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Management Responsibility - Organization and System Design
6 Lessons -
Management Responsibility - The Hybrid/Remote Team Leadership
16 Lessons-
StartIntroduction to the Management Responsibilities
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StartMotivation in a Hybrid World
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StartContinuous Improvement and Respect for People
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StartStandard Work & Leader Standard Work
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StartAssignment - Develop Leader Standard Work
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StartWhy Teams?
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StartHybrid Team Management - Organizing Your Team
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StartTeam Roles and Responsibilities
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StartVisual Display and the Scientific Method
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StartRoot Cause Analysis
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StartAssignment - Root Cause Analysis
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StartImproving Processes: Solving Problems in a Hybrid World
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StartAssignment - Practice the PDCA Problem Solving
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StartTeam Leadership - Achieving Team Maturity
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StartTeam Leadership - Deciding Who Decides
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StartAssignment - Clarify Decision Making
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Team Facilitatoin for Leaders and Members of Hybrid Teams
8 Lessons-
StartBefore and After Meeting Practices
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StartTeam Etiquette (in other words, our code of conduct)
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StartFacilitaton Skills: Organizing & Clarifying
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StartFacilitation Skills: Reflecting & Motivating
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StartFacilitation Skills: Comforting and Controlling
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StartFacilitaton Skills: Concluding & Bringing to Consensus
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StartResolving Conflicts
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StartResolving Conflicts continued
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Leadership: Designing and Managing the Hybrid Organization
Post Covid We Enter a New Age of Hybrid, Flexible Work System Built on Trust and Self-Management
Course Summary
Hybrid is here and now, thanks to Covid19. Every organization must redesign its own work, teams and relationships to take advantage of the lessons that we can both perform much of our work from home and experience increased job satisfaction and productivity. Even the U.S. Federal Governments has accepted the new reality of hybrid organizations and is engaged in creating new rules and a new culture. This course is based on many years of designing organizations to be self-managing.
Course Curriculum
Lawrence Miller Miller
Larry Miller has forty-five years of consulting from textile mills in the South, foundries on the banks of the Monongahela River, oil refineries in Texas, and healthcare organizations in Canada. He knows very well the real-life issues of building high performing teams and changing ingrained habits among both executives and union members. The goals of self-management, lean processes and organization are easy to agree on. The challenge is in the process of changing habits, mindsets, and cultural norms. This has been his work. Author of eleven books on management and leadership and sixteen online courses in lean management and corporate culture.