在組織教練中看見系統性模式

Seeing system patterns in organizational coaching

今天的解決方案是明日的問題，組織教練要面對複雜的系統和議題，如果能看出系統性的模式能很大的幫助提升教練的有效性。在這次的分享中，我們會看到組織中常見的模式，而且會探索合約遊戲（contract game），團隊設計與相依性，管理層的角色等等主題，因為這些是敏捷轉型必須處理的議題。 舉例來說一些常見的模式，營運部門逼迫研發部門，而研發部門犧牲品質，這產生了“fixes that backfire”（會反噬的修補）。PO 和 團隊成為“accidental adversaries”（意外產生的死對頭）。PO 獨自負責釐清需求造成 “limits to growth” （成長上的限制）。為了處理資源使用率問題組成元件團隊和特性團隊的架構導致“fixes that backfire” （會反噬的修補）。依賴協調者的角色處理相依性而無視自組織的潛力是“shifting the burden”（轉移包袱）。管理層對命令與控制上癮而不專注於提升團隊能力也是“shifting the burden” （轉移包袱）。

Today’s solution becomes tomorrow’s problem; here’s solution becomes there’s problem. Organizational coaches face challenges from complex systems and topics, while seeing system patterns (aka system archetypes) helps greatly in finding the leverages thus increasing the coaching effectiveness. In this talk, we shall see how those patterns such as “limits to growth”, “fixes that backfire”, “shifting the burden” and “accidental adversaries” are playing their roles in common organizational topics. We choose to explore the topics of contract game, team design & dependency, and management role, as they are essential for Agile organizational change. Give you a glimpse. Business pushing R&D while R&D sacrificing quality creates “fixes that backfire”. PO and team become “accidental adversaries”. PO solely responsible for requirement clarification creates “limits to growth”. Component team and feature group structure aiming for resource utilization creates “fixes that backfire”. Relying on coordination roles for dependency management while not realizing the potential of self-organization is “shifting the burden”. Management addicting to command & control while not focusing on building capability is “shifting the burden” too.

講者簡介

Lv Yi,  呂毅

呂毅 在 2008 年成為中國的第一位認證Scrum 培訓師，現在作為 Odd-e 的敏捷教練幫助更多的組織做敏捷轉型，輔導團隊改進他們的產出和學習提高。

Lv Yi lives in Hangzhou, China. He is the first Certified Scrum Trainer from China since 2008. As a coach at Odd-e, he gives his best expertise to help more organizations transform to Agile, and coach teams to improve their output and learning. He had worked in various positions in Telecom industry since graduation in 2000, ranging from Software Developer to Management position such as development manager, project manager and quality manager. From late 2005, he started to get acquainted with Agile software development, in particular, Scrum. First, he introduced Scrum to manage the projects, then, acted as driving force in transforming the whole product organization. He led a department inside that product organization and focused on developing teams and Scrum Masters to create sustainability. Since he joined Odd-e at the end of 2010, he worked with more industries, recently focusing on Internet industry and large-scale organizational transformation.

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