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Self-Management Through Unity of Knowing and Doing: A Framework for Personal Success

In this presentation, Glen Wang, an experienced Agile coach and practitioner, explores the concept of self-management aligned with the Unity of Knowing and Doing (UKD) philosophy. The framework combines UKD with Agile and Scrum principles to create actionable strategies for personal and professional development. Attendees will learn about key topics, such as creating a personal product backlog, managing change effectively, timeboxing techniques, and building confidence as a means of fostering self-organization. Join us to discover how to implement these strategies in your life.

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Self-Management Through Unity of Knowing and Doing: A Framework for Personal Success

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  1. Self-Management withUnity of Knowing & Doing 知行合一的自我管理 Glen Wang

  2. Glen Wang is • A manager • An Agile Coach • A thinker and practitioner of the UKD (Unity of Knowing and Doing) philosophy (知行合一)

  3. PurposeofThisPresentation • Advocateself-management • Explainaself-managementframework with a combination of UKD (Unity of Knowing & Doing) and Agile/Scrum values/principles/practices

  4. Table of Contents - 1 0. Mind Map Change to Agile and Unity of Knowing and Doing Part I: Knowing 1. Purpose and Action 2. Personal Product Backlog and Sprint Backlog 3. Identify and Put Down Noise 4. Know Change 5. Manage Change 6. Sum of Part I: Backlog Looks Like

  5. Table of Contents - 2 Part II: Doing 7. Timebox 8. Timebox, Time Piece, and Time Point 9. Sum of Part II: Tomorrow to-Do List Part III: Unity 10. Confidence (Manage Inner Change) 11. Leverage/Scale Self-Management 12. Sum of Part III: Self-Organizing Team Summary: Purpose, Plan, Focus, and Confidence/Change

  6. 0. Mind Map Change to Agile and Unity of Knowing and Doing – 1/2 To be continued…

  7. 0. Mind Map Change to Agile and Unity of Knowing & Doing – 2/2 Continue…

  8. Table of Contents - 1 0. Mind Map Change to Agile and Unity of Knowing and Doing Part I: Knowing 1. Purpose and Action 2. Personal Product Backlog and Sprint Backlog 3. Identify and Put Down Noise 4. Know Change 5. Manage Change 6. Sum of Part I: Backlog Looks Like

  9. 1. Purpose and Action • Discover your personal product vision: Know the purpose of your Life • Use action to implement your purpose • Unity of Purpose and Action is the essence of UKD (Unity of Knowing and Doing) • You have to know your purpose and do your action

  10. 2. Personal Product Backlog and Sprint Backlog • Borrow the concept from Scrum but for personal use • Product backlog for long term, e.g., longer than one week • Sprint backlog for short term, e.g., one week • Only one product backlog • Only one sprint backlog • Plan research/preparation work as PBI/SBI (Product Backlog Item/Sprint Backlog Item) • Mark uncertainty level for PBI/SBI • Proper detailed level for PBI/SBI • Use user story INVEST criteria for easy reprioritization

  11. 3. Identify and Put Down Noise Noise: Wrong expectations that do not contribute to objectives • Perfectionism • Chaos that has no relationship with you • Anxiety that has no relationship with your objectives • Surprise that’s associated with wrong expectations • Don’t expect that you know everything

  12. 4. Know Change Anything not planned is change • Requirement change • Anxiety • Trivial • Risk • Uncertainty • From others • My mind – inner change • Worry • Emergency

  13. 5. Manage Change You need your own strategy to manage change • Buffer time and resources for interruptions and changes • Optional (nice to have) tasks as buffers • Backup (backup resource, or Plan B) over critical path • Predict and prepare at a certain level • Risk evaluation of story/task • Flexibility to reprioritize and replan • Make change visible, valuable, and validated • Balance stability and the flexibility of your backlog

  14. 6. Sum of Part I: Backlog Looks Like Plan and Manage…

  15. Table of Contents - 2 Part II: Doing 7. Timebox 8. Timebox, Time Piece, and Time Point 9. Sum of Part II: Tomorrow to-Do List Part III: Unity 10. Confidence (Manage Inner Change) 11. Leverage/Scale Self-Management 12. Sum of Part III: Self-Organizing Team Summary: Purpose, Plan, Focus, and Confidence/Change

  16. 7. Timebox Space Box for Safety: a cave, a tent, a house Timeboxfor Certainty: an hour, a day, a week Focus is not magical. But without focus, time will slip away easily.

  17. 8. Timebox, Time Piece, and Time Point Different time type, same for focus • Timebox: With defined start/end time, for defined task • Time Piece: Small piece of time, manage to utilize • Time Point: Deadline, manage it

  18. 9. Sum of Part II: Tomorrow To-Do List

  19. Table of Contents - 2 Part II: Doing 7. Timebox 8. Timebox, Time Piece, and Time Point 9. Sum of Part II: Tomorrow to-Do List Part III: Unity 10. Confidence (Manage Inner Change) 11. Leverage/Scale Self-Management 12. Sum of Part III: Self-Organizing Team Summary: Purpose, Plan, Focus, and Confidence/Change

  20. 10. Confidence (Manage Inner Change) Some Tips… • Confidence is to manage our inner change, build inner strength • Stick to your core values (good reference =Scrum Values: Focus, Commitment, Respect, Courage, Openness) • Angry/worry is good as indicator that something is wrong. Controlling angry/worry is important so that you can correct the situation. • Be calm to face your fate about things you can’t control. • Confidence doesn’t mean, “I’m always right.” Inspect, adapt, and be transparent: Make it easy to recognize that “I’m wrong” or “My plan doesn’t work.” • “Good or Evil” is the only criteria if I’m doing the right thing.

  21. 11. Leverage/Scale Self- Management • Manage yourself • Influence others, extending self-management to self- organizing • Change the world

  22. 12. Sum of Part III: Self-Organizing Rewards Extending self-management to self-prganizing Self-organizing rewards is the test stone of self-organizing. • Manager sets stage and boundary: Organizational objectives and expected behaviors; culture of openness, trust, transparency • Why? Self-motivation is true motivation: Link organizational objectives to personal objectives, internalize right behaviors • How? Use intelligence of the crowd, distribute power, cultivate collaboration, reward from peers • Try: Team-building activities, rewards, bonuses

  23. Table of Contents - 2 Part II: Doing 7. Timebox 8. Timebox, Time Piece, and Time Point 9. Sum of Part II: Tomorrow to-Do List Part III: Unity 10. Confidence (Manage Inner Change) 11. Leverage/Scale Self-Management 12. Sum of Part III: Self-Organizing Team Summary: Purpose, Plan, Focus, and Confidence/Change

  24. Summary: Purpose, Plan, Focus, and Confidence/Change Knowing • Build your personal Product Vision: Know the purpose of your life • Maintain your own Product Backlog for the long term • Maintain your own Sprint Backlog for the short term Doing • Maintain your Tomorrow to-Do List • Focusto-Do with Timebox Unity • Be Confident (manage inner change)and Manage Change

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