10. Ho Chi Minh City is a is a complex adaptive system
(CAS), because it consists of parts (people) that form a
system (city), which shows complex behavior while it
keeps adapting to a changing environment.
12. A team is a Complex Adaptive System (CAD)
The Manager
Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/
14. Managers are ordinary people with special power
Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/
15.
16.
17. The ultimate victory in competition is derived from the inner
satisfaction of knowing that you have done your best and that
you have gotten the most out of what you had to give.
Howard Cossel, 1918- 1995
18. 10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
18
19.
20. The Seven Levels of Authority
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
20
21. Managers are like leaders, they defines constraints, the
employees defines the rules
29. People are the most important parts of
an organization and managers must do
all they can to keep people active,
creative, and motivated.
30. Teams can self- organize, and this
requires empowerment,
authorization, and trust from
management.
31. Self- organization can lead to
anything, and it’s therefore
necessary to protect people and
shared resources…
…and to give people a clear
purpose and defined goals.
32. Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore
contribute to the
development of
competence.
33. Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication.
34. People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.