Learning to See; Learning to Lead: Introducing a better way to make work, work

David Joyce fra Thoughtworks Australia besøker oss mandag 19 mai. Han har lang erfaring med Lean og Systems Thinking i store organisasjoner både i England og Australia. Agenda for kvelden blir som følger (mer informasjon under):

• 1800 - 1845: "Learning to See; Learning to Lead: Introducing a better way to make work, work"

• 1845 - 1900: Short Q & A

• 1900-1930: Break

• 1930-2030: Dr W. Edwards Deming's famous Red Bead Experiment

David er en av mange spennende speakers på konferansen DareFest Oslo 2014 som arrangeres 14-15 oktober, som en del av Oslo Innovation week. Mer informasjon om konferansen finner du på konferansens nettsider (http://darefest.no).

1800 - 1845: "Learning to See; Learning to Lead: Introducing a better way to make work, work"
The superordinate problems that executives are trying to solve are universal. They boil down to; increasing customer satisfaction, reducing costs, increasing revenue, increasing efficiency, and increasing the morale of the people who work in their organisations.

What is curious is that to try and solve those problems executives use a particular management paradigm, one that was invented in the pre war industrial age. It is equally curious that although many alternatives have been offered since history has shown that they all seem to rebound off the prevailing system of management, to become fads.

To improve performance requires a change in the way we think. To change how we think requires method.

This talk will be in two parts. The first part gives examples of the conventional management paradigm for designing and managing work, describing flaws in each, and how they systematically hinder improvement in performance. The second part discusses Systems Thinking as an alternative paradigm, with examples given of it's use in today's forward thinking organisations.

1930 - 2030: Dr W. Edwards Deming's famous Red Bead Experiment
Come along and participate in Dr W. Edwards Deming's famous Red Bead Experiment. This classic learning tool helps illustrate the impact that a system, and traditional management approaches, can have on individuals who work within an organisation.

The experiment introduces many of Deming's ideas about management, including his 14 Points for Management. It also introduces the Statistical Process Control Chart.

Originally used by Dr Deming as part of his four-day seminar, the experiment represents a corporation formed of "willing workers", quality control personnel, a data recorder, a Project Manager and a Product Owner, each of which is staffed by volunteers from the audience.

The corporation's aim is to produce white beads. The production of beads is controlled by an approved procedure to ensure the removal of defective red beads.

After the experiment there will be a discussion of the issues addressed by the experiment, including: understanding variation in work, the role of the system on the performance of the workers, the effectiveness of managing with slogans, the usefulness of targets, annual appraisals and financial rewards, and how to improve quality.

About David Joyce
David is an Executive Consultant, Systems Thinker and Lean practitioner who has 15 years os leadership experience, and 20 years of experience in the technology industry. Today, David spends his time working with executives, senior managers, front-line leaders and staff helping them instigate sustainable change by applying methods such as Agile, Lean, Systems Thinking and Intervention Theory. He is a recipient of the Lean SSC Brickell Key award for outstanding achievement and leadership, a founding fellow of the Global Lean Systems Society, and has recently published a free eBook titled Theories of Work: How We Design and Manage Work