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This presentation is about the core protocols.

This presentation is about the core protocols.
A way to go sane through the storming fase of a groups life cycle.

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  • JB Tweet had a big impact on my presentation.
  • Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
  • FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.
  • Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
  • Shared Vision is a state, not a statement
  • Shared Vision is a State not a statement
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • Remember the social connections that Juta talked aboutStory of discussion with Els in the morningI’ll check inI’m GLAD that I’m at Agile Eastern EuropeI’m SAD, AFRAID that Tom Poppendieck had a stroke last weekI’m GLAD he’s OK nowI’m SAD I could not play my leadership GameI’m GLAD, AFRAID this gave me the opportunity to create this talkI’m AFRAID as this is the first iteration of this talkI’m GLAD I did a lot of dry run’sI’m MAD & GLAD JB tweet has moved me to change my slidesI’m AFRAID I changed my talk after my last Dry RUNI’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I wo’nt see my family for 5 daysI’m GLAD to see so many people in this roomI’m IN
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • In eight of the nine tasks we examined across the three experiments higher incentives led to worse performance
  • Instead of adding head count, make the heads we have count
  • Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
  • Seek first to understandThen to be understood
  • How did you recognize that trust?What did that level of trust do for the team?
  • Also known as the law of 2 feet

The Core Protocols Zen The Core Protocols Zen Presentation Transcript

  • www.PairCoaching.net
    Reboot your team to Team²
    Yves Hanoulle
  • Me.About()
    Yves Hanoulle
    Project Coach
    Training, Coaching & Consultancy Services
    on agile & Team practices
    in EMEA.
    Certified Core Trainer
    Partner of Els Ryssen
    Father of Joppe 2002, Bent 2004, Geike 2007
  • You.About()
    Who are you?
    What makes you different?
    What do you know about the Core?
    Other info you like to share?
    What would be the successful outcome of this talk for you?
  • Disclaimer
    You don’t have to believe in the sea to get wet
    You do have to get
    IN
    to get wet
  • great practices instead of BEST Practices
  • 2 Leadership models
    Work
    1 manager
    5 to 5000
  • 2 Leadership models
    Home
    2 parents
    1 to 5 children
    Raising children as a single parent is hard
  • Who’s right?
    I propose you try Pair Coaching inside your company
  • The agile manifesto
    Individuals and interactionsWorking softwareCustomer collaborationResponding to change
    over processes and tools
    comprehensive documentation
    over contract negotiation
    over following a plan
    http://agilemanifesto.org/
  • Principles behind the Agile Manifesto
    Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    Business people and developers must work together daily throughout the project.
    Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
    Working software is the primary measure of progress.
    Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    Continuous attention to technical excellence and good design enhances agility.
    Simplicity--the art of maximizing the amount of work not done--is essential.
    The best architectures, requirements, and designs emerge from self-organizing teams.
    At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Building great software is easy
  • Team Life Cycle
    Norming
    Storming
    Forming
    Performing
  • Situational Leadership
  • Shared Vision
    Please stand if you have ever been on a team with a shared vision
    Please sit down when what I say is NOT true from your experience on that team
  • Being on a team that has a shared vision is at
    least ___ times as good
    as being on a team that doesn't
  • Emotions at work
    Please say Oh my god ! if you ever had a team member hiding how he felt.
    1
    2
    3
  • Great practice
    Being on a team that states feelings,
    is better than
    being on a team where feelings get in the way
  • Check in
  • Exercise
    I’m checking in
    I’m Glad …
    I’m Sad…
    I’m Mad…
    I’m Afraid…
    I’m in
    Audience:
    Welcome
    No other feelings allowed
    You can pass
    Nobody can discuss the things said during check in
  • Decision Making
    Please say YES! if you have been on a team that made decisions without pain
  • Great Practice
    Being on a team that makes unanimous decisions
    quickly, without redundant blather, is better than
    being on a team that does not
  • Decider
  • Resolution
    Problem
    We have difficulties reaching unanimous support for a proposal
    Solution
    Only talk about what it will take to get the outlier “in”.
  • Resolution
    Steps
    1. Proposer asks outlier “What will it take to get you in?”
    2. Outlier states in a single, short, declarative sentence the precise modification required to be in.
    3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.
    Only outliers can talk
  • Exercise
    1. Proposer says “I propose [concise, actionable behavior].”
    2. Proposer says “1-2-3.”
    3.Voters, using either
    Yes (thumbs up),
    No (thumbs down),
    Support-it (flat hand),
    vote simultaneously with other voters.
  • Motivation
  • Alignment
    Personal goals motivate people;
    team goals motivate teams.
    Team goals are derived from Visions.
    Visions are derived from personal goals.
  • Alignment
  • Personal Alignment
    Want. Answer the question: "What specifically do I want?”
    Block. Ask yourself, “What is blocking me from having what I want?”
    Virtue. Figure out what would remove this block by asking yourself “What virtue – if I had it – would shatter this block of mine?”
    Shift. Pretend the virtue you identified is actually what you want.
    Again. Repeat steps 2 to 4 until this process consistently yields a virtue that is powerful enough to shatter your blocks and get you what you originally thought you wanted.
    Done. Now write down a personal alignment statement in the form “I want [virtue].” For example, “I want courage”.
    Signal/Response/Assignment. Create a signal to let others know when you are practicing your alignment and a response they can give you to demonstrate support. For example, “When I say/do, ‘X’ will you say/do, ‘Y?’” Optionally, turn it into an assignment by saying you will do X a certain number of times per day, where X equals an activity that requires you to practice living your alignment.
    Evidence. Write, in specific and measurable terms, the long-term evidence of practicing this alignment.
    Help. Ask each member of your group for help. They help by giving the response you would like when you give your signal that you are practicing your alignment.
  • Evidence
    Time:
    Short time: today
    Mid term: this year
    Long term: 5 years from now
    Work/Life balance
    Personal Evidence
    Work Evidence
    How can we check?
  • I want INTEGRITY
    Professional
    By the end of 2009 I have 5 personal coaching sessions every week
    I do my self-organisation session @ Agile 2010
    Personal
    I will check in with each family member at least once a day
    I use the perfection game for all feedback in my relation
    In 2010 the rebuilding of our house is started
  • How to create a shared vision
    Checking In
    Deciding
    Aligning: disclosing motive and setting goals
    Envisioning: creating shared vision
  • Conflict Resolution
    Please put your hand up if you have experienced conflict within a team
  • Great Practice
    Being on a team that is able to use the energy
    from conflict, and resolves every conflict directly
    and efficiently, is better ...
  • Talking Stick Vs Protocol
    01 A: States Sentence
    02 B: Repeat Sentence in his own words
    03 B: Is that Correct?
    04 A: that is correct!
    05 B: Is there more?
    04 A: that is NOT correct
    05 GOTO 01
    06 A: YES
    07 GOTO 01
    06 A: NO
    07 C=A
    08 A=B
    09 B=C
    10 GOTO 01
  • Asking for help
    Will you….
    Will you help me with…
    Not “Can you”
  • Trust
    Whistle if you have been on a team that had a
    high level of trust among all team members
  • Great Practice
    Being on a team that has a high level of
    among the team members is better .
  • ReBoot team = Team²/McCarthy BootCamp
    McCarthy Tech started in 1996
    Jim and Michele McCarthy left successful leadership positions at Microsoft to form an innovative teamwork laboratory. www.mccarthyshow.com
    Since 1996 they have rigorously studied and codified the “great practices” for teams to get into and maintain a state of shared vision. These great practices are called The Core Protocols.
    +200 BootCamps
    16 certified core trainers
    Booted Installshield
    Booted Maxis after SimCity before Sims
    Booted +600 people at Haliburton
  • Allison Reeves
    I attended BootCamp as a relative 'outsider'. As the course was initially conceptualized for people in IT, I was unsure of the benefit it would bring to a graduate student in Women's Health! I quickly learned that BootCamp is for everyone. It is about team building, connecting with others, dreaming 'big' dreams about the world - and in extension - realizing your place in it. 
    I learned about my own strengths and capabilities.
     
    Warm Regards, Allison.
  • Pascal Van Cauwenberghe
    I've wanted to attend a McCarthy BootCamp, ever since I read "Software for your Head", more than five years ago.
    This was the most useful and life-changing training I've ever attended.
    I'm glad Yves managed to organize Bootcamp
    I'm IN”
  • Bernard Notarianni
    The BootCamp was one of the most amazing experience I had, both in professional and private life.
  • Joe Sandy Vice President Haliburton Corp.
    Working with the McCarthys' technology has been the smartest thing I have done in years.
    The 600+ people who work for me have drastically increased productivity and have shown incredible results. 
    In 6 months, a problem team that hadn't successfully delivered for years started finishing on time (or early) and earned rave reviews from customers. 
    Another team who was building heavy machinery shipped in 8 months instead of the typical 18 month time period. 
    Our meetings are much more efficient, with the average size down from 15 people to 5 people, and accomplishing much more in less time.
    The investment to date in the McCarthys' technology was easily paid back by results in only a few months.
  • The Core System V 3.0
    11 commitments
    11 protocols
  • The Core Commitments
    Engage when present.
    Know and disclose:
    what I want,
    what I think,
    what I feel .
  • The Core Commitments
    Always seek effective help.
    Decline to offer and refuse to accept incoherent emotional transmissions.
  • The Core Commitments
    When I have or hear a better idea than the currently prevailing idea, I will immediately either:
    propose it for decisive acceptance or rejection, and/or
    explicitly seek its improvement.
  • The Core Commitments
    Personally support the best idea :
    regardless of its source.
    however much I hope an even better idea may later arise.
    when I have no superior alternative idea.
  • The Core Commitments
    Seek to perceive more than I seek to be perceived.
    Use teams, especially when undertaking difficult tasks.
  • The Core Commitments
    Speak always and only when I believe it will improve the general results/effort ratio.
    Offer and accept only rational, results-oriented behavior and communication.
  • The Core Commitments
    Disengage from less productive situations:
    when I cannot keep these commitments.
    when it is more important that I engage elsewhere.
  • The Core Commitments
    Do now what must be done eventually and can effectively be done now.
    Seek to move forward toward a particular goal, by biasing my behavior toward action.
  • The Core Commitments
    Use the Core Protocols (or better) when applicable.
    Offer and accept timely and proper use of the Protocol Check Protocol without prejudice.
  • The Core Commitments
    Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments.
    Never do anything dumb on purpose.
  • The Core Protocols
    Pass / Unpass
    Check In
    Check out
    Ask For Help
    Protocol Check
    Intention check
    Decider
    Resolution
    Perfection Game
    Personal Alignment
    Investigate
  • Passer
    Problem
    We “go along” with group activities that we don’t believe in, with increasing cynism and a sense of powerlessness for our self and our team
    Solution
    Explictly decline to participate when we don’t want to do something
  • Check-in
    Problem
    Results are unsatisfying
    Solution
    Publicly commit to rational behavior and efficiently disclose our feelings at work
  • Check-in
    I’m checking in
    I’m Glad …
    I’m Sad…
    I’m Mad…
    I’m Afraid…
    I’m in
    Audience:
    Welcome
    No other feelings allowed
    You can pass
    Nobody can discuss the things said during check in
  • Check-out
    Problem
    When we can’t be mentally present we stay in a meeting anyway, regardless of the cost to our false presence to our self and our team
    Solution
    When we are not contributing, we must leave the environment without distracting our teammates
  • Ask for help
    Problem
    We act as if help won’t help
    Solution
    Use each other as a resource
    Ask strangers for help
    Ask children for help
    Ask for help when you don’t think you need help
  • Asking for help
    • Will you….
    • Will you help me with…
    Not “Can you”
  • Protocol Check
    Say “Protocol Check”
    If you know the protocol, state it. If you don’t, ask for help
  • Work with Intention
    Problem
    We don’t know if our behaviour will be what we want
    Solution
    Decide on our intention before we act or speak
    Use Intention Check to clarify the purpose of your own or another’s behavior. Use it when you can’t imagine a positive outcome resulting from the current behavior
  • Intention Check
    Ask “What is your/my intention with X?” Where x equals some type of actual or pending behavior to the persons whose intention you want to know?
    If it would be helpfull, ask ”What response or behavior did you want from whom as a result of X?”
  • Decider
    Problem
    Our Team’s decision process does not provide each member with an explicit say, or provide a means to hold members accountable for the result
    Solution
    Use a reliable, unanimity-driven process within the team.
  • Decider
    1. Proposer says “I propose [concise, actionable behavior].”
    2. Proposer says “1-2-3.”
    3.Voters, using either
    Yes (thumbs up),
    No (thumbs down),
    Support-it (flat hand),
    vote simultaneously with other voters.
  • Resolution
    Problem
    We have difficulties reaching unanimous support for a proposal
    Solution
    Only talk about what it will take to get the outlier “in”.
  • Resolution
    Steps
    1. Proposer asks outlier “What will it take to get you in?”
    2. Outlier states in a single, short, declarative sentence the precise modification required to be in.
    3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.
    Only outliers can talk
  • Feedback
    Problem
    There is no standard way to gain value for our work or personal performance from another person
    Or to add our value to the work product or the personal performance of another person
    False Solution
    We give or seek feedback
    Actual Solution
    Use the perfection game when asked
  • The Perfection Game
    Will you perfect my …
    I will give it a x out of 10
    What I like about it is …
    To give it a ten I would need…
    If you have nothing to make it better, you have to give a 10
  • Aligning
    Personal goals motivate people;
    team goals motivate teams.
    Team goals are derived from Visions.
    Visions are derived from personal goals.
    Tie Goals to Vision
    Tie Vision to Goals
  • Alignment
    Problem
    We think there are not enough people or other resources to get the job done well.
    Solution
    Align the team around what each member wants
    Instead of adding head count, make the heads we have count.
  • Personal Alignment
    Problem
    We don’t know what we want
    Solution
    Discover what we want, tell our teammates what that is.
    Ask for their help
    Expect them to do likewise
  • Investigate
    Problem
    We see others as better than ourselves
    Communciation barriers prevent us from stating this clearly
    Solution
    Inquire into one another as a naïvely curious and nonjudgmental investigator
  • Shared Vison
    A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by a mature team
  • Shared Vision
    Problem
    We work without first together deciding what we are going to create
    Solution
    First and always, make sure our team is aligned around our vision
  • Far Vision
    Problem
    We work hard, burn out, and wonder why we bother
    Solution
    Insist that all projects have a long term noble purpose
  • Versions of the Vision
    Problem
    We have an unwieldy list of features or demands from our customers
    Solution
    Create a sequence of “Solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer
  • Anti-patterns
    No Hurt feelings
    Wrong tolerance
    Team==product
    Resolution avoidance
  • No hurt feelings
    Problem
    We don’t want to hurt the feelings of our teammates, so we fail to add the value we have to our team’s work product
    False Solution
    If we can’t find a way to tell the truth without upsetting people, we don’t speak
    Actual Solution
    Focus on team results, not on team member’s feelings
  • Wrong tolerance
    Problem
    We tolerate behaviors that don’t work well
    False Solution
    We learn to live in the “real world” or complain to others who we think can fix the problem
    Actual Solution
    Acknowledge that if we tolerate it, we insist on it
  • Insight: Team == Product
    All business service clients
    must call methods of
    this big static class.
    Why is it so ?
    You would have
    to ask Steve.
    Oh that is
    impossible,
    he is always
    busy...
    OK, let’s ask him.
  • Resolution avoidance
    Problem
    We don’t deal efficiently with conflict because we are afraid of it
    False Solution
    Lay low
    Don’t cause problems
    Avoid conflict
    • This does not avoid conflict, it postpones it
    Actual Solution
    Seek resolution
  • Typical Questions
    What is the methodology used?
    What are the underlying principles
  • Methodology
    an experiential workshop
    a results oriented business simulation
    using behavioural tools to provide structured empowerment
  • Underlying principles
    self and group alignment
    tight accountability
    shared vision
    timely delivery
  • Resources:Books
    Software for your head
    The Speed of Trust
    The 7 habits of highly effective people
    The five dysfunctions of a team
    Situational Leadership
    Teamwork is an individual skill
    Wave Rider
    X-Teams
    Leading Geeks
  • Resources: URL
    The Core Protocols: http://alturl.com/b9fn
    Bruce Tuckman
    http://en.wikipedia.org/wiki/Forming-storming-norming-performing
    Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory
    Dan Pink on TED about Intrinsic vs Extrinsic motivation
    http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/
  • Copyright Pictures:
    © Hamed Saber http://www.flickr.com/photos/hamed
    © Ed Yourdon http://www.flickr.com/photos/yourdon/
    © Jan Tielens http://www.flickr.com/photos/neleenjan/
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  • PairCoaching.net the way to leading greatness
    Thank you !!
    www.PairCoaching.net