So, how do you manage a team with a variety of values and expectations from their interactions with management?
You know theory X and theory Y.
(X - managers and workers are adversaries, Y - Managers just nee to support worklers and they will do their best.)
I hope that we projects managers tend to fall into the Theory Y zone. Our teams have interesting work, usually good management and people are focused around common goals in a context of a cohesive team. I suspect we are much more Theory X than we think. For instance, my direction to my team to adopt scrum practices is not optional. Until reflecting you wouldn't neccessarily recognise this as a theory X appraoch to work. And we don't expect we are espousing values that say we don't trust our team members.
In fact, any time we mandate a process or control technique, that's exactly what we are doing. I want to be a coach of faciliatator, but I keep demanding certain practices and standards are followed. Deep down I know this is a problem, but how can I let go of the tiller when we are in rough seas? I don't think I can unless I know I have sipport from my sponsors. And my sponsors are in the same boat - manging expectations and dealing with a portfolio of risky investments.
Who makes the call that it's okay to experiment and fail? At what scale?
What are your stories?
As SW PMs and developer we MUST be doing Theory W
ReplyDeletehttp://sunset.usc.edu/classes/cs510_2001/notes/ec-files/theoryw.pdf
The difficulty, Craig, is that Theory Y requires both participants be of the appropriate maturity and far enough up Maslow's needs hierarchy in order for it to succeed.
ReplyDeleteIf either side isn't in the right place, Theory Y falls flat on its backside.
Steve, when you are in a low trust environment who's job is it to begin he journey to trust and partnership?
ReplyDelete