Optimal control

Micro-interventions

Individual improvement

Optimal control is all about finding the right dynamics of autonomy and alignment. It starts with being aware of three levels of control:

the bigger picture (portfolio of initiatives or projects);
teams (project or task teams);
individual (me).

And finding mutual agreements concerning:

autonomy (execute without direct control);
alignment (execute after mutual agreeement);
control (execute while beinig directed).

Team improvement

Control is a cybernetic feedback loop between all people and departments that are involved in reaching the collective objective. Optimal control requires a collective context and a shared vision on how to ‘control’ the outcome.

Discuss ‘control principles’ with all parties involved;
Create a common understanding of ‘autonomy’, ‘alingment’ and ‘control’.

Other interventions

Project settings: Determine tolerances.

Agile settings: Work with ‘sprints’ and ‘product backlog’.

We experience that results emerge without excessive planning, control and management

Many teams experience excessive external planning and control. They feel that others limit their autonomy. On the other hand, executives indicate that many teams are lack the extent of self-organization to stay attuned with the environment. Optimal planning and control is a prerequisite for creating flow within and among teams. The stakes: sustainable use of time and money (Source: Ruysdael research on connected leadership).

Adaptivity

New situations might require another approach. Both as a person and a a group we need ‘to make a new path’ of thinking and doing. That an a healthy interaction between people facilitates the group flexibility and its ability to adapt to unforeseen situations and events.

The success strategy: Think big & act agile. When needed we facilitate a well balanced change of underlying systems, structures and mindsets. We can discuss this factor using the following success markers: