1. Breaking the Law of Bureaucracy
Presented by Derek Huether
(Zombie Project Manager)

2. Who am I?
• Advisor to a Federal Government PMO
• 15 years in the industry
• Was a Startup Founder, then a Project Manager
and Functional Manager
• PMP + ScrumMaster = Zombie PM

3. Requirements
1.You work for an organization
2.You are a boss or have a boss
Optional
1.You know what a zombie is
2.You know how to play Simon Says
3.You know how to play Red Light Green Light
4.You know about Star Trek (The Original)
5.You have a tolerance for drawings in a slide deck

4. Defining the Law
Break Verb /brāk/
Interrupt (a continuity, sequence, or course)
Organization Noun /,ôrgəni’zāSHən/
A social arrangement to distribute tasks for a collective goal
Bureaucracy Noun /byoräkrəsē/
Excessively complicated administrative procedure, seen as characteristic of such a system
Law Noun /lô/
A thing regarded as having the binding force or effect of a formal system of rules
Source: Google Dictionary

5. Defining the Law
In any bureaucratic organization there will be two kinds of
people: those who work to further the actual goals of the
organization, and those who work for the organization
itself.
What are some examples?

6. Example 1
Teachers who work and sacrifice to teach children, versus
union representatives who work to protect any teacher
(including the most incompetent)

7. Example 2
In a business organization, those who work and sacrifice
to bring value to the customer, versus those who work to
protect policy, process, and procedures
(regardless of use or value)

8. What's the Problem?
The Law states that in all cases, the second type of
person will always gain control of the organization,
and will always write the rules under which the
organization functions.

9. Where Does The Problem Begin?

10. It Begins with Ethical Leadership
Source: Zombie Project Management
Based on Domains of Ethical Theories from Leadership Theory and Practice

11. Ethical Leadership
Zombie-ism
When a zombie acts solely to feed itself. You can find
zombies exhibiting this orientation at every level of an
organization. This zombie thinks that it is a leader of a
hoard, but instead, it is a destructive force because it
makes no leadership decisions, good or bad. It merely
feeds. It merely exists.

12. Ethical Leadership
Egoism
When a person acts to create the greatest good for
himself or herself. You can find people exhibiting this
orientation at every level of an organization. When the
organization and its employees make decisions merely
to achieve individual goals (at the expense of others),
they lose sight of a larger goal.

13. Ethical Leadership
Utilitarianism
The idea that the moral worth of an action is determined
solely by its usefulness in maximizing utility or
minimizing negative utility. The focus is to create the
greatest good for the greatest number of people.
In Star Trek II: The Wrath of Khan, Spock says, “logic clearly dictates that the needs of the
many outweigh the needs of the few.”

14. Ethical Leadership
Altruism
The opposite of egoism, a person’s primary purpose is to
promote the best interests of others. From this
perspective, a leader may be called on to act in the
interests of others, even when it runs contrary to his or
her own self-interests.
In Start Trek III: The Search for Spock, Captain Kirk says altruistically, ”Because the needs
of the one… outweigh the needs of the many.”

15. Ethical Leadership
The Goal
The goal is to lead from the bottom right of the graph
whenever possible. The more altruistic we are, the
closer we come to breaking the law of bureaucracy

16. One way to Break the Law
1970 essay by Robert K. Greenleaf
titled The Servant as Leader

17. Servant-Leadership
Servant leadership deals with the reality of power in
everyday life—its legitimacy, the ethical restraints upon
it and the beneficial results that can be attained
through the appropriate use of power.
—The New York Times

18. Let’s Play a Game
Game: Simon Says (Modified)
The Goal: Participants want to get from one side of the room to the next, via
instructions from me (Simon). Participant must be navigated around
(moving) obstructions and while following Simon’s instructions. I will act as
Simon.
Game: Red Light Green Light (Modified)
The Goal: Participants (cars) want to get from one side of the room to the
next, via self-direction and verbal input. I will act as the stoplight. Someone
will act as the obstructionist, who will block cars with whatever is
available. The stoplight will converse with the cars during the game to help
them reach the goal with minimal obstruction.

19. What Did We Learn From The Game?
Game: Simon Says (Modified)
This is top-down command and control at work. Sometimes, those who are
giving the direction (from the top) do not have goals that align with the
organizational goal. Leaders are either acting as a utilitarian, egoist, or
zombie.
Game: Red Light Green Light (Modified)
This is bottom-up empowerment. Those who are actually doing the work just
need help to reach the goal. Leaders are acting as altruists or servant-leaders
try to help others reach their goals.

20. Characteristics of Servant-Leadership
• Listening
• Empathy
• Healing
• Awareness
• Persuasion
• Conceptualization
• Foresight
• Stewardship
• Commitment to the growth of people
• Building community

21. Listening
Have a deep commitment to listening intently to others.
Seek to identify the will of a group and help clarify
that will. Seek to listen receptively to what is being said
(and not said!).
Listen; don't wait to talk

22. Empathy
The servant-leader strives to understand and empathize
with others. People need to be accepted and recognized
for their special and unique "qualities". One assumes the
good intentions of co-workers and does not reject them
as people, even while refusing to accept their behavior or
performance.

23. Healing
Heal yourself and others. Many people are "broken" and
have suffered from a variety of emotional "issues".
Although this is a part of being human, servant-leaders
recognize that they have an opportunity to “help make
whole” those with whom they come in contact.

24. Awareness
Foster general awareness, and especially self-awareness,
will aid one in understanding issues involving ethics and
values. It lends itself to being able to view most
situations from a more integrated, holistic position.

25. Persuasion
Rely on persuasion, rather than using positional authority,
in making decisions within an organization. Seek to
convince others, rather than coerce compliance. This
particular element offers one of the clearest
distinctions between the traditional authoritarian model
and servant-leadership.

26. Conceptualization
Be a visionary. Look at a problem (or an organization)
from a strategic perspective means that one must
think beyond day-to-day realities. The traditional manager
is focused on the need to achieve tactical operational
goals. Start thinking more strategically and a balance
between tactical and strategic thinking.

27. Foresight
Foreseeing the likely outcome of a situation is hard to
define, but easy to identify. Foresight is a characteristic
that enables you to understand the lessons learned from
yesterday, the realities of today, and the
likely consequence of a decision for tomorrow.

28. Stewardship
Holding something in trust for the greater good. Assume
first and foremost a commitment to serving the needs of
others. Emphasize the use of openness and persuasion
rather than control.

29. Commitment to the Growth of People
(not like Soylent Green or The Matrix)
Believe that people have an intrinsic value beyond their
tangible contributions as workers. Be deeply committed
to the (personal and professional) growth of each and
every individual within your institution. Take a personal
interest in the ideas and suggestions from everyone,
encouraging worker involvement in decision making.

30. Building Community
Identify some means for building community among
those who work within a given institution or group.
Community can be created among those who work in
businesses and other institutions. It's all about culture.

31. Conclusion
• It is about being altruistic
• It is about inspiring, empowering, and motivating
• Maybe we can't break the law, but we can bend it

32. Questions?

33. Contact Information
Derek Huether
email@derekhuether.com
Twitter: @derekhuether
Websites
DerekHuether.com
TheCriticalPath.info
ZombiePM.com
Drawings by Derek Huether & Pictofigo.com