Pp slide set 5 whole work teams and human scale

107/04/2014 Whole Work Teams & Human Scale

Whole Work Teams and Human Scale


Natural Human Social Unit Sizes


Aligning the Technical & Social Structures

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SPP

RPPS

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Balancing Work on a Human Scale

Technical Complexity

Social Complexity

Rate of Change

Technical Capacity

Social Capacity

Human Resilience


If The Scale Is Too Big

Split into multiple whole work units in parallel


If The Scale Is Too Small

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Use Tricord Scoring To Give Whole Work Teams A Cluster of Related Whole Work Units


Low Medium High

Score = 2 Score = 6 Score = 10

• Process complexity A whole work unit with a simple, linear primary process with one 'significant event'

A whole work unit primary process with one or two significant events', a limited number of channels and simple feedback loops

A whole work unit with multiple 'significant events', an inter-related, multi-channel primary process with multiple feeedback loops.

• Range of equipment used A small range of stable and familiar equipment used

A range of moderately complex equipment used in fairly standard ways.

A wide variety of technically complex equipment used in different patterns

• Complexity of control system

A simple paperwork or IT system is used to control a small variety of data

A paper work and/or tailored IT system controls a limited set of local and business level information flows.

A complex and specialist IT system, supported by paperwork systems, is used to control a wide variety of inter-related local and business level information flows.

• Regulatory complexity There is only a basic set of legal regulatory requirements.

There are standard external regulatory and legal requirements.

There are a complex set of external regualtory and legal controls.

• Variety of job roles All team members have same job role

Team has 2 or 3 different team job roles

Team members have a wide variety of different job role and functions

• Geographical spread All work together in one physical area

Spread over 2 or 3 areas or locations

Spread over many areas and locations or work as a virtual team

• Working hours alignment All work the same hours. The leader attends occasional planned business meetings

Some team members have slightly different working hours. The leader attends regular planned business meetings.

The leader and the team members work an variety of working hours or shift arrangements. The leader frequently attend irregular and planned business metings.

• Stability of objectives and plan

3 or less simple key objectives set for up to a year

3 to 7 key objectves set that are occasionally revised

A complex set of inter-related objectives which frequently change

• Stability of process and structure

A stable primary process and organisation structure

Moderate continuous improvements to the primary process and occasional step changes to the process and organisation structure

Frequent step changes to the primary process and major changes to the organisational structure

• Stability of team membership Moderate to low labour turnover within a year and infrequent new team members

Moderate labour turnover with occasional leavers

Particularly high labour turnover and frequent changes in team membership

Totals /100 0

Team Loading Table

Rate of Change

Social Complexity

Technical Complexity

Team Loading Table

Team Loading


Team Size Range

Whole Leadership Team Capacity

Team Loading Team Size Range

20 -39 14 to 20

40-59 10 to 16

60 - 79 6 to 12

80-100 5 to 10


Human Scale For The Department or Site


Getting Human Scale Right Throughout

Job

Organisation

Whole Work Team

Department, Division


Team Size Capacity

Lower Whole Work Team Size +/- 20%

Lower Whole Work Team Leadership

Loading

20 -39 40-59 60-79 80-100

20 -39 20 18 16 14

40-59 16 14 12 10

60 - 79 12 10 8 6

80-100 10 8 6 5

Higher Whole WorkTeam Leadership Loading

Higher level whole work team.

Lower level whole work team.

Leadership Loading


Human Scale – Community Level

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Clusters of whole work teams linked by scores of >7 need to work closely together collaboratively.

We call them a ‘community’.

People have a natural capacity of tracking a close network of relationships between up to 150 people.

‘Communities’ are best sized between 20 and 150.


Human Scale For The Individual


Human Scale & Job Design

Whole Work Unit A

Is the human scale right if a team member is expected to do all process steps in the whole work unit?

If not, how do we divide the process steps between several job roles?


Human Scale & Job Design

Whole Work Unit A

For a job to be whole it should be part of working as a whole work team, have responsibility for at least one value-adding ‘progression’ and be on a human scale.


Jobs That Are Only Focused On Rests and Supports

Storeman, filing clerks, attendants, queue minders

Porters, checkers, testers, cleaners, post-room, reception desk, telephonists, data entry staff.

These are non-progressive, non-value-adding jobs


Back up slides


Dimensions of Organisation Wholeness

Dimension Christian Principle Description

1 External alignment Serving God Work that serves a outside greater reality and good; the customer, community, environment and ultimately God. In Tricordant alignment with the wider external system.

2 Significance Co-working in God’s image Whole work units that include at their centre a significant act of creation, conversion or inspiration. Doing the sort of work that God does.

3 Internal balance Trinitarian balance – person view

Whole work teams in internal Tricordant alignment and balance at every level.

4 Whole work cycle Trinitarian balance – process view

Whole work teams at every level each able to Conceive, Convert and Confirm their work.

5 Human scale Incarnation Whole work for whole and healthy people. Work that allows peoples’ Mind, Body, Spirit and Being to be in a healthy balance.

6 Subsidiarity Free-will. Stewardship Work is done at the lowest appropriate level.

7 Differentiation The body of Christ Work recognising peoples’ unique God-given differences and gifts.

8 Community The Church An organisation with appropriate mechanisms for mediation, and communication between whole work teams at every level.

9 Inspired In-dwelling of God’s spirit Work inspired to do and be good, rather than evil.


Dimensions of Organisational Wholeness

Dimension Description

1 External alignment Work that serves the customer, community and environment. In Tricordant alignment with the wider external system.

2 Significance Whole work units that include at their centre a significant Creation, Conversion or Inspiration.

3 Internal balance Whole work teams in internal Tricordant alignment and balance at every level.

4 Whole work cycle Whole work teams at every level each able to Conceive, Convert and Confirm their work.

5 Human scale Healthy work for whole people. Work that allows peoples’ Mind, Body, Spirit and Being to be in a healthy balance.

6 Subsidiarity Work is done at the lowest appropriate level.

7 Differentiation Work recognising peoples’ unique differences and gifts.

8 Community An organisation with appropriate mechanisms for mediation, and communication between whole work teams at every level.

9 Inspired Work inspired to do and be good rather than destructive or harmful.

Business

Pp slide set 5 whole work teams and human scale