How Management 3.0 Practices in Action Can Help You?

1. How Management 3.0 Practices in Action Can Help You? Management 3.0 is not another framework; it’s a mind-set, combined with an ever-changing collection of games, tools, and practices to help any worker manage the organization. It’s a way of looking at work systems. This post delves into how Management 3.0 practices could be used as an effective tool to bring change. Moving Motivators Everyone was inquisitive and became really engaged with the game. We didn’t time-box the event as we wanted everyone to think and do it. Once everyone put the 10 motivators in order based on preference, we asked them to observe others. We didn’t ask individuals to delve into their thought process behind how they ordered it. The enterprise head observed something that most people chose Autonomy, Mastery, and Purpose for their top three, and this helped him understand what motivated his leadership team. He then used this to adapt his own style to match their expectations. What is Management 3.0?

2. Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority. Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration. You don’t want theories and soft management science; you want hands-on approaches that can become solutions for increasing employee engagement and improving results. You want to build a future. Personal Map Once in our team, we were planning for an outing, and there were multiple preferences voiced by people, and we couldn’t come to any conclusion. We wanted to get this sorted quickly, so we decided to do Personal Maps to make it transparent and arrive at a conclusion based on preferences. We wrote our team name at the center and then added all 12 team members’ names around it in a big whiteboard. We then asked individuals to fill in their personal preferences in four areas. Type of outing (lunch in a restaurant, team activities in a beach resort, etc…  Type of food  Timing  Transport The four areas are further diversified into different subcategories. With that, we were able to get everyone’s view quickly, and we were able to identify a pattern and finalize the plan. Meddlers Game We created certain constraints with the help of the Product Owner and the architect on the necessary skills needed within the team. When we did this activity, the team figured out that they lag in a specific ability to attain complete cross-functionality. The missing skill was technical writing. As the product was more of a customizable tool used by multiple organizations to publish their fund performance, technical writer skills were identified as an essential one to address gaps. Based on the success story of the Meddlers game; other product suites also used it to form cross-functional teams.

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