Your Team is NOT Like a “Human Resource Machine”

Usually, I recommend a game to help you get in the appropriate mindset for change. This time, you can get in the right mindset by avoiding the game. If a programming game like “Human Resource Machine” sounds interesting, you may also be interested in a better way to “ask for more” from your teams.

Do You Like to Set-up a Hyper-Efficient System?

Human Resource Machine by Tomorrow Games is a puzzle game that also teaches programming concepts. Each level you have a problem and must use your 11 programming commands to solve the problem. You can do very simple things like add, subtract, save a number, count iterations. All of this is done with a little meeple running around the office and a delightful soundtrack (I am listening to it right now).

Are Your Game Rules Too Strict?

If the thought of programming in a constrictive environment with hyper-efficient goals — least lines, least steps — appeals to you, then this is your game. However, if this is your game, and you are a manager, you may also want to remember that:

• Your job is to Get Results while Retaining your People.
• Not all of your team members value extreme efficiency.
• Not everyone is willing to put in the extra effort into a process that no one sees.

A drive for hyper-efficiency indicates your desire to have a team that can get normal things done without a lot of effort. However, it does require effort not directly related to delivering something today, and that can seem distracting to your team.

Win by Letting your Team Define “Efficiency” and “Improvement”.

You can Win in this situation by leading your team to improve a little at a time. Making iterative change allows the team try change and see if it works. It also changes the game from chasing efficiency to making things better for your team.

If you want to challenge your team to work smarter by asking for more, then consider these Lean Kata questions in team meetings:

• What can we do better?
  • Where is a point in our process that is annoying?
  • What is happening?
  • What would we like to happen?
• How can you fix it?
  • What is one thing we can change for next time to make that better?
  • Who can do it?
  • When can we see it?
• What do you need from me?
  • What systems need to change for this to work?
  • Who do I need to talk to in order to facilitate this change?

If this works for your team, you can see more about Lean Kata here.

Rule book

Human Resource Machine

Human Resources Machine, Soundtrack

Lean Kata at Lean.org

 

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