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Radical Management

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Bernard Fruga

on 27 August 2015

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Transcript of Radical Management

5. Radical
Working in an iterative fashion both enables and requires the workplace to be fully transparent so that the team goes on improving. Radical management means seeing the workplace as it is, rather than as we would like it to be, and being willing to do something about it.
4. Each
iteration delivers value
to clients
Iterative work patterns necessitate a focus on getting things done by the end of each iteration of work. By doing this, finished work replaces progress reports.
3. Do work
in client-driven iterations
, as continuous feedback from the clients is needed
Client-driven iterations help force progress on all three sides of the iron triangle of organization, staff, and clients. They do these things simultaneously, not in opposition to each other.
1. Focus work on
delighting clients
Radical management begins by getting the goal right: the purpose of work is to delight clients, so not to produce goods or services or make money for shareholders.
Radical Management
by Stephen Denning
2. Do work through
self-organizing teams
This goal is achieved by self-organizing teams that normally evolve into high performance teams with above-average productivity and deep job satisfaction.
6. Create a context for continuous
by the team itself
Once principles #1 to #5 are in place teams typically want to get better and generally do improve. Continuous self-improvement requires a mind-set that fixes problems as soon as they occur.
Communicate interactively
: stories, questions, conversations
Implementing principles #1 to #6 requires communication that is different from traditional management. It involves getting things done with people through interactive conversations, using authentic narratives, posing open-ended questions and engaging in deep listening as well as encouraging horizontal communication to enhance learning.
credit to: Haiko Meelis, partner at Qhuba.
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