ha-Ri as a helpful guide
From knowledge to skills
3.3.1 Definition
3.3.2 What for
3.3.3 Basic principles
3.3.4 Aspects of configuration
3.3.5 Individual columns
3.3.6 Possible problems
3.3.7 Introduction of the team board
3.3.8 Moderation principles
Pull instead of push – the pull principle
Showing responsibility
Possibilities (Which ideas have enough power?) – What?
Get ready – Who?
Open
Develop – try?
Evaluate – assessable?
Planning integration – maintaining it?
Quit – appreciated?
Checklist
And where is the discussion taking place?
Common mistake: too big a concern
What to do if no one pulls the task?
Update from right to left
Regular meetings
Preparation with the support of the moderators
Situational moderation decisions
Search for:
Log in
Register
Atila
Home
Members
@atila
Active 4 weeks, 1 day ago
Activity
Profile
Friends
Groups
Forums
Personal
Mentions
Favorites
Friends
Groups
Member Activities
RSS Feed
Show:
— Everything —
Updates
Friendships
New Groups
Group Memberships
Group Updates
Topics
Replies
Posts
Comments
Show New Group Documents
Show Group Documents Edits
Skip to toolbar
About WordPress
WordPress.org
Documentation
Learn WordPress
Support
Feedback
Log In
Register
Search
